Author Note David Benenoch, Doctoral Learner, School of Public Service Leadership, Nonprofit Management Specialization, Capella University, Minneapolis, MN Correspondence concerning this article should be addressed to David Benenoch, Capella University, Minneapolis, MN. Contact: firstname.lastname@example.org.
Abstract This paper examines the definition of leadership, and analyses the various leadership styles and theories, focusing more one leadership style that learner believes best aligns with his own thoughts of what leadership should mean. And that leadership style is a hybrid leadership style that combines the transformational and servant leadership theories. An evaluation is made of the learner’s leadership characteristics and how they would enable the learner to better serve his community of professionals. Furthermore, the paper identified and evaluated the tenets of ethical leadership as well as those of diversity and inclusion in the workplace. The paper ends with a brief narrative of the leadership transformation that is taking place in the learner’s heart, and how this transformation involves the deconstruction and reconstruction of the existing leadership construct.
The Dynamics of Leadership Development: A Personal Leadership Portrait.
Leadership as a concept or notion lends itself easily to myriad definitions. Manning and Curtis (2012) describes leadership as the social influence that results from the capacity to initiate ideas and deeds that others can follow. A leader often stands in front of others and they follow in his footsteps. According to Hopen (2010), “leadership is the capacity to guide or direct others” (p.4). To Fulwiler (2005), leadership is the ability to make people do what they normally would not do or go to places they normally would not go. Leadership can also be defined as the
References: Ahmad, F. O. (2009). Time management in higher education. Education Business and Society: Contemporary Middle Eastern Issues. 2(1), 32-43. doi:http://dx.doi.org/10.1108/17537980938460. Bass, B Bowman, J. S., & Knox, C. C. (2008). Ethics in government: No matter how long and dark the night. Public Administration Review, 68(4), 627-639. Retrieved from http://search.proquest.com.library.capella.edu/docview/606021948?accountid=27965. Cragg, R., & Spurgeon, P. (2007). Competencies of a good leader. Clinicians In Management. 15(4), 109-114. Fulwiler, R. D. (2005). Leadership and communication skills in EHS Professionals. Occupational Hazards. 67(9), 33-34, 36-37. Hopen, D. (2010). The changing role and practices of successful leaders. The Journal for Quality and Participation. 33(1), 4-9. Lee, W.-J., Koenigsberg, M. R., Davidson, C., & Beto, D. R. (2010). A pilot survey linking personality, leadership style, and leadership success among probation directors in the US. Federal Probation. 74(3), 34-56 Manning, G., & Curtis, K McAuliffe, D., & Chenoweth, L. (2008). Leave no stone unturned: The inclusive model of ethical decision-making. Ethics and Social Welfare. 2(1), 38-49. Doi:10.1080/17496530801948739 Rayner, J., Williams, H Sadri, G. (2012). Emotional intelligence and leadership development. Public Personal Management. 41(3), 535-548 Wynne, R Young, M., & Post, J. E. (1993). Managing to communicate, communicating to manage: How leading companies communicate with employees. Organizational Dynamics. 22(1), 33-43.doi:10.1016/0090-2616(93)90080-k