leadershipcredoppt
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Authentic Leadership
Credo
Caryn AurielUniversity of St. Thomas
April 2011
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Introduction
Call For New Leadership:
• In my paper, I explore my leadership awareness, strengths, values, and development in order to optimize my leadership essence.
• It is concerned with facilitation, service, and partnership.
• Throughout the paper, I utilize a student employment initiative; weaving the learning process for strategic leadership, moral leadership application, and key elements of my leadership development.
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Figure 1 illuminates the inter-connectedness between the alignment of my values, purpose, and behavior to the strategic learning process created by
Hughes and Beatty (2005). It also serves as a framework for the arrangement of my paper.
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At My Best
• Knowing who I am and how to be my authentic self is the essence of alignment between values, goals, and behavior.
• What kind of facilitator do I want to be?
• What are my aspirations?
• See Table 1 below as an illustration of how each one of my values and assessment themes are intricately knit.
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Myers-Briggs (ENFP)
Personality type
RBSValues
Behind my person type
StrengthsFinderNatural talent
foundation
Career LeaderCompetencies and
ambitions
Extroversion: Directing energy mainly toward the world of people and objects.
EnthusiasticServiceInfluential
Connectedness: Listen and share thoughts.Relator: Have closeness with others.
Manage/Influence People
Intuition: Focus on perceiving patterns and interrelationships; concentrating on meanings and possibilities.
Positive CooperationCreative
Positivity: Upbeat, creative to engender enthusiasm.Futuristic: See the possibilities.
Creative Production
Feeling: Value-based decision making with consideration for others.
Empathy/CompassionRespect
Empathy: An understanding of others.Individuation: Appreciate everyone’s uniqueness.
Mentoring and Counseling
Perceiving: Open and adaptable to change and a high value for spontaneity.
TenacityAdaptableCommitment
Adaptability: Live in the moment.Strategic: See alternatives.
Theory and Conceptual Thinking
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Strategic Thinking, Acting, and Influencing
• Strategic Acting integrates mindful listening and moral values to implement thinking into action.
• Leaders that I consider admirable role models have translated ideas into action for the good of the whole.
• It is my intent to model the same by setting clear priorities and creating space for learning and risk taking.
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Both Hughes and Beatty’s (2005) learning process and Block’s (1996) stewardship strategy are integral to my leadership vision and mission:
• To increase moral and ethical awareness, building relationships that promote self-understanding and development (personally, emotionally, socially, professionally and spiritually).
• It is my desire to play a critical role to collaboratively assist others in the transformation process by bringing a genuine positive intent to the table.
• I see myself facilitating transformation through trusting relationships, crafting culture, developing talent, and fostering supportive environments for open dialogue.
• Thus, resulting in raised awareness, performance, and responsibility.
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Transformation
• Throughout my recent personal, spiritual, and academic journey I am transforming my leadership patterns to involve collaboration and co-creation.
• For instance, my old practices in management consisted of ‘telling and selling’ as a way to influence and motivate teams. My patterns were about caretaking and patriarchy instead of mutuality.
• I attribute this old pattern to the era (1970-1980) in which I learned management techniques, as well as my past organizational cultures. (Nature/Nurture)
• Throughout this transition, I learned that stewardship asks to serve organizations without caretaking and without taking control; in other words, partnership, not parenting.
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Currently
• After a time of healing and questioning my work’s purpose, I chose to return to my professional life personally transformed.
• It is not a position I desire, I now purposefully select my role in society responding to my present context. Currently, I recognize that it is a personal transformation of my perspectives, which is my real purpose.
• “What emerges is not a new job-which would be a change-but some new sense of yourself, some new reality you’re dealing with, some new idea, that is moving you forward” (Bridges, 2004, p. 98).
• Consequently, I have a better appreciation of using myself as instrument; an instrument for inspiring partnership, moral conduct, and creating new vision.
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References
• Argyris, C. (1990). Overcoming organizational defences. Boston: Allyn and Bacon.
• Bateson, G. (2000). Steps to an ecology of mind. Chicago: Chicago University Press.
• Block, P. (1996). Stewardship. San Francisco, CA: Berrett-Koehler Publishers, Inc.
• Bolman, L., & Deal, T. (2008). Reframing organizations: Artistry, choice, and leadership. 4th
• Ed. San Francisco: Joessy-Bass.
• Bridges, W. (2004). Transitions: Making sense of life’s changes. 2nd Ed. Cambridge: DeCapo Press.
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References:• Buckingham, M., & Clifton, D. O. (2001). Now discover your strengths. New York: The Free
• Press.
• Burke, W. (2008). Organizational change: theory and practice. 2nd Ed. Cambridge: DeCapo
• Press.
• Butler, T. (2009). CareerLeader. Retrieved www.careerleader.com/cf/univ/ustundergrad.html.
• Cashman, K. (1997). Authentic leadership. Innovative Leader, 6(11), 305.
• Chatterjee, D. (1998). Leading consciously: a pilgrimage toward self mastery. Boston:
• Butterworth-Heinemann.
• DCamp, K. (2003). Get down to business. In Effron M., Grandossy, R.,
• & Goldsmith, M. (Eds.). (2003). Human Resources in the 21st century. New Jersey:
• John Wiley & Sons.
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References
• Drucker, P. F. (2004). What makes an effective executive. Harvard Business Review 82(6),
• 58-63.
• Evans, N. J., Forney, D. S., & Guido-DiBrito, F. (1998). Student development in college:
• Theory, research and practice. San Francisco: Jossey-Bass.
• Facilitate. (2011). Collins English Dictionary. Retrieved
• http://dictionary.reference.com/browse/facilitate
• Greenleaf, R. K. (1977). Servant Leadership. New Jersey: Paulist Press.
• Griseri, P. (1998). Managing values: Ethical change in organizations. London: Macmillan
• Business.
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References• Hall, D. T. (2002). Careers in and out of organizations. Thousand Oaks, CA: Sage.
• Hall, D. T., Las Heras, M., Shen, Y. (2009). The Protean career orientation and career
• counseling. National Career Development Association, Career Developments Journal 25(2), 14-15.
• Hawkins, P. (1991). The spiritual dimension of the learning organization. Management
• Education and Development, 22 (3), 172-187.
• Hughes, R. L., & Beatty, K. C. (2005). Becoming a strategic leader. San Francisco, CA:
• Josey-Bass.
• Ireland, R. D., & Hitt, M. (2005). Achieving and maintaining strategic competitiveness in the
• 21st century: The role of strategic leadership. Academy of Management Executive, 19(4).
• Koliba, C. (1985). What is Facilitation? Reflection. Retrieved
• http://www.uvm.edu/~dewey/reflection_manual/facilitating.html.
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References• Lennick, D., & Kiel, F. (2008). Moral intelligence. New Jersey: Wharton School Publishing.
• Morris, T. (1997). If Aristotle ran General Motors. New York: Henry Holt Company
• Myers, I. B. McCaulley, M. H., Quenk, N. L., & Hammer, A. L. (1998). MBTI Manual, third
• Edition. Palo Alto: Consulting Psychologists Press, Inc.
• Northouse, P. G., (2007). Leadership: theory and practice. Thousand Oaks, CA: Sage.
• Quinn, R. E. (2005). Moments of greatness: Entering the fundamental state of leadership.
• Harvard Business Review 83, 42-47.
• Ruona, W. E. A., & Gibson, S. K. (2004). The making of 21st century HR: An analysis of the
• convergence of HRM, HRD, and OD. Human Resource Management Journal, 43(1), 49-
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References
• Senge, P. (1990). The fifth discipline: The art and practice of the learning organization. New
• York: Doubleday.
• Senge, P., Kleiner, A., Roberts, C., Ross, R., Roth, G., & Smith, B. (1999). The dance of change. The challenges to sustaining momentum in learning organizations. New York:
Doubleday.
• Sipe, J. W., & Frick, D. M. (2009). Seven pillars of servant leadership. New Jersey: Paulist Press.
• Society of Human Resource Management India (SHRM). (2010). What does it mean to be a
• values-based organization. Retrieved http://www.shrmindia.org/what-does-it-mean-be- values-based-organization.
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References• Sudhir, V., & Murthy, P. N. (2001). Ethical challenge to businesses: The deeper meaning.
• Journal of Business Ethics. 30, 197-209.
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• Quinn, R. E., Dutton, J. E., & Spreitzer, G. M. (2003). Reflective best self. Center for Positive
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