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Culmination Paper

Henry Sanchez

LDRS 595

Dr. Barron

October 15, 2018


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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

utilize them towards one’s leadership.

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

their passion to influence others and the world around them.

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

people and one’s organization.

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

leadership to empower, encourage, and develop in other’s leadership journey.

In the meta-competency of emotional and social intelligence, one gains a self-awarenesses

which is important as leader to be authentic in one’s leadership. According to George (2007)

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

others in their challenges in life.

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

engages in cross cultural leadership in an organizational environment. According to Emmerling,

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

analyze researching scholarly writings to fortified a leaders foundation in leadership. As one

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

writing style and scholarly level.

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

there was an implementation, which led to unexpected results”(p.262). A leader can be

developing in an organization and not have an understanding why change needs to take place or

how to implement successful change at a personal or professional level.

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

successful change take place.

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

imparting into one’s followers, but it takes time and work.

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

possesses interpersonal skills would find the transformational theory to be effective in

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

another with personal and professional experiences.


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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

exchange agreement” (p. 736). A transformational leader, engage in a trusting relationship to

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

experience a leader encounters is coming to truthful understanding of who one genuinely is as a

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

process personally and professionally. As a leader, impacted by a video presentation by Andy


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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

impact others. So impactful to a leader who desires to influence others.

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,

love, and be a light for Christ in a broken world as one leads.

References

Bible: (International Version)

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

follower development and performance: A field experiment. Academy of management


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journal, 45(4), 735-744.

Emmerling, R. J., & Boyatzis, R. E. (2012). Emotional and social intelligence competencies:

cross cultural implications. Cross Cultural Management: An International Journal, 19(1),

4-18.

George, B., Sims, P., McLean, A. N., & Mayer, D. (2007). Discovering your authentic

leadership. Harvard business review, 85(2), 129.

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

psychology, 50(1), 361-386.

Zachary, L. J. (2006). Creating a Mentoring Culture: The Organization# s Guide. Development

and Learning in Organizations: An International Journal, 20(4).

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