Last Updated 11 May 2020

Pefined leadership philosophy

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My plan for building the continuous process of critical reflection into my future leadership practices should include knowing how to use the four lenses of my learners’ eyes , colleagues’ perceptions, educational theory, and autobiographical experience to research my practice and challenge my assumptions as now explained. First, I have to gather the data, investigate and analyze the data, confirm applicability of assumptions vis-a-vis leadership models used using the four lenses and make the necessary adjustment if any to attain the things that I want to attain in accordance with my defined leadership philosophy.

Data could be gathered from observation from previous reflective-practices training to observe her class twice and discuss the same with learner. This would be followed by writing notes about learner’s responses to activities on the handouts. This would be part of this researcher’s autobiography which will be used continuously for self-improvement. Analysis in terms of attitudes, assumptions, and beliefs, goals, power relations and consequences would reveal valuable information in reconciling my assumptions and leadership theories and models.

It must be recalled that the moment assumption change the particular style and changes. Much will lie therefore on the bases of decisions made and whether they continue to attain the purpose of my philosophy and the organization of which I am a part. Knowing what happened in experiences should be a normal process as they could provide valuable insights about teaching and learning experiences. I will also need to validate theories with own stated beliefs and attitudes by asking questions about the data collected on revelations in relation to consequences of my actions as a leader.

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I will also consider how the situation or activity could have been different by looking at the data at present or in retrospect and the need to examine the alternatives to the choices made as well as beliefs behind. There could be need to consider how theories or other leaders would have addressed similar situations by generating alternatives and asking what if questions. I could then analyze with my colleagues who would prompt me to think of ways to facilitate and foster my input data rather ways to rather than ways to change my practice to accommodate my reluctance to speak.

Given my colleagues’ perceptions, I will conduct a conversation analysis as part of the plan to have self-reflection and learning for what I talk about with followers as this is vital to all kinds of communication (Clifton, 2006). By having a constant review of all preview works on leadership based on my personal experience, I believe, I will achieve much for improvement (Lynham, Chermack, 2006). In response, I will create a plan that would incorporate new insight or learning from the exercise.

In effect, I will have self-reflection not only for its own sake but also to improve my practice as a leader and a co-leaner with my followers at the same time. I believe my followers too would have link to information and insights gained from the reflective process to changes being made. The changes need must be there to indicate growth as a leader. The important thing is that I should incorporate my new insights in my ongoing planning and decision-making, observe the impact, and continue the reflective cycle.

I will continue also to use my data gathering tools to monitor the effects of this practice in whenever there is need to check the validity of my leadership philosophy as to whether there is need to adjust the same as well as my assumptions and beliefs. To implement my plan I would be listening to followers and I believe that the same would be producing effective communication, which is important working together (Alvesson and Sveningsson, 2003). I will use also communication in a manner that is supportive and encouraging (Cohen and Bradford, 2005) to build better relationship and as way of teaching the value of responsibility of decision.

If there will be a need to have tutorial role in order to enhance attainment of objective, doing the same would be consistent with theory and good practice of leadership (Ellinger, Watkins and Barnas, 1999). Knowing employees performance and their potentiality is one of they keys of ensuring the success of my leadership philosophy (Wilson, Boudreaux, and Edwards, 2000). The educational theory will also be found in being updated in reading books on leadership which I also plan to do while I implement my plan for self reflection and evaluation.

All the learning will also compiled into my record of autobiographical experiences that would be for the same purpose. 3. Conclusion To conclude it should be clear that my leadership philosophy is a means to attain a purpose, to the organization, to my followers, to society and to myself. The organization of which am or will be a leader will most probably attain its purpose too when encourages collective values, a clear idea of success, enthusiasm of its leaders and people to proceed together, and reverence for the different roles which are essential to succeed.

As life continuous so must, organizations achieve their targets. Since people would always be part of organization, leaders with clear philosophy will more likely provide a great chance for success to these organizations. Leaders as such continue to become leaders because they attain their purpose, they are happy with their philosophy in attaining their purpose as they continuous struggle indeed in wanting to attain power and influence as a leader (Glaser, 2006). The prize of course of having attained one’s purpose as a leader must be happiness.

Since the means to happiness is relative to different people as attaining the same may also to different people, I can only speak for my own in terms of having a philosophy that is ethical consistent with my beliefs and assumptions. Having ethics in what I do in my leadership practice, would definitely define me then as a person with a particular way of attaining what I desire. The fact that I am able to writer down here my leadership a philosophy should provide a basis or really evaluating the same in the future if said philosophy work in my personal way of attaining happiness.

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Covey, S. R. (1989). The Seven Habits of Highly Effective People. Birmingham: Free Press. Ellinger, A. D. , Watkins, K. E. , and Barnas, C. M. (1999). Responding to New Roles: A Qualitative Study of Managers as Instructors. Management Learning 30 (4), 387 - 412. Glaser, J. E. (2006). Power and Influence. Leadership Excellence 23 (3), 158-165. Gronn, P. (1996). From Transactions to Transformations: A New World Order in the Study of Leadership? Educational Management Administration Leadership, 24 (1), 7 - 30. Harter, Nathan, Ziolkowski, Fred J.

and Wyatt, Stephanie. (2006). Leadership and Inequality. Aug 01, 2, 275-293. Hersey, P. and Blanchard, K (1988), Management of organizational behavior: utilizing human resources, Prentice-Hall Holton, E. F. and Lynham, S. A. (2000). Performance-Driven Leadership Development. Advances in Developing Human Resources 2 (2), 1 - 17. Jeff, R. Hale, Dail L. (2007). Fields, Exploring Servant Leadership across Cultures: A Study of Followers in Ghana and the USA, Nov 01, 3, 397-417. Judge, T. et al. (2002). Personality and Leadership: A quantitative and qualitative review.

Journal of Applied Psychology 87, 765-780. Lynham, S. A. and Chermack, T. J. (2006). Responsible Leadership for Performance: A Theoretical Model and Hypotheses. Journal of Leadership and Organizational Studies, 12 (4), 73 - 88. Mayer J. D. (2004). Leading by Feel. Harvard Business Review. Jan, 28-37. Mintzberg H. (2004). Ideas about Management. Engaging Leadership, Decision, Issue no 5. Parry, K. W. and Hansen, H. (2007). The Organizational Story as Leadership. Leadership, 3 (3), 281 - 300. Peterson R. S. , et al. (2003).

The impact of CEO personality on top management team dynamics: one mechanism by which Leadership affects organizational performance. Journal of Applied Psychology 88 (5), 795-808. Spatz, D. M. (1999). Leadership in the Construction Industry, Practical. Periodical on Structure, Destruction and Construction 4 (2), 64-68. Wagner, K. V.. (2005). Leadership Theories. Accessed on 10th February 2009 from http://psychology. about. com/od/leadership/p/leadtheories. htm Wilson, L. S. , Boudreaux, M. A. , and Edwards, M. (2000). High-Performance Leadership at the Individual Level. Advances in Developing Human Resources 2 (2

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