I am in the business of leading people. My relevance is dependent on my effectiveness in fostering a high level of trust: the commitment, confidence, and respect of people in my ability to understand and meet the needs of the organization and its people. The issue at hand is my readiness to transition from direct, organizational leadership to the strategic level and succeed. When using the “Right to Lead Assessment Model (RLAM),” I identified trust as an integral output of character, competence and personality. I foster a high level of trust through my character, competence, and personality. I do so through personal reflection and self-awareness. I am ready to lead at the strategic level because I am committed to the curriculum and environment at the Air War College as an essential component to life-long learning and to my personal strategy to ensure my success in a …show more content…
I place the highest value on investing in the success of others to promote dialogue, teamwork, and loyalty inside and outside of my chain of command. However, I can be aggressive and struggle with striking the right balance between organizational stability and achieving results. One of my peers provided the following assessment of my competence, “I believe that you gravitate towards ownership of many issues that may be beyond the span of your control.” My awareness of this weakness – balancing the needs of the organization and achieving results - drives my commitment to professional transparency and empowerment of others. 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 role of a leader is often inaccurately defined as an individual who is in a position to give orders. However, there are enormous differences in the attributes of an outstanding leader, and one of mediocrity. An outstanding leader, above all else, is a role model for their peers. In doing so, a leader of the highest caliber is trustworthy in both their peer’s trust for the leader as well as the leader’s trust of their peers. A leader must also display exceptional skill in communication which transcends speaking and, more importantly, includes listening and consideration to the ideas presented to them. Furthermore, a leader must be supportive of and willing to help their peers build their own strengths. The attributes listed above represent only a small subset of what makes an outstanding leader. Yet,
On a warm San Diego night in May of 1988, not smart enough to know whether I should be scared or excited, I embarked on my military career standing atop yellow footprints neatly painted on the asphalt. As an eighteen year-old kid entering recruit training, the finer points of leadership, at any level, had not yet piqued my curiosity. The drill instructors who supervised my training placed far different leadership expectations on me than what I will face as a colonel in the Air Force. Having learned a lot, good and bad, along the way, I realize that I must adapt to make good decisions and effectively lead at the senior level. Dr. Gene Kamena’s Right to Lead Assessment Model (RLAM) provides a handy, visual means to think about leadership, and assess how one can grow as a leader. Using the RLAM, I can concentrate xxxxxx My current leadership skills and abilities have enabled me to thrive at the tactical and operational level; however, in order to succeed
There are several different items that I have stored in my leadership “bag of tricks”. The one that I find myself applying the most is the ability to be both stern but flexible. I am a true believer in the statement that no one is perfect. As a leader I feel tha...
According to Grossman and Valiga’s Leadership Characteristics and Skills Assessment, the interpretation of scores for perception of what makes a good leader gave me the following results: good perception of a good leader and the scores for perception of your own ability to lead resulted in low perceived leadership ability for myself (Grossman and Valiga, 2013). With these results, I have concluded that I have low confidence in my leadership skills and ability. This would be an area of improvement needing work on my part. Part of being a good leader is being confident in one’s abilities and skills. Who would want to follow a leader who has n...
The US Army's value of Integrity is a quality that is developed by adhering to moral principles. It requires that a person does and say nothing that deceives others. As this integrity grows, so does the trust of other people, which will affect relationships. I have been called an empathetic leader who rapidly gained the respect and trust of subordinates. Additionally, I have demonstrated exceptional standards of duty performance, resilience, and professional bearing within a complex set of stakeholder collaborations in support of joint, interagency, and multinational
know that it’s safe to fail. Another discipline of strategic leadership is to provide another route to
In an effort to understand the questionnaire, one must first understand the definition of an Authentic Leader. Genuine, trustworthy and reliable are a few words that are interchangeable with the term authentic. Authentic leaders exhibit qualities of confidence, transparency, and high moral standard and are usually very confident (Gardner, Avolio, Luthans, May and Walumbwa, 2005). A person that is considered to be authentic is one who taking account for their behavior and a person who is true to themselves and what they think. A quality of an authentic leader is that he/she exudes the level of authenticity through their actions that encourage others to want to behave the same way. The leader who acts in this manner believes that all individuals have something to contribute to a goal and
Moreover, I believe leadership is not just a high position, rank with power, but it is seeing your own weakness and strength and develop new skills through successes and failures. As any great leader, I have to learn, understand the core values and must also have great courage to influence to work for the team and resolve conflicts with them as collective team member. Furthermore, as an effective leader it is necessary for me to understand the diversity at work within the organization, and ensure everyone is on the same page in order to achieve the success of the mission. My ultimate goal as a great perioperative leader is to respect others with dignity and contribute to other people’s success and improvement by maintaining a good relationship with them. “Perioperative leaders should work to foster an environment in which the values of human dignity, truth, integrity, excellence, duty, and social responsibility are accepted and demonstrated by perioperative staff members”(Whiteside, 2016).
...he solution. Instead the solution is to develop richer and more complex processes of accomplishing the leadership tasks. Project Managers facing a complex challenge should focus on how to set direction for the team, create alignment between them, and generate their commitment and ignore how many people are, or are not, leaders. Making the accomplishment of the leadership tasks at the core of leadership raises new questions: What are the barriers or obstacles project managers should clears in order to set a clear direction, create an effective alignment, and generate a solid commitment? What resources exist in the organization that project managers could tap in for creating direction, alignment, and commitment as a complex challenge is being tackled? Answering these kind of questions can assist organizations avoid the traditional problems of distributed leadership
In organizations aspiring for growth and continual improvement, relationships are more intricate and alternatives more numerous than the either/or imposition implied by the notion of leaders and followers. Practically no one leads all of the time. Leaders also work as followers; all in all, “everyone uses a portion of their day following and another portion leading” (Galie and Bopst, 2006, p. 11).
Personality as well as intelligence tells people a lot about an individual. Certain characteristics of one’s personality such as impression and reputation in a social environment may or may not be a good way to gain acknowledgement. In becoming a leader, work ethics must be strong, precise, and others must be able to feel one’s presence. The three abilities that successful leaders have are; the ability to get along with others and build teams, the ability to make sound and timely decisions and the ability to get things done. The mass amounts of leaders only possess one or two of these abilities and a smaller percentage having all three. According to the Five Factor Model (FFM), it is important for leaders to possess dependability, adjustments and surgency. (Hughes, Ginnett and Curphy, page 235)
When considering the term management, there has always been a common miss conception that this automatically makes an individual a leader. Leadership is only a single element of the management role. Many times managers are more comfortable utilizing a particular leadership style. While this may work well the majority of the time, certain employees or situations may require a different approach. Good leadership requires that the individual recognize the need for change to motivate their employees to accomplish the task at hand or to reach common goals. Understanding the importance of leadership is essential. However, the key element to focus on is what steps can be taken to improve one’s leadership capabilities. For many individuals this may be a difficult question to answer and may only be possible through self-assessment and reflection.
When faced with roadblocks or difficult decisions as a leader, I know that I must remain confident and retain all the qualities outlined earlier as well as countless others. Only then will I be able to effectively take action and make change in my leadership role.
The monumental consequences of strategic decisions call for individuals with unique performance abilities who can navigate the volatility, uncertainty, complexity, and ambiguity. inherent in the nature of those decisions. Aspiring leaders can rise to the challenge by undergoing self-assessment and personal.
Many people associate leadership with a specific job title or form of power within an organization. However, through personal experience, I have concluded that leadership can come in many forms and position as well as from multiple sources of roles and job titles both with and without power. Based on the definition of leadership, anyone can be considered a leader as long as they have the ability to influence people to achieve a particular result or goal which benefits the organization or group as a whole. Individuals with a secure sense of self and understanding, acceptance of diversity within an organization tend to be the strongest leaders that not only make others want to follow, but they also encourage other leaders to gravitate to their