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  • Presently, the leadership required for organizations embodies authenticity and partnership; aligning values, vision, resources, and commitment as organizations gain momentum in the midst of transformation.
  • To answer these questions, I investigate my values, skills, and ambitions.

Transcript

  • 1. Authentic Leadership Credo Caryn Auriel University of St. Thomas April 2011
  • 2. Introduction
      • Call For New Leadership:
    • In my paper, I explore my leadership awareness, strengths, values, and development in order to optimize my leadership essence.
    •   It is concerned with facilitation, service, and partnership.
    • Throughout the paper, I utilize a student employment initiative; weaving the learning process for strategic leadership, moral leadership application, and key elements of my leadership development.
  • 3. Figure 1 illuminates the inter-connectedness between the alignment of my values, purpose, and behavior to the strategic learning process created by Hughes and Beatty (2005). It also serves as a framework for the arrangement of my paper.
  • 4. At My Best
    • Knowing who I am and how to be my authentic self is the essence of alignment between values, goals, and behavior.
    • What kind of facilitator do I want to be?
    • What are my aspirations?
    •   See Table 1 below as an illustration of how each one of my values and assessment themes are intricately knit.
  • 5. Myers-Briggs (ENFP) Personality type RBS Values Behind my person type StrengthsFinder Natural talent foundation Career Leader Competencies and ambitions Extroversion : Directing energy mainly toward the world of people and objects. Enthusiastic Service Influential Connectedness: Listen and share thoughts. Relator: Have closeness with others. Manage/Influence People Intuition: Focus on perceiving patterns and interrelationships; concentrating on meanings and possibilities. Positive Cooperation Creative Positivity: Upbeat, creative to engender enthusiasm. Futuristic: See the possibilities. Creative Production Feeling: Value-based decision making with consideration for others. Empathy/Compassion Respect   Empathy: An understanding of others. Individuation: Appreciate everyone’s uniqueness. Mentoring and Counseling Perceiving: Open and adaptable to change and a high value for spontaneity. Tenacity Adaptable Commitment Adaptability: Live in the moment. Strategic: See alternatives. Theory and Conceptual Thinking
  • 6. Strategic Thinking, Acting, and Influencing
    • Strategic Acting integrates mindful listening and moral values to implement thinking into action.
    • Leaders that I consider admirable role models have translated ideas into action for the good of the whole.
    • It is my intent to model the same by setting clear priorities and creating space for learning and risk taking.
  • 7. Both Hughes and Beatty’s (2005) learning process and Block’s (1996) stewardship strategy are integral to my leadership vision and mission:
    • To increase moral and ethical awareness, building relationships that promote self-understanding and development (personally, emotionally, socially, professionally and spiritually).
    • It is my desire to play a critical role to collaboratively assist others in the transformation process by bringing a genuine positive intent to the table.
    • I see myself facilitating transformation through trusting relationships, crafting culture, developing talent, and fostering supportive environments for open dialogue.
    • Thus, resulting in raised awareness, performance, and responsibility.
  • 8. Transformation
    • Throughout my recent personal, spiritual, and academic journey I am transforming my leadership patterns to involve collaboration and co-creation.
    • For instance, my old practices in management consisted of ‘telling and selling’ as a way to influence and motivate teams. My patterns were about caretaking and patriarchy instead of mutuality.
    • I attribute this old pattern to the era (1970-1980) in which I learned management techniques, as well as my past organizational cultures. (Nature/Nurture)
    • Throughout this transition, I learned that stewardship asks to serve organizations without caretaking and without taking control; in other words, partnership, not parenting.
  • 9. Currently
    • After a time of healing and questioning my work’s purpose, I chose to return to my professional life personally transformed.
    • It is not a position I desire, I now purposefully select my role in society responding to my present context. Currently, I recognize that it is a personal transformation of my perspectives, which is my real purpose.
    • “ What emerges is not a new job-which would be a change-but some new sense of yourself, some new reality you’re dealing with, some new idea, that is moving you forward” (Bridges, 2004, p. 98).
    • Consequently, I have a better appreciation of using myself as instrument; an instrument for inspiring partnership, moral conduct, and creating new vision.
  • 10. References
    • Argyris, C. (1990). Overcoming organizational defences. Boston: Allyn and Bacon.
    • Bateson, G. (2000). Steps to an ecology of mind. Chicago: Chicago University Press.
    • Block, P. (1996). Stewardship . San Francisco, CA: Berrett-Koehler Publishers, Inc.
    • Bolman, L., & Deal, T. (2008). Reframing organizations: Artistry, choice, and leadership. 4 th
    • Ed. San Francisco: Joessy-Bass.
    • Bridges, W. (2004). Transitions: Making sense of life’s changes . 2 nd Ed. Cambridge: DeCapo Press.
    •  
  • 11. References:
    • Buckingham, M., & Clifton, D. O. (2001). Now discover your strengths. New York: The Free
    • Press.
    • Burke, W. (2008). Organizational change: theory and practice. 2 nd Ed. Cambridge: DeCapo
    • Press.
    • Butler, T. (2009). CareerLeader. Retrieved www.careerleader.com/cf/univ/ustundergrad.html.
    • Cashman, K. (1997). Authentic leadership. Innovative Leader , 6(11), 305.
    • Chatterjee, D. (1998). Leading consciously: a pilgrimage toward self mastery. Boston:
    • Butterworth-Heinemann.
    • DCamp, K. (2003). Get down to business. In Effron M., Grandossy, R.,
    • & Goldsmith, M. (Eds.). (2003). Human Resources in the 21 st century . New Jersey:
    • John Wiley & Sons.
  • 12. References
    • Drucker, P. F. (2004). What makes an effective executive. Harvard Business Review 82 (6),
    • 58-63.
    • Evans, N. J., Forney, D. S., & Guido-DiBrito, F. (1998). Student development in college: 
    • Theory, research and practice. San Francisco: Jossey-Bass.
    • Facilitate. (2011). Collins English Dictionary. Retrieved
    • http://dictionary.reference.com/browse/facilitate
    • Greenleaf, R. K. (1977). Servant Leadership . New Jersey: Paulist Press.
    • Griseri, P. (1998). Managing values: Ethical change in organizations. London: Macmillan
    • Business.
  • 13. References
    • Hall, D. T. (2002). Careers in and out of organizations. Thousand Oaks, CA: Sage.
    • Hall, D. T., Las Heras, M., Shen, Y. (2009). The Protean career orientation and career
    • counseling. National Career Development Association, Career Developments Journal 25( 2), 14-15.
    • Hawkins, P. (1991). The spiritual dimension of the learning organization. Management
    • Education and Development, 22 (3), 172-187.
    • Hughes, R. L., & Beatty, K. C. (2005). Becoming a strategic leader . San Francisco, CA:
    • Josey-Bass.
    • Ireland, R. D., & Hitt, M. (2005). Achieving and maintaining strategic competitiveness in the
    • 21 st century: The role of strategic leadership. Academy of Management Executive, 19 (4).
    • Koliba, C. (1985). What is Facilitation? Reflection. Retrieved
    • http://www.uvm.edu/~dewey/reflection_manual/facilitating.html .
  • 14. References
    • Lennick, D., & Kiel, F. (2008). Moral intelligence. New Jersey: Wharton School Publishing.
    • Morris, T. (1997). If Aristotle ran General Motors. New York: Henry Holt Company
    • Myers, I. B. McCaulley, M. H., Quenk, N. L., & Hammer, A. L. (1998). MBTI Manual, third
    • Edition. Palo Alto: Consulting Psychologists Press, Inc.
    • Northouse, P. G., (2007). Leadership: theory and practice . Thousand Oaks, CA: Sage.
    • Quinn, R. E. (2005). Moments of greatness: Entering the fundamental state of leadership.
    • Harvard Business Review 83, 42-47.
    • Ruona, W. E. A., & Gibson, S. K. (2004). The making of 21 st century HR: An analysis of the
    • convergence of HRM, HRD, and OD. Human Resource Management Journal, 43(1), 49-
    • 66.
  • 15. References
    • Senge, P. (1990). The fifth discipline: The art and practice of the learning organization. New
    • York: Doubleday.
    • Senge, P., Kleiner, A., Roberts, C., Ross, R., Roth, G., & Smith, B. (1999). The dance of change. The challenges to sustaining momentum in learning organizations. New York: Doubleday.
    • Sipe, J. W., & Frick, D. M. (2009). Seven pillars of servant leadership. New Jersey: Paulist Press.
    • Society of Human Resource Management India (SHRM). (2010). What does it mean to be a
    • values-based organization. Retrieved http://www.shrmindia.org/what-does-it-mean-be- values-based-organization.
  • 16. References
    • Sudhir, V., & Murthy, P. N. (2001). Ethical challenge to businesses: The deeper meaning.
    • Journal of Business Ethics. 30, 197-209.
    •  
    • Quinn, R. E., Dutton, J. E., & Spreitzer, G. M. (2003). Reflective best self. Center for Positive
    •  
    • Organizational Scholarship. Retrieved
    •  
    • http://www.bus.umich.edu/Positive/POSTeachingandLearning/ReflectedBestSelfExercise
    •