This paper reflects information in regards to two leadership interviews of a business executive and a church pastor, an assessment of my personal leadership, leadership application, and reflections on my lessons learned on leadership; including an assessment of the activities, exercises, and projects that contributed to my leadership from this course. All information provided in this paper is from my knowledge, the three study texts by Hill, Covey, and Hughes, Ginnett, and Curphy, and external website resources. Each section of this paper is analyzed and detailed to length to elaborate on all assessments, explanations, and identifications of leaderships. The assessments of my personal leadership include the subjects: orientation and tendencies toward power, leader motives, typical influence tactics, creativity, personality and “Big Five” dimensions, leadership style, personality type – Keirsey Temperament Sorter, key values, and seven characteristics of abundance managers. Changes to Implement “Covenantal Management”
Seven Chronic Problems
Quality Efforts – Four Principles of TQM
Quality Efforts – Concepts of TQL
Reflections – Leadership Lessons and Understanding
Orientation and Tendencies toward Power
Power can be used in either a positive or negative sense. When referring to leadership power, this applies to the positive and effective uses of power for a true leader uses power only to benefit his subordinates. Dictionary.com (2010) defines power several ways, but the most applicable definitions to refer to our study material are, “the possession of control or command over others; authority, ascendancy…delegated authority; authority granted to a person or persons in a particular office or capacity.” Each leader consists of different types of power in order to be successful at his leadership role. Expert power, referent power, legitimate power, reward power, and coercive power are all the five bases of power a leader can possess. Each power is more effective than another based on the leader and work environment surrounding his subordinates. Only certain areas represent me in my current position and placement in my career; referent power and reward power. Hughes, Ginnett, and Curphy (2009) define referent power to be “the potential influence one has due to the strength of the relationship between the leader and the followers.” Even though I am not quite to my desired job position to which will hold a greater leadership role, I feel as though my current relationship with my followers and co-workers provides a healthy solution to a power advantage. Each of these individuals look to me as a role model and seek my guidance because they feel as though they can trust my judgment and know that any instruction I give them or direction I lead them to will only be what is best for them. Hughes et al. (2009) define reward power as “the potential to influence others due to one’s control over desired resources.” While I am not in a job position to be able to reward employees with promotions or raises, I do actively reward my followers with approval, attention, and agreement. Just as I mentioned earlier, my referent power over my followers and co-workers allows them to look to me as a role model; therefore when they ask my opinion or approval on any personal or business matters I provide them with their desired outcome as long as they have taken the steps to earn this reward. As I progress in my career and promote to my desired position in Human Resources, I feel as though I will earn both expert power and legitimate power to add to my current referent and reward powers. Expert power will come after several years of Human Resources study and training, and legitimate power will automatically be assigned to me due to my position that I will possess. Leader Motives
Three leader motives which get the most attention are power, affiliation, and achievement....