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.
University of St. Thomas
Call For New Leadership:
• In my paper, I explore my leadership awareness, strengths,
values, and development in order to optimize my leadership
• 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.
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.
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
Behind my person
mainly toward the
world of people and
Listen and share
closeness with others.
Intuition: Focus on
creative to engender
Futuristic: See the
decision making with
Perceiving: Open and
adaptable to change
and a high value for
Adaptability: Live in
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
• It is my intent to model the same by setting clear
priorities and creating space for learning and risk
Both Hughes and Beatty’s (2005) learning process and Block’s
(1996) stewardship strategy are integral to my leadership vision
• 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
• 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.
• Throughout my recent personal, spiritual, and academic journey I
am transforming my leadership patterns to involve collaboration and
• 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.
• Throughout this transition, I learned that stewardship asks to serve
organizations without caretaking and without taking control; in other
words, partnership, not parenting.
• 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
• “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.
• 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. 4th
• Ed. San Francisco: Joessy-Bass.
• Bridges, W. (2004). Transitions: Making sense of life’s changes. 2nd
Ed. Cambridge: DeCapo Press.
• Buckingham, M., & Clifton, D. O. (2001). Now discover your strengths. New York: The Free
• Burke, W. (2008). Organizational change: theory and practice. 2nd
Ed. Cambridge: DeCapo
• 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:
• DCamp, K. (2003). Get down to business. In Effron M., Grandossy, R.,
• & Goldsmith, M. (Eds.). (2003). Human Resources in the 21st
century. New Jersey:
• John Wiley & Sons.
• Drucker, P. F. (2004). What makes an effective executive. Harvard Business Review 82(6),
• 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
• Greenleaf, R. K. (1977). Servant Leadership. New Jersey: Paulist Press.
• Griseri, P. (1998). Managing values: Ethical change in organizations. London: Macmillan
• 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:
• Ireland, R. D., & Hitt, M. (2005). Achieving and maintaining strategic competitiveness in the
century: The role of strategic leadership. Academy of Management Executive, 19(4).
• Koliba, C. (1985). What is Facilitation? Reflection. Retrieved
• 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 21st
century HR: An analysis of the
• convergence of HRM, HRD, and OD. Human Resource Management Journal, 43(1), 49-
• Senge, P. (1990). The fifth discipline: The art and practice of the learning organization.
• 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
• Sipe, J. W., & Frick, D. M. (2009). Seven pillars of servant leadership. New Jersey: Paulist
• Society of Human Resource Management India (SHRM). (2010). What does it mean to be a
• values-based organization. Retrieved
• 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