Leadership Philosophy Reflection Paper

1778 Words 8 Pages
Before studying theoretical leadership, if asked what type of leader I aspire to be on a daily basis, I would not have been able to provide an adequate answer. What I used to view as effective leadership was not, in fact, leadership at all. I focused solely on the in hierarchal positions in which people made decisions with granted authority. Over the course of this semester, my views on leadership have evolved with each unit. I now incorporate multiple leadership theories into my own philosophy and believe that one’s own philosophy should be built upon, diversified, and malleable. I hold the view that in order to be an effective leader, one must be well versed in the history of leadership theory, find theories that support his own philosophy, …show more content…
Heifetz and Linksy (2009) highlight that there are two types of problems within society, technical and adaptive. They describe technical challenges as those where answers have previously been found and can be addressed using expertise on the mechanical nature of the issues. Secondly, adaptive challenges are problems without procedures, experts, or clear-cut answers. To me, leadership is necessary to align oneself and others to enable the necessary collaboration to find solutions to the complex and adaptive problems of our time. Therefore, at the core of my leadership philosophy, is the adaptive leadership theory. Heifetz and Linksy (2009) state that “adaptive leadership is the practice of mobilizing people to tackle tough challenges and thrive” (p. 2). It is suggested that this be achieved by creating an adaptive environment where change is conservative yet progressive. In other words, as described by Heifetz and Linksy (2009), the adaptive leader must create an environment that slowly builds an organization’s adaptive capacity, allowing members to find comfort in the constant stream of adaptive challenges created by the world consisting of differing realities and …show more content…
Rost (1991) highlights that “only people who are active in the leadership process are followers” (p. 191). I believe this to be true and in order to be actively engaged one must be know their authentic self. Additionally, I support Rost (1991) when he states, “followers can become leaders and leaders can become followers in any one leadership relationship” (p. 191). I find this to be especially true of leaders and followers who are in an authentic and adaptive relationship. As stated previously, I believe that leadership is finding the alignment in which you are best suited to make progress towards a common goal involving being both a leader and

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