Henry Sanchez
LDRS 595
Dr. Barron
In a leaders experience in the leadership program one develops a clearer understanding and
perspective on leadership. A leader is able to identify one’s own leadership, that all leaders are
not the same and operate in the same capacity. This program provides only knowledge about
leadership, but the provisions needed to implement into one’s leadership as he or she influences,
empowers, and motivates others to develop in potential and advance in an organization. A leader
discovers the many leadership theories and competencies and how to effectively apply and
Many time a leader enter leadership development narrow focus of what leadership should
be, or that leaders are automatically made. According to George, B., Sims, P., McLean, A. N., &
Mayer, D. (2007) states, “The journey to authentic leadership begins with understanding the
story of your life. Your life story provides the context for your experiences, and through it, you
can find the inspiration to make an impact in the world”(p.2). A leader learns to look deep down
into oneself and ask “What makes one a leader, and why is one pursuing leadership?”. When a
leader discovers through his life experience what drives one to serve and lead, he or she will find
In the MAiL program, one who is a Christian can make an effective connection with faith and
leadership development as one builds a foundation upon God’s word. Chittister, J. (1991) notes,
“Work is not to enable me to get ahead; the purpose of work is to enable me to get more human
and to make my world more just” (p.82). As a Christian leader, one can learn to make strong
human connection and possess a ethical and leadership foundation to do what is just among
The meta-competencies in the MAiL program, a leader can develop through spirituality and
faith, emotional and social intelligence, and Academic Inquiry. In Faith and spirituality, a leader
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discovers to build one’s leadership upon the Cornerstone of God’s word. A leaders who builds
upon the cornerstone gains a spiritual perspective and ethical standard of faith as he or she serves
and leads others. In the Gospel of Matthew it says,”Just as the Son of Man did not to be served,
but to serve, and to give his life for many” (Matthew 20:28, New International Version). As a
leader one can learn an important lesson from Christ, in leadership development it’s not just
about a leaders advancement individually, but to serve and lead those God has entrusted to one’s
states, “Having a self-awareness early in life is very important. You need to understand the
culture you thrive in, the role you are best in, your natural strengths, and your natural interest”
(p. 70). A leader gains an understanding of one’s life experiences and discover their motivation
and passion as he or she leads. Also in leadership one can experience vulnerability as one faces
weaknesses and fears as one learns to grow through them having the ability to lead and assist
Furthermore with social intelligence, in the MAiL as a leader engages in a “Leading Across
Cultures” class one will find it important to develop in the area of social intelligence as one
R. J., and Boyatzis, R. E. (2012) notes, “A social intelligence competency is the ability to
recognize, understand and use emotional information about others that leads to or causes
effective or superior performance” (p.8). A leader can learn to recognize and understand the
emotions of others has the advantage as one engages with others, as one communicates,
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delegates, and accomplishes goals. As one develops a social awareness of one’s team helps to be
more aware of other people’s emotions, situations one is facing, and building relationships.
In the Meta-competency of Academic Inquiry, one has the opportunities to engage and
engages in the MAiL, one is able to seek out information and gain knowledge by researching
leadership theories, competencies, and reading material that are efficient to apply to one’s
leadership. A leader has the ability to partake to group projects in evaluating and analyzing
research theory in applied research. As leader in the MAiL, becomes familiar with qualitative
and quantitative methodologies, one is able to implement them in individual and group research
projects. As one engages in the leadership development, a leader is challenged to write in APA
In the MAiL program there are ideas, theories, and perspectives that influence one
leadership development. A leader gains an understanding of the concept of deep change and slow
death at a personal and organizational level. For leader to become transformational, one must be
to operate under the change theory to implement successful changes. Weick, K. E., & Quinn, R.
E. (1999) explains, “Organizational change routinely occurs in the context of failure of some
sort. A typical story-line is “First there were losses, then there was a plan of change, and then
developing in an organization and not have an understanding why change needs to take place or
As a leader engages in the MAiL program, the leadership concepts give one an understanding
about concepts such as slow death and deep change which is valuable to leader as one faces
change on a personal or organizational level. Slow death is refusing the option for deep change
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and being in the state of denial that change is needed. On the other hand, deep change is
transformational, risk taking, and putting you life on the line during critical times. It’s a place
and time where a leader is transparent and real and vulnerable to surrender control to experience
Furthermore regarding concepts and ideas, a leader can become an inspiring developer as
one mentors others to develop into their fullest potential. A leader must be willing to make a
connection with one’s mentee, having a shared understanding, and creating an environment that
develops growth. Zachary, L. J. (2006) states, “Creating a mentoring culture requires focus,
discipline, time, and patience. It takes time to build, develop, take hold, and mature. You have to
keep working, keep up the momentum, and recognize that every contribution makes a
difference” (p.10). A leader has the opportunity to influence others through mentoring and
In the MAiL program, a leader gains an understanding and makes a connection with
leadership theories such as authentic leadership and transformational leadership that gives a
leader a foundation to build upon as one leads others. First authentic leadership, one learns the
focus of this theory is whether leadership is real and genuine. A leader who is relational or
relationship building and leading others. According to Northouse (2016) states, “This perspective
emphasizes a leader’s life experiences and the meaning of he or she attaches to those experiences
as being critical to the development of the authentic leader”(p. 196). A leader engaging in
authentic leadership is totally relational as the leader and follower engage and learn from one
Secondly transformational leadership theory, a leader has the ability to empower, motivate,
and instill vision those he or she leads to leadership development. A leader is a strong role model
of a moral and ethical standard which builds a trusting relationship between leader and
follower. Dvir, T., Eden, D., Avolio, B. J., & Shamir, B. (2002) states, “Transformational
leaders exert additional influence by broadening and elevating followers' goals and providing
them with confidence to perform beyond the expectations specified in the implicit or explicit
empower one’s followers to meet the challenges and develop to one’s fullest potential.
A leader moves froward in understanding , knowledge, and leadership tools one gains in
MAiL program provides a leader with ability to lead and develop others. One of most impacting
leader. As a leader who engaged in LDRS 510, the questions where asked, “ what makes leader?
and “what experiences make you the leader to lead for such a time as now?”.What A leader
learns discovers their True through life experiences and crucibles of that make them the genuine
leader they have become to lead. In one’s leadership development, one engages in a strength
finder assessment test which reveal one’s strength as leader and how to utilize them effectively
in leadership. As a leader engages Dr. White one will find professor who has a true concern for
those engage in his leadership class are influenced and encouraged to serve and lead with the
genuine leadership he provides. A leader can be strengths he possesses and confidently become
an authentic leader.
In LRDS 516, Dr. Gary Lemaster demonstrated and introduced the inspiring developer, in
the context of helping others finding their full potential and mentoring others through developing
Stanley entitled the “Power of Mentoring” and class discussion regarding how leaders comes to
an understanding that their life and leadership is unique and no leader is alike, one can see his
life as a treasure chest with positive and negative experiences, gifts, and failure to encourage and
help others through one’s life journey. Leaders have a choice to open their treasure use the gifts
and experiences God has given to a leader to influence others, or on the other hand a leader will
bury his treasure chest and sit on the gifts that God has given. Every leader has story and
experience to impact others. In the discussion it was asked “ In the last dying minutes, what did
you do to make an impact in this world and are you leaving a legacy of your leadership that will
As a leader, one who is Christian will discover in LDRS 502 with Professor Gilbert the
important building one leadership upon the cornerstone of God’s word. A leader discovers the
important to have balance in leading others, as one leads in love and truth of the Word of God
which is the cornerstone of a leadership. One comes to an understanding in there leadership, that
we live in a world with broken relationships, organizations, and systems. And there is a need for
Christian leaders to build upon the cornerstone of God’s word to lead and serve others in truth,
References
Chittister, J. (1991). Wisdom distilled from the daily: Living the rule of St. Benedict today.
Harper
Collins.
Dvir, T., Eden, D., Avolio, B. J., & Shamir, B. (2002). Impact of transformational leadership on
Emmerling, R. J., & Boyatzis, R. E. (2012). Emotional and social intelligence competencies:
4-18.
George, B., Sims, P., McLean, A. N., & Mayer, D. (2007). Discovering your authentic
George, B. (2010). True north: Discover your authentic leadership (Vol. 143). John Wiley
&
Sons.
Northouse, P. G. (2015). Leadership: theory and practice. Seventh edition. Los Angeles: SAG
Publications, Inc.
Weick, K. E., & Quinn, R. E. (1999). Organizational change and development. Annual review of