10. Self-Awareness
Leading calls for social, emotional and political
insight into others and knowing how to adjust to
meet the needs of the moment, all of which
necessitate self-awareness on the part of
successful leaders (Donaldson, 2008)
12. References
Bennis, W. & Nanus, B. (2007). Leaders: Strategies for taking charge. New York: Harper Collins
Bolman, L. & Deal, T. (2008). Reframing organizations: Artistry, choice and leadership (4th ed). San Francisco, CA: Jossey-Bass.
Burbanks, Carol. (2013). Archetypes, Story and Leadership Webinar [Webinar]. Retrieved
from http://elearn.une.edu/bbcswebdav/pid-748888-dt-content-rid-5086188_1/courses/21581-201402-EDU-801-
A2/EDU%20801%20Burbank%20Webinar%20Thurs%209-26-13%207.55%20PM.mov
Donaldson, G.A. (2008). How Leaders Learn: Cultivating capacities for school improvement. NewYork: Teachers College Press.
Fullan, M. (2008). Leading in a culture of change. Hoboken, NJ: Jossey-Bass.
Heider, J. (1985). The Tao of leadership. Atlanta, GA: Humanics New Age.
Jeff_golden (2009). The Other Side of the Fence. [Online image}. Retrieved on May 31, 2015 from: https://flic.kr/p/6LXhNW
Johnhain (2015). Collaborate. [Online image]. Retrieved on May 31, 2015 from: http://pixabay.com/p-566327/?no_redirect
Kotter, J. (1996). Leading change. Boston: Harvard Business School Press.
Moppie (2015). Intertwined [Online image]. Retrieved on May 31, 2015 from: http://pixabay.com/p-340656/?no_redirect
13. References (cont.)
Morukian, M. (2013). Creating a Culture of Reflective Leadership.
OpenClips (2015). Collaborate [Online image]. Retrieved on May 31, 2015 from: http://pixabay.com/p-159814/?no_redirect
Pearson, C., & Marr, H. K. (2002). Introduction to archetypes: A companion for and using the Pearson-Marr Archetype Indicator
Instrument. Center for Applications of Pyschological Type.
Photosteve 101 (2009). Leadership Quote [Online image]. Retrieved on May 31, 2015 from: https://flic.kr/p/8X2jaV
PublicDomianPictures (2015). Intertwined [Online image]. Retrieved on May 31, 2015 from: http://pixabay.com/p-
89180/?no_redirect
Purplejavetroll (2005). Trust [Online image]. Retrieved on May 31, 2015 from: https://flic.kr/p/3rUum
Randy H. (2013). Let Go. [Online image). Retrieved on May 31, 2015 from: https://flic.kr/p/e53dnM
Seabird, P. (2010). Fairness [Online image]. Retrieved on July 27, 2014 from: https://flic.kr/p/9495fr
Sergiovannie, T. J. (2007). An epistemological problem: What if we have the wrong theory? In Houston, P. D., Blankstein, A. M., &
Cole, R. W. (Eds.), Out-of-the-box leadership (49-68). Thousand Oaks, CA: Corwin Press.
14. References (cont.)
Shields, C. (2004). Dialogic Leadership for Social Justice: Overcoming Pathologies of Silence. Educational Administration Quarterly,
40(1), 109-132.
Shields, C. (2010). Transformative leadership: Working for equity in diverse contexts. Educational Administration Quarterly, 46(4),
558-589.
Stevebidmead (2015). Relationships. [Online image]. Retrieved on May 31, 2015 from: http://pixabay.com/p-388124/?no_redirect
Wheatley, M. (1999). Leadership and the new science: Discovering order in a chaotic world. (2nd ed.). San Francisco, CA: Berrett
Koehler Publishers
Editor's Notes
As a leader, I see the value in being flexible and providing leadership as situations arise. Situations influenced by students and ultimately doing what is best for their learning are the prime catalysts for leadership since it is these situations that offer opportunities for all leaders to emerge from a group not because of self-assertion, power or authority but because there is a need. Described as roving leadership by Wheatley (1999), this proves to be influential in my leadership (Bolman & Deal, 2008).
Leadership is an intertwined “change orientated process of visioning, networking and building relationships” (Bolman & Deal, 2008). Without the presence of one aspect of this process, change will not be successful. However, in my vision of leadership, relations are one of the key elements of this successful weave.
A collaborative culture must be supported by leadership. There should be of a focus on private individual good as well as the public good of the school and/or community at large. It is these collaborative cultures that offer effective strategies for learning and enable shared values providing a sense of empowerment.
When individuals are making statements such as “that is not how we do things around here” there is more work to be done by leaders. The first step is moving from a sense of complacency to a sense of urgency (Kotter, 1996). It is the behavior of the leader that must create this sense of urgency and ownership by inspiring and motivating. It simply is not enough to ask people to join in on a plan they have not helped to develop (Wheatley, 1999).
For the purpose of the greater good it is the responsible transformative leader to keeps dialogue grounded on the norms of inclusion and a desire for excellence. Asking questions, responding and agreeing.
Burbles (1993) emphasizes that relationships and dialogue may be filled with fear but in order to lead, I need to commit.
Engagement, motivation and effectiveness are correlated with expanding opportunities and capacity. Success, however, is characterized by trust, group identity and efficacy (Sergiovannie, 2013). Leaders can and should promote these opportunities to carry things out to support the focus on what is best for all.
Within my current life’s journey with an archetype of the Seeker; “the grass is always greener somewhere else” is apparent (Pearson & Marr, 2002). I tend to be an individual who does not follow the crowd and not willing to wait for the crowd. The Seeker in me tends to set my eye on something and go for it.
This requires me as a leader to ask individuals to join in ad create a vision openly and honestly . Groups need to share a commonly developed vision to lead successful change., “we need to become savvy about how to foster relationships to nurture growth and development” (Wheatley, 1999, p. 39).
From the human resource lens this requires listening, understanding, accepting, appreciating, and respect (Bolman & Deal, 2008).
Change takes time. Slow and steady wins the race in change and leadership where norms and values have the time to develop excellence, caring, justice and faith (Bolman & Deal, 2008). A successful leader supports letting go of the old and moving on to a positive focus and celebration.
I need to take the time to reflect on my own ego and continue to develop a sense of empathy towards others. According to Heifetz (2009), this includes letting go of my own judgments, biases, ideas and taking the time to simply listen so as to gain a deeper perspective of stakeholders.
As I reflect on this concept of motivation, and empowerment as a leader, I consider this quote by Heider as significant in leadership practice., “Whatever is flexible and flowing will tend to grow” (Heider, 1986, p. 151).
Leadership is having the moral courage to acknowledging power and privilege, emphasizing private and public good and reject deficit thinking and blame. The path of leadership is flexible and flowing with unpredictable turns along the way. However, the leader who continues to be flexible in the journey will grow to expand to the large ocean of possibilities that guide our world.
