Brené Brown, a research professor at the University of Houston, does an excellent job diving deep into topics about vulnerability, in her book “Dare to Lead.” She uses talking points of values, trust, and learning to become a daring leader to reflect the overall theme of vulnerability. She states the definition of vulnerability as, “the emotion that we experience during times of uncertainty, risk, and emotional exposure” (Brown 19). When reading Brown’s depictions of what these emotions really are, I see a lot of reflections on transformational leadership, authentic leadership, and relational leadership. Growth for yourself as a daring leader in any route of the business professional world is certain if you apply Brown’s lessons of vulnerability, …show more content…
Vulnerability comes to us in times of uncomfortable social interactions, personal reflections, and many more situations. Brown describes these times where we shield ourselves and become vulnerable as “rumblings.” Vulnerability gets in the way of becoming the best version of ourselves and Brown summarizes the reason why we let this happen as, “The Six Myths of Vulnerability” (Brown 23). At a quick glance, these myths are our personal mindsets of “vulnerability is weak,” “I don’t do vulnerability,” “I can do it alone,” “You create uncertainty/discomfort from vulnerability,” “Trust comes before vulnerability,” and “Vulnerability is disclosure” (Brown 23-35). This brings to light that our belief that we can do everything alone, can’t show weakness, or only discomfort comes from vulnerability will only paralyze your courage within. Looking further into these myths, I see lots of correlations with authentic leadership. The topics of trust and transparency are something everybody questions when working with others and that is perfectly …show more content…
In the same way that we depend on our physical heart to pump life-giving blood to every part of our body, we depend on our emotional heart to keep vulnerability coursing through the veins of courage” (Brown 73). We trap our emotions, thoughts, actions, and the overall feeling of value because of our ego. Our ego is that little voice in your head that tells you to pretend and protect yourself. If you begin to lose courage to lead your team because of your ego, then think of the negative outcomes if employees start feeling lonely, exhausted, and fearful. Afterwards, Brown begins to discuss your personal drive and how your values should reflect them. She says, “Living into our values means that we do more than profess our values, we practice them. We walk our talk—we are clear about what we believe and hold important, and we take care that our intentions, words, thoughts, and behaviors align with those beliefs” (Brown 186). Other peoples’ thoughts about us can make us forget our values at times, but you need to hold your actions to reflect your actions still. Browns says it is crucial to seek feedback about yourself to understand how your actions portray your
Imagine you just got into a very serious car accident. Your fingers on one of your hands are only hanging on by the skin. Now, imagine that you got shot in the eye with a practice bullet and lost sight in that eye. Would you forget about yourself and help others in those situations? Would you go back to doing the same exact thing that caused you to get injured? That is exactly what Adam Brown did. He did this because he loved what he did and wanted to help others. The book Fearless by Eric Blehm is written in memory of Adam Brown, and it is all about his life, struggles, and journey in the United States Navy. Adam Brown was a struggling young man, determined Navy SEAL, and a caring husband and father.
This discussion will focus on leadership as described by Robert Dees in The Resilience Trilogy, Resilient Leaders text. The points made in the book can be personally related. The three most important concepts learned from chapter 1 and 2 are tribulation, risk management, and selflessness. It is crucial for anyone is seeking to delve into leadership that everything will not happen as planned all the time. After a leader experience failure, knowing the avenues to take to regain a solid footing is also key to successful leadership. Often leaders who are unaware of available resources fold and give up. In the military profession, when someone gets knock down they get up brush themselves off and get back in the fight.
An authentic leader must be inspirational, compassionate and should be self-reflective and must establish clear communication channels from all ends. The authentic leaders are aware of his weaknesses and strengths, is aware of his environment and are very resilient and confident. The main focus of an authentic leadership is that that a leader must be well-aware of his personal weakness and strengths and develop them accordingly. It is essential that an authentic leader must have self-awareness and must expand to develop his strengths and work to improve his weaknesses (Avolio,
Today’s resiliency leader requires unique skill sets to be successful in any organization. Leaders who capture leading by example, vision and helping others weather the storm have taken the first step to success. Followers seek the following key concepts to validate their need for the organizational structure. Visionary leaders look at the big picture of the organization, and they pave the way of future endeavors. Another concept that is equally important to a leader’s vision is leading by example. When the leader introduces the vision into an organization, they need to lead the way by setting the example of what they vision should look like. They must hold themselves and their subordinates accountable for the stage set. Lastly
While there are many theories as to what makes an effective leader, The Self-Determination Theory shows us that allowing employees, the freedom to make decisions that directly impact the way they work gives them a sense of trust and self-worth. This confidence then allows them to work efficiently for their leaders who have helped give them this sense of enthusiasm in their jobs. There is a relationship between intrinsic motivation and effective leadership. Building confidence and self-esteem will turn isolated employees into passionate employees who are dedicated to their jobs, while turning them into leaders as well.
No one wants to follow a leader who is not visionary; hence, great turmoil arises between leader and follower when the leader lacks both vision and strategy (Yukl, 2010). In many instances, leaders who lack vision suffer the effects of several interrelated problems that include: poor communication, the inability to be forward-looking, and the unwillingness to share the vision with others because of fear (Shead, 2016). Fear, at times can be a legitimate concern in leadership, principally when the leader’s credibility is at stake over a failed project; however, fear is an impediment to mutual accountability, honesty, and trust between leader and follower (CCBS, 2016), because of fear, leaders often fail to pursue what could be and thereby damage leadership effectiveness and the potential of an organization (Shead,
By my courageous nature, I can give hope to my followers in any case and give them aspirations in wait for a better future. Tough times can also be faced with much resilience (Rath & Conchie, 2008). I can direct people towards achieving goals for the organization as well as personal goals. By providing stability team cohesion is improved towards the generation of better results. By this, I can influence the employees towards having a strategic mindset and focusing on the work as well as creating a peaceful work
Two key concepts are behind the model. First, trust is built through the disclosure of information about oneself. Secondly, through constructive feedback from peers and subordinates, leaders can learn about themselves and deal with personal problems or faults. This feedback, if given in a constructive manner, can help organizations build teamwork and create...
Emotions of a leader are so important in this aspect of leadership. It is through emotions that the leader will be categorized as ‘toxic’ or ‘not toxic.’ It is with no doubt that true leaders will appeal to emotions and as the same time know how to cope with their own emotions and how to perceive or control the emotions of a group. The major fundamental task of a leader is to inspire positive feelings in those he leads. In whichever situation followers always turn their attention to leaders, they expect his reaction towards that particular situation which will act as emotional guideline. The way a leader responds to a situation will give the followers a way of interpreting that event which in turn will make them react emotionally. If a leaders panics, gets annoyed or angry, these emotions will spread to the followers. On the contrary if he shows confidence and optimism to the same situation, his emotions will also be “infectious” (Maxwell, 2002).
This is important to me because everywhere that I have worked I have been a natural leader. In addition, I have a clear vision of how things should be done and how things should operate. This is why I truly believe the principles of the Bible and apply those principles to my life (Fischer, Habakkuk 2:3 (ESV) states, “And the LORD answered me: “Write the vision; make it plain on tablets, so he may run who reads it.” Organizational behavior should be based upon true values and meaning (Fischer, ). I carry these values everywhere I go. At work, I let my employees know where we want to go as a group and how we will get there. In addition, I challenge them to try and do their best in everything that they do. The reason why I put so much emphasis in effort is because I believe in doing my best in everything that I do. I must agree there are some weaknesses that are attached with ESTJs. For example, I believe that much emphasis must be placed in the details. However, I try not to be overly detailed at times. In the midst of making decisions, at times it becomes difficult when others don’t want to focus on the details as much as I do. I must remember to include other people opinion and thoughts. Another weakness highlighted is the impatience with inefficiency and sloppiness and the difficulty in expressing feeling and emotions. I have tried to learn how to work with people who may work inefficiently and sloppy in certain areas. My current job has helped me in working better with people who I believe are sloppy or ineffective. One of the ways I have gotten better in this area is to have open communication with employees meaning employees can come to me if there are any issues or uncertainty regarding projects. In addition, I have learned to be honest with employees regarding work in efforts to help the employees improve professionally and
To become a truly effective leader, one must encapsulate the various behaviors related to the aforementioned course learnings in his/her persona and demonstrate such behaviors daily. This course has allowed me to identify four behaviors that all leaders must portray to be effective. The first of which is that a leader must be inspirational. To do so, a leader must set the appropriate vision and direction for the organization and provide a path to achieving defined goals. Additionally, a leader must induce the proper levels of motivation so that each employee has sufficient incentive to work towards the organization’s goals. As discussed in the class, motivation can be accomplished by factors such as rewarding hard work and providing the correct opportunities to employees. While these are motivating in that employees desire to be fairly compensated and to be doing work they deem valuable, inspiration comes more from organizational culture. A leader will be inspirational by setting a tone that appreciates each employee’s contribution, no matter how small in scale it is. Further, employees are inspired when they work collaboratively in a group setting and can capitalize on individual strengths to drive organizational goals.
At the strategic level, my leadership space will expand to include a more diverse group of stakeholders and constituencies. Achieving results will occur over an extended period of time. If left unchecked, my weakness in balancing the needs of the organization with achieving results can undermine my effectiveness in delivering leadership at the strategic
The values I have found I possess as a leader are very centered around the relationships I have with other people in my life. This is not a surprise, for I tested green, in my Insights Discovery, with yellow being high as well. Having green as my Insights color shows that I enjoy working with people and being somewhat of the team “cheerleader.” I always am the one looking for the b...
Individuals who learn from pivotal experiences, especially negative ones, often have the necessary skills to become extraordinary leaders. This paper will explore my personal transformational story where I experienced a great time of crisis, adversity, and stress, which led to profound insights about my motivations/desires to lead and improve as a leader. Specifically, this paper will: 1. Describe the circumstances that led up to the transformational experience, the experience itself, and why/how it affected me.
In today's more rapidly changing world, leadership prevails everywhere. It is playing a more important role not only in our personal life but also in our professional life, because leadership has a great impact and influence on people. So, utilizing leadership adequately can bring us a piece of attractive picture. To use humanizing actions is a critical leadership skill, which will be discussed in the following paragraphs, to motivate and inspire energy of team members to achieve the set goal. I would like to use Contingency Theory and Integrative Theory and Path Goal Model and Follower-ship to demonstrate that this critical skill has an impact on leadership effectiveness.