Covey Paper

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Covey Paper

  1. 1. Covey: A New Paradigm 1 Running head: COVEY: A NEW PARADIGM FOR LEADERSHIP Covey: A New Paradigm For Leadership Leadership & Management Pre-Assignment Cohort XI Michael Parent Seton Hall University Executive Ed.D Program
  2. 2. Covey: A New Paradigm 2 Covey: A New Paradigm For Leadership Leadership & Management Pre-Assignment Principle Centered Leadership is divided into two sections. In section one, Covey discusses personal and interpersonal effectiveness. Section two delves into managerial and organizational development. In both portions of the book, Covey outlines for readers a model of leadership that could prove beneficial for both leaders and employees. Section One: Personal and Interpersonal Effectiveness According to Covey (1990), principle-centered leadership is practiced on four levels: Personal, Interpersonal, Managerial, and Organizational. Each of these levels is connected; one can develop principle-centered leadership if each of these levels works in concert with each other. It is important to note that each of these levels is developed from within the leader, not from outside influences. Covey expands on principle-centered leadership by discussing the characteristics common in these types of leaders. Namely, principle-centered leaders are continually learning, are service-oriented, exert positive energy, believe in other people, lead balanced lives, see life as an adventure and also see the whole as more than the sum of the parts. Finally, they regularly exercise the four dimensions of the human personality: physical, mental, emotional, and spiritual. Covey (1990) goes on to outline the three character traits that are essential to Greatness: Integrity, Maturity, and Abundance Mentality. With these character traits come three types of power. Coercive Power is derived from getting followers to follow out of fear; they are compelled to accomplish tasks through fear of what might happen to
  3. 3. Covey: A New Paradigm 3 them if they do not. Utility Power is attained when followers follow because of the potential benefits (personal or political) that may be gained if they do. Principle-Centered Power is Covey’s theory. This type of power is the most desirable. It is power that some people have with others because others tend to believe in them and in what they are trying to accomplish. Followers follow because they believe in their leader and their cause. Section Two: Managerial and Organizational Development Covey believes that there are seven chronic problems within modern organizations. These seven problems (lack of vision, lack of direction, poor alignment, unhealthy management philosophies, poor management skills, lack of trust, and a shortage of integrity) compound to make employees unhappy, discontented, and disloyal. Much of these current problems with management can be traced back to management paradigms that have fallen out of favor with Covey. The scientific management paradigm and the human relations paradigm have served society well during the Industrial Age and the post World War II era. But they now fail to meet the needs of the modern employee. In contrast, the human resource paradigm has recognized that people want to make meaningful contributions to society and to a company or system. Covey explains that principle-centered leadership can serve as the new model of management. This paradigm suggests that they want meaning, a sense of doing something that matters. Unfortunately, I have worked with many teachers and administrators who lack a principle-centered approach to teaching and leading. Many of my former and current colleagues seem to lack a purpose. This is especially true in my dealings with Superintendents and principals.
  4. 4. Covey: A New Paradigm 4 Two of my former superiors come immediately to mind when I think of leaders who lack principle-centered power. Coercive and utility powers have been the driving force in their method of management. Many teachers approach their duties and responsibilities with a sense of doing what needs to be done not because it is the right thing to do, but rather because it is what will keep them in their jobs. In short, coercive power seems to be the power of choice for many of the superintendents I have worked with. Applying Covey’s theory of principle-centered leadership seems natural to me. As a devout Catholic I have made it a point to approach my career as a mission. Through education I aim to reach those who are in most need, feel rejected by the system, turned off to learning, or in danger of abandoning the pursuit of knowledge and education altogether. Thus I have keen sense of purpose and see my career as a service to society, not as a means to merely earn a salary. In my office I have placed on my desk a simple card that reads “God Is The Beginning And The End”. It is there to remind me that I am not the keeper of truth or the authority on matters of the heart and mind. It is a simple reminder, but one that assist me in keeping my purpose clear and my mission alive: to treat everyone as I would treat Christ. For me, that paradigm has mirrored the power of Covey’s. In a sense, the principles espoused by Christ and my faith have lead me closer to developing a style of leadership that can only be beneficial to those I serve. References Covey, S. R. (1990). Principle centered leadership. New York, NY: Free Press.
  5. 5. Covey: A New Paradigm 5 If you need to type anything after the reference list then start it on this page

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