Leadership Reflections free essay sample

I am approaching the age when many people are retiring or seriously considering it. I am in neither category at the present time. I would like my civilian career to conclude just as my 27-year military career concluded with me in a leadership position. Not necessarily a supervisory position, but a leadership position for sure. Since entering the U. S. Air Force at the young age of 19, I have been studying leaders. At first it was a fascination because some of them seemed so young and all of them seemed so confident and mission-oriented. I wanted some of what they had and set my sights to achieve it. Along the way, I witnessed and/or survived some not-so-good supervisors and even a few not-so-good high-ranking leaders. How I actually survived them, only God knows, but I know I had to call upon Him on many occasions. He put good leaders in my path to counter the negative actions of the few bad supervisors and leaders, and also I think, to show me what good leadership really looks like from up close personal perspectives. I eventually succeeded in reaching the highest enlisted pay grade in the Air Force. I felt like I had taken the best of the good leaders and remembered the lessons from the bad leadership and become a good leader. Good leadership, however, is defined by those who are led. Just as I decided which of my supervisors and leaders were good and bad, those under my guidance decided if I was a good or bad leader, I am not privileged to make that determination of myself. This strategic leadership class and the survey results has given me cause to pause and again reflect on leadership. One of the central themes we heard constantly throughout the class was that a leader must first have a vision of his/her own. â€Å"If there is one thing that can profoundly increase a leader’s chance of success, it is developing and sustaining a compelling organizational vision. † (Nanus, 1992) That is something I never did. I always helped the leader carry out his/her vision. So in the purest sense of the word, I guess I was more of a high-ranking manager versus leader. SCORES Leadership Trait Questionnaire AVG SELF 1. Articulate 5555555 2. Perceptive5555555 3. Self-Confident5555555 4. Self-Assured5555554 5. Persistent5555554 6. Determined5555555 7. Trustworthy5555555 8. Dependable5555555 9. Friendly455554. 85 10. Outgoing355544. 44 11. Conscientious5555554 12. Diligent5555555 13. Sensitive555544. 85 14. Empathetic555544. 85 Skills Inventory Technical Skill – 23 Human Skill – 28 Conceptual Skill – 23 Style Questionnaire Task – 23 Relationship – 38 Situational Leadership 1. S3 / C 2. S2 / A 3. S2 / D 4. S4 / C Contingency Theory (LPC) Score = 41 Path-Goal Theory Directive = 32 (high) Supportive = 29 (common) Participative = 15 (low) Achievement = 23 (common) Leader-Member Exchange Theory Score = 23 Transformational Leadership Theory (Transformational Leadership Styles) Idealized Influence (Attributes) = 2 Idealized Influence (Behaviors) = 4 Inspirational Motivation = 3 Intellectual Stimulation = 2 Individualized Consideration = 2 (Transactional Leadership Styles) Contingent Reward = 4 Management by Exception: Active = 1 (Passive/Avoidance Leadership Styles) Management by Exception: Passive = 2 Laissez-Faire = 2 Strengths and Weaknesses I was pleased with the results of the LTQ survey. I believe that I have leadership qualities and this survey appears to confirm that belief. I scored myself a little lower in the Self-Assured and Persistent categories. I believe everyone has a little self-doubt at times and I’m no different. On occasion, due to lack of persistence, I also find myself getting a little off track of my goals or even unsure that I’m pursuing the right goals. Continuing my education with classes such as this one, helps me get back on track. I don’t think these are areas I necessarily need to concern myself too much with. The mark-downs in the Friendly and Outgoing categories are my biggest concerns. I have been told by past subordinates whom I still have connections with, that as a leader, I can be a bit intimidating. I tend to focus a lot on the job at hand and not so much on the relationships involved. I know that I don’t think favorably about people who spend too much time socializing at work, but I need to do a little more of it myself. That is why Outgoing is the lowest of my LTQ survey ratings and why I also marked myself down in that category. I think the Friendly category ties directly into that and taking care of one will gain positive results in the other. Because I sometimes get extremely disorganized, or messy, I marked myself down in the conscientious area. About once every two or three weeks, I won’t be able to locate something important and that is when I find myself organizing things and promising myself that I will do better. It is the result of a very busy lifestyle and something I know needs improving, but that I believe to be under control. The last two areas of the TLQ survey Sensitive and Empathetic were also marked down by someone but not by me. I think these two areas can also be related to the Friendly and Outgoing categories. The fact that I’m not involved in the daily social gatherings and mostly keep to myself at work probably contributed to these markdowns. The Skills Inventory revealed that I am pretty well-rounded as I scored high in all three areas. I was happy that the highest was in the Human category. Again, on the Style Questionnaire, I was extremely pleased, and somewhat confused, that my leadership style tends to be oriented more on relationships than tasks. Maybe the leadership style that I want to have or think I have, is not perceived as such by others. The Situational Leadership exercise showed that I avoided using a S1 high-directive/low-supporting style (Northouse, 2013) even when needed. Implications The LTQ results confirmed for me that I really am a people-person. I have a few short-comings, but the bottom line is that I have a deep desire to help people and it shows. However, I have some work to do in the area of being a little more sociable or touchy-feely if you will. John Kotter said in his book that complacency is a fatal error when trying to transform a business. A sense of urgency must be established immediately (Kotter, 1996). Likewise, I believe complacency is a fatal error when trying to transform oneself. If we want to become someone of great impact, we must establish a sense of urgency immediately and begin taking appropriate actions. It’s one thing to sit in a classroom and get motivated by hearing about great leaders from the past and present, but it’s quite another thing to begin taking other meaningful action to become a great leader yourself. I have a decision to make. Am I going to go full throttle towards making a significant difference in the world, or am I going to simply ride out the next ten years and retire from the Federal government? I have a desire to be a great leader, but there is not a burning passion inside of me to change or invent something. It’s more like a sickening stomach ache from witnessing such poor leadership around me and thinking I could do much better. I would love to be at the top of the proverbial food chain and have a chance to implement my vision, but I must first determine what my vision is. There will be many sleepless nights if and when I do decide that I’m up for the challenge and I don’t know if at 55 years of age already, I’m ready to turn my world, and that of my wife, upside down. Action and Time-line Leadership Action Plan Employee Information Name: Ric Leon Instructions Address each section below. The weaknesses should be those discussed in the strengths and weakness section of your paper. Address the top three weaknesses below. 1st Goal/Objective Description of Weakness: Not being perceived as friendly and out-going. Action to overcome weakness: I will push myself to socialize a little more at work. You can’t just go from a introvert unsocial co-worker one day to a well-liked and admired leader the next. I think it is important that I begin now to make myself more likeable, but not at the risk of selling my soul just to be liked by others. There is a fine line that distinguishes between being sociable and being a social butterfly. Importance:Essential Important Desirable Dates: I will immediately begin spending a few minutes talking to my co-workers and others before going on my way. If nothing else, at least a morning or afternoon salutation. 2nd Goal/Objective Description of weakness: Action to overcome weakness: Importance:Essential Important Desirable Dates: Conclusion This exercise in reflections on leadership has been an eye-opening assignment. I have learned so much about leadership from the classroom and through research. Just looking at my class mates and how they conducted themselves in their discussions and presentations has motivated me to become a better leader and more importantly, a better person. The presentations on leaders in our generation were all awe-inspiring. The reading assignments and exercises were spot-on. My prevailing strength I would presume is my ability to connect with people, thus there were no problems getting them to complete the surveys. Although the LTQ showed some vulnerability in a few categories, overall, I think it showed that I am pursuing the correct profession, which is human resources development, or helping people. I will work on the areas of concern from the LTQ survey and I will at all times conduct myself as if I were already a great leader and my legacy depended on it.