I often ask myself, what can I do to improve as a leader. I read a quote from John C. Maxwell’s, Developing the Leader Within You, “"Leadership is not about titles, positions or flowcharts. It is about one life influencing another." As a supervisor, I want my Airmen to work for me because they want to, not have to. I want my Airmen to admire me as a person, not because of my position or rank. I want to inspire my Airmen to always do the right thing, not only when I am watching. The five module entries I recently wrote, focused on concepts I believe could help me improve on the type of leader I want to be in the next three to five years. A Transformational Leader that values the Four I’s and lives by it.
Transactional Leader defines
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This will make me a leader that could inspire my Airmen. The FAIR way will help me with Individual Considerations because every Airman has different needs, abilities, and aspirations. Feedback, Assistance, Inclusion, and Respect will allow Airmen to follow their aspirations and define their needs. Ethical Decisions and Diagnosing will allow me to acknowledge the different abilities and place them in the best situation for the mission. Followership will allow for feedback from my Airmen to improve on my capabilities, and Leadership Behaviors will allow me to set achievable goals for my Airmen. These concepts will give me the Intellectual Stimulation to encourage my Airmen to think independently and creatively. Inspirational Motivation will help me with what I want the most. Being able to create a vision that will inspire my subordinates and give them a strong sense of purpose within my organization. My strong work ethic will bring about Idealized Influence and will help me influence my subordinates to have the values and character to put our mission and the U.S. Air Force first and foremost. Ethical Decisions, Diagnosing, The Four Leadership Behaviors, the FAIR way, and Followership will make me a Transformational Leader and will transform my subordinates and me to not only follow but also live the Air Force core values. Integrity First, Service Before Self, and Excellence in all we
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
The concept of transformational leadership relies on appropriate leadership approaches for mission success. AFDD 1-1 describes three leadership competencies: person, people/team, organization Effective leaders (tactical level) need to build face-to-face and interpersonal relationships that directly influence behavior and values. Effective leaders (operational level) need to build team dynamics for small groups and squadrons. Effective leaders (strategic level) need to build strategy and provide direction in a broad spectrum.
In Leadership Theory, Application & Skill Development, transformational leadership is defined as “seeking to change the status quo by articulating to followers the problems in the current system and presenting a compelling vision of what a new organization could be” (Lussier & Achua, 2013, p.331). This theory, in combination with the exercise regimen, CrossFit, is the focus of the book Transformational Leadership and High-Intensity Interval Training by Carol R. Himelhoch, PhD. Himelhoch illustrates a correlation between a leader’s ability to tap into the transformational leadership style and their consistent participation in intense workout sessions. A transformational leadership style benefits from High-Intensity Interval Training (HIIT) via challenging the participant, which imparts a sense of achievement when they complete a demanding Workout of the Day (WOD). HIIT encourages the individual to push themselves and take risks, not only during the workout, but also in their leadership roles at work.
My leadership philosophy is, “Your duty title makes you a commander; your people will decide if you are a leader.” Prior to becoming a commissioned officer, I was an enlisted member in the Air National Guard for seven years. In that time, I witnessed both good and bad leadership styles and developed my own ideas regarding what traits a worthy leader should possess. I determined that
Tom Rath explains in his book, StrenghtsFinder 2.0 (2007), that identifying and capitalizing on one’s strengths makes for a more fulfilled and effective employee, further benefitting the employing organization. Rath states that when in a position not utilizing our strengths, we are six times more likely to be disengaged in our work. Studies show that this disengagement or dissatisfaction carries over into our personal lives affecting our health and personal relationships.
I’m a prior enlisted officer with many years in the service. My long Air Force career and current leadership characteristics have been molded by incidents in my life and career. These incidents include my grandfather’s influence, significant events in my Air Force career, and my contributions to Air Force and national intelligence objectives in my current job. These three things are the leading factors that have made me the leader I am today. Each of these things contributed to different traits like; dedication to hard work, honesty, goal setting, initiative, persistence, and many more.
I believe that leadership is the process of making a lasting and meaningful impact on the hearts and minds of others in order to build a team and accomplish a shared goal. From the leadership examples I experienced personally and from BOTC/OCS, the five pillars of my leadership philosophy are integrity, initiative, accountability, communication, and compassion. Incorporating these pillars into a person’s life will not only make them a better follower, but will also help them earn their peers, subordinates, and seniors’ respect, forgiveness, and willingness to be led. One of the most influential leaders in my life is my dad, Rear Admiral (Ret.) Daniel “Brian” Hendrickson.
According to Yoder-Wise (2015), a leader can be defined as, “an individual who works with others to develop a clear vision of the preferred future and to make that vision happen” (p 35). As employees, we often have our own ideal of a good leader, which may be influenced by experiences and perception of workplace norms. While one’s opinion of an effective leader may vary, there are several recognized leadership theories. The following will focus on the transformational leadership approach.
Transformational leadership is one of the most popular leadership styles. According to Kendrick (2011), “Transformational leadership involves four factors: 1. idealized influence, 2. inspirational motivation, 3. intellectual stimulation, and 4. individual consideration.” These four factors make transformational leadership have an impact on followers. The goal of transformational leadership is to cause a positive change in individuals, help motivate them, and develop a leader within each individual.
Abstract The Army condensed the word “leadership” into an acronym to reflect the Army’s value (LDRSHIP) loyalty, duty, respect, selfless service, honor, integrity, and personal courage. As I reflect on my personal leadership philosophy, I will define leadership from three different version; the dictionary, the Army, and my personal definition. I will discuss in my own opinion what makes a great leader as well as identifying ways that the Army can benefit from having good effective leaders. When discussing the topic of leadership, it is important that we take a look at rank structures, position, principle, moral values and beliefs.
The goals and objectives that are consistent with the vision must be related with the rewards and appraisals for the staff. Moreover, Roussel and Russell (2009) have made clear that in transformational leadership, the achievement of goals that benefits the organization and the personnel themselves is achieved by empowering the personnel to have a vision about the organization and to trust the leaders. In general, there are certain common characteristics that transformational leaders should have. These are the ability to: instill a sense of capability in staff; offer vision; inspire trust; perform all tasks on time; take risks; manage and take action appropriately during times of crises; and communicate effectively.
Abstract The incorporation of transformational leadership in any classroom is of vital importance, as the person who is leading the class, may it be a teacher, prefect, class representative, etc., should work in tandem with their subordinates in order to bring out the most ideal result for a particular objective. The objective of this particular paper is to evaluate the importance of transformational leadership in a classroom and how it affects the students, regarding their performance. In order to evaluate this notion, a questionnaire was disseminated among fifty students at Forman Christian College University. Data was gathered, analyzed and results were compiled so that a conclusion could be reached.
Transformational leadership is the rebuilding of the framework all together for the mission and vision of individuals to be reclassified and their obligations invigorated so that the objectives could be achieved (Leithwood, 1992). Hence transformational leadership expects to guarantee that the staff distinguishes themselves with the objectives of the organization (Podsakoff, Mckanzie,Moorman and Fetter, 1990). Another characteristic for transformational leadership is the impact it leaves on the followers. Because of this impact, the folowers trust the leaders and therefore, the followers of a transformational leaders demonstrate an inclination to accomplish more than what is required of them (Yukl, 1999). As per Burns (1978) transformational
Introduction All organizations need appropriate leaderships to lead or manage daily business activities (Ladzami, Vurren, & Van, 2002). As Leadership is very important for motivating subordinates and manage resources to accomplish the organization's mission; it is primary for organizational innovation, adaptation, and performance .A effective leadership is the one who able to driving any institute to achieve performance and become successful and inconvenient leadership and management skills will lead the institute towards failure (Davies, Hides, & Powell, 2002). There are many theories and approaches to leadership that try to identify a methodology how to identify and objectively measure effectiveness of leaders. Transformational
The old system of management has undergone many changes within the last century. An employee once performed the assigned job duties during the allotted hours and then went home. Now employees are encouraged to grow, give input, and to contribute for the good of the organization. There is a plethora of information for leaders to learn why and how to grow personally thus allowing the organization to grow as well. This new emerging leader is a transformational leader.