My first key principle can relate to resilience in leadership. Daniel Coutu stated that “more than education, more than experience, more than training, a person’s level of resilience will determine who succeeds and who fails” (pl300 p69). I could have the most experience and the best training, but if I am not prepared to persevere and recover from crucibles, then my skills would go to waste. One key point of resilience is that different people bounce back from trials in different ways. People may gain resilience in any of three domains and on a personal or environmental level. Therefore, understanding how to influence another’s resilience can become very complicated if you do not understand the domains. The first domain, affective, consists
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A mechanism with a lot of power “has the ability or potential to do a lot of work in a short amount of time” (p 214). Just like a machine, a person with power has the potential to influence others. However, it does not mean you are guaranteed to gain the desired outcome. Nevertheless, it is necessary to build bases of power in order to have a greater chance of influencing another party. Power is broken up into six subcategories: reward, coercive, legitimate, information, expert, and referent. The key power that honesty gains is referent power. Referent power occurs “when others are willing to comply with your request because they like or respect you and want to make you happy” (217). However, this power has both a positive and negative form. Within the positive aspect, the subordinate may be influenced “because the supervisor is someone admirable and desirable” (197). On the other hand, the opposite may occur, known as the “boomerang effect” (197). In negative referent power, subordinates may “see the agent as someone whom [they] dislike, someone from whom [they] would prefer to disidentify” (197). Upon using any of the six powers, the leader will experience one of three outcome: resistance, compliance, or commitment. Resistance is whenever the leader fails to gain compliance from their subordinates. It is the least favorable outcome. Next, a leader may see a subordinate complete the task, but not to the best of their …show more content…
Transformational leadership is characterized as “the most effective, active, and optimally, the most frequently used” (166). This model has four components: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (171). These components can be accomplished through seven leader behaviors. My tenant focuses on two of these behaviors: showing individualized concern and demonstrating self-sacrifice. Individualized concern is more than individual counseling and mentoring. Since these actions are mandated by Army doctrine, the soldiers will not see these actions as special. The leader must truly care about his or her subordinates and know when their life is hurting. Next, leaders must demonstrate self-sacrifice in order for their subordinates to buy into an ambition. Selfless service, as part of the Army’s core values, demonstrates the military’s need for this characteristic. If a leader engages in these behaviors, a process could occur in which a subordinate may be transformed. These processes include personal identification, social identification, internalization, and self-efficacy. My tenant would specifically lead to internalization, defined as “when transformational leaders effectively communicate their vision, appeal to existing follower values, and seek to embed new values” (176). This can lead to
A mechanism with a lot of power “has the ability or potential to do a lot of work in a short amount of time” (p 214). Just like a machine, a person with power has the potential to influence others. However, it does not mean you are guaranteed to gain the desired outcome. Nevertheless, it is necessary to build bases of power in order to have a greater chance of influencing another party. Power is broken up into six subcategories: reward, coercive, legitimate, information, expert, and referent. The key power that honesty gains is referent power. Referent power occurs “when others are willing to comply with your request because they like or respect you and want to make you happy” (217). However, this power has both a positive and negative form. Within the positive aspect, the subordinate may be influenced “because the supervisor is someone admirable and desirable” (197). On the other hand, the opposite may occur, known as the “boomerang effect” (197). In negative referent power, subordinates may “see the agent as someone whom [they] dislike, someone from whom [they] would prefer to disidentify” (197). Upon using any of the six powers, the leader will experience one of three outcome: resistance, compliance, or commitment. Resistance is whenever the leader fails to gain compliance from their subordinates. It is the least favorable outcome. Next, a leader may see a subordinate complete the task, but not to the best of their …show more content…
Transformational leadership is characterized as “the most effective, active, and optimally, the most frequently used” (166). This model has four components: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (171). These components can be accomplished through seven leader behaviors. My tenant focuses on two of these behaviors: showing individualized concern and demonstrating self-sacrifice. Individualized concern is more than individual counseling and mentoring. Since these actions are mandated by Army doctrine, the soldiers will not see these actions as special. The leader must truly care about his or her subordinates and know when their life is hurting. Next, leaders must demonstrate self-sacrifice in order for their subordinates to buy into an ambition. Selfless service, as part of the Army’s core values, demonstrates the military’s need for this characteristic. If a leader engages in these behaviors, a process could occur in which a subordinate may be transformed. These processes include personal identification, social identification, internalization, and self-efficacy. My tenant would specifically lead to internalization, defined as “when transformational leaders effectively communicate their vision, appeal to existing follower values, and seek to embed new values” (176). This can lead to