Course Reflections

My definition of leadership during week 1 of this course was “the art of influencing others toward a common goal.”  In my opinion, leadership traits can be learned therefore it is a process.  However, how you use those traits and influence others becomes an art. Building and using relationships as a tool to influence is a key aspect of leadership.  I would include this in my definition of leadership, saying "the art of building relationships and influencing others toward a common goal."  

Leadership should not be confined to a singular person or position. Relationships and empathy are essential to leadership.  Empathy is the ability to realize comprehend emotions and form a meaningful relationship with others.  Zaleznik does a great job of illustrating the relationship aspect with the example of the picture of the young boy contemplating the violin.  He compares the descriptions of how manager viewed the picture with how leaders interpret the picture.  "Managers relate to people according to the role they play in a sequence of events or in a decision-making process, while leaders, who are concerned with ideas, relate in more intuitive and empathetic ways." (1977)  

Learning the various leadership theories has made me realize the importance and impact of relationships on leadership.  Your past relationships with leaders and managers also greatly impact your experiences and leadership styles.  I believe you choose to acknowledge and avoid the bad traits of past supervisors and adopt the positive traits.  Trust is a critical component to healthy relationships.  With trust and credibility, you cannot successfully influence others.  

 Mentoring has always been a passion of mine.  However, I didn't realize how much of mentoring was ingrained in transformational leadership.  Transformational leadership is defined as a “process whereby a person engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower; this type of leader is attentive to the needs and motives of followers and tries to help followers reach their fullest potential” (Northouse, 2016)

I aspire to be a transformational leader.  Transformational leadership is "concerned with emotions, values, ethics, standards, and long-term goals."(Northouse, p. 161) This is exactly what I have, and continue to, work towards.  In the military, especially as a Senior Non-Commissioned Officer, I am held to very high standards.  However, exceeding these standards has always been my goal.  I also hold my Airmen to very high standards while maintaining a balance between mission and people.  Goals and milestones are essential to accomplishing the mission, but that must not be at the expense of your people. I make it a priority to develop good relationships with my team.  That, along with a clear vision and proper accountability will influence and motivate my followers to successfully accomplish the mission.    

This course has been beneficial to helping me understand my leadership traits, strengths, weaknesses, and potential.  Constant drive, mentorship, self-reflection, and self-accountability will allow me to constructively use this information.  On the other hand, this course has also allowed me to view, decipher and understand other leaders' styles, traits and motivations.  I have begun to view others interactions and correlate them to the theories and concepts we have learned.  This will be useful to provide meaningful feedback to subordinates, peers, and supervisors alike.  Hopefully, this builds stronger relationships and influence others to become better leaders.  

-Shane

Northouse, P. G. (2016). Leadership: Theory and Practice (7th ed.). Thousand Oaks, CA: Sage Publishing.

Zaleznik, A. (1977). Managers and Leaders: Are They Different? Harvard Business Review. Retrieved March 22, 2017

A511.7.3.RB - Inner Work for Authentic Leadership

Before last year, I had not thought much of reflection or meditation.  However, at a briefing for Air Force bullet writing, the instructor Chuck Diven, offered an after-briefing "How to be 10% happier (Tornado optional)"  where he would describe his experience of surviving a tornado and how he used meditation and self-awareness through it.  Intrigued, I joined two other people and listened to his incredible story.  While describing his life before and after an F5 tornado destroying his house with him inside, he also focused on his journey of self-awareness.  He also mentioned a few books, specifically 10% Happier: How I Tamed the Voice in my Head by Dan Harris.  That night, I went on Amazon and ordered that book, thus starting my own journey of self-awareness.  

Bill Georges' points, in my opinion, are spot on.  I especially liked his comment "just having experiences doesn't do it because you'll just make the same mistakes you made." (George) The experience above is just one example that has been most instructional for me.  I also often reflect on when I was teaching and how I could've done things differently, specifically how to better relate to the students.  Now, I use those experiences and reflections to adjust my leadership style.  For example, I understand that different personalities learn differently and that you must use a variety of leadership techniques and styles to effectively relate to and influence my followers.  


In the evenings, before bed, I meditate.  I also use this time to reflect on the day.  Usually, this is after the boys are in bed and everything for the next day is prepared.  This allows me the opportunity to relax and not be distracted.  I have downloaded the app Calm and use that for guided meditation.  When I actually have time, I also try to journal.  Recently, the blogs required for this class and others has given me the chance to reflect on my leadership journey as well.  This has been extremely helpful in gaining self-awareness through experience.  

Bill George also explains that honest feedback is essential to self-awareness.  My husband, Bryan, has been my sounding board for almost as long as I've known him.  I trust his decision-making and guidance.  Bryan is very straight-forward and strong-willed, I would also say he is a critical thinker.  I often turn to him for support, direction, and feedback.  We both work aircraft maintenance and until recently have worked in the same sections.  Therefore, he knows what I deal with on a day-to-day basis and understands my situations.  I am very open to feedback but I know it's hard for most people to give it.  Bryan doesn't have that problem.  He listens to me and without bias, gives open and honest feedback on my leadership struggles.  Through his feedback and an open mind, I improve my leadership abilities and strengthen my values.  

Harvard's Bill George: Inner Work for Authentic Leadership from https://youtu.be/SmPu2LQ84ts

Northouse, P. G. (2016). Leadership: Theory and Practice (7th ed). Los Angeles: SAGE