My Leadership Map

This Map represents the knowledge I have gained this semester and in other classes on what kind of leader I want to be and the distinct characteristics that have crafted my leadership style.

My History: These are the things that have brought me to where I am today.  They represent my values and morals.  I have chosen to take the things from the past, and use mistakes and shortcomings as opportunities for growth.

My Vision:  The goals I have set for myself as a leader.  I know I must stick to a path.  As I leave SDSU and become a Manager In Training, I know I must begin with the end in mind.  I must constantly ask myself what do I need to accomplish my vison.

Leadership Theories:  Of all the theories we have learned, I see myself as a Transformational leader.  I want to mentor my followers to become leaders themselves.  I want to create a shared vision and inspire. However, I must be aware of all theories we have discussed and explore new ones as well.

My skills and strengths: I know I have various strengths: I am optimistic, driven, and charismatic.  Even though I know these traits make a great leader, I must build on them and be aware of the skills and traits I may be deficient in and build them as well.

Barriers:  I am aware that there will be things that may slow my leadership development--my fears, concerns and working with different personality types.  I must be able to see my fears and concerns and conquer them.  I also know there will be times I will work with people I amy not be fond of, but I must not let hender my ability to achieve success.

Acquiring Constant Knowledge:  Yes, I will say it again... Knowledge is power.  Enough Said.

I will always be evolving as a leader.  This map will help create the leader I want to be!

Servant Leadership

What is service leadership?  Do I want to be a servant leader?

Before I did any research on Servant Leadership, I assumed that the leader acts as a ”servant” to his or her followers. Think about the definition of servant-“a person employed by another, especially to perform domestic duties.” (dictionary.com) Doesn’t sound like a leader to me. However, the concept is actually quite different

Developed by Robert Greenleaf in 1970, Servant Leadership has become quite a popular and successful tool for managers and leaders alike.  The Servant Leader does not think about numbers or the bottom line.  The Servant Leaders thinks of his or her employees and their needs first.  They do this by helping their followers in any way until they have reached their highest potential.  Greenleaf thought that people that are served have more potential.  He states, "The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions…The leader-first and the servant-first are two extreme types. Between them there are shadings and blends that are part of the infinite variety of human nature."

Servant leaders have very high moral values and a put a great amount of passion into developing their employees.  They are also very involved in developing a community outside the workplace.  They are great listeners, are empathetic and non-judgmental.  They see themselves equals to their employees.  Think of a pyramid:  the CEO would be at the top of the pyramid, the next level down would be the executives and so on.  In Servant Leadership, there would be no such hierarchy. Everyone would be on the same level.    

Not everyone can be this type of leader.  I think that compassion for others and putting their needs above your own is an innate quality.  I also think that this kind of leadership probably works well with leaders that work in the public sector or human rights.  I am not criticizing it, but where would our economy, or America even be if some leaders did not think of the needs of their shareholders first?  However, we all know what that kind of greed can do.  But that is another subject altogether.

If you want my opinion, I think that many styles of leadership are needed for different jobs.  Sometimes we need a take-charge style of leader, and sometimes we need a leader that puts other’s needs above all else.  But one thing they all must have: INTEGRITY.  

Midterm! CRASH

Theory	Definition	Scene	Character	Example
Trait Based Theories	Idea that people are born with certain characteristics and these qualities cannot be changed; they are passed down from generation to generation.  Good leaders are born with certain traits, such as intelligence, charisma, honesty, motivation, forward thinking and inspiring.  These traits attract followers and thus make a person that possesses them a leader. However, researchers and psychologists alike have challenged this idea since the mid-20th century.  Although it has been shown that leaders are born with these tendencies that influence personalities, it has also been shown that people can learn to change these character traits for better or worse. For example, a person who is honest can learn to become dishonest and vise versa, with a bit of practice at it. Also, things such as experience and maturation can alter someone’s confidence or competence. This is not to be confused with skills that are learned like mathematics or computer software.  This theory remains controversial to this day— scholars argue whether a leader is born, created or both.	Beginning of the movie (third scene).  Two black men are walking down the street after they have just had dinner in a white neighborhood.  One is complaining that they did not receive good service because of their color.  This scene sets the tone for the movie, showing us stereotypes between races in America.	Anthony (Ludacris)	In Anthony’s rant, we see that he is clearly talking about things we are born with.  He (and many of us) thinks that if you are born into a certain race, or even culture that you are given certain traits that have passed through your bloodline.  In this particular scene, he thinks that if you are born black, you will be looked down upon in a white society.  So, as a black person, he not only thinks that you are not born with certain traits to be a leader, but white people are born with the traits of non-trusting and arrogant.  He uses this tool to justify the fact that they are armed and about to steal a car.
Skills and Competencies (Use HTM Model)	The HTM Kaleidoscope was developed by conducting research of service leaders across the United States (Testa, Sipe).  This model is used to mold service managers into a well-rounded leader.  Great leaders possess these skills are valued assets to the company.  The model contains three core competencies: Business Savvy, People Savvy, and Self Savvy.  Each contains four pillars that comprise the element of the model: Business Savvy   Numberwise – an understanding of “the story behind the numbers” from an accounting, financial trends in the company and industry.  Planning – a comprehension of department goals and how to accomplish them, and the ability to stay organized. Strategic Decision Making – An ability to use many resources to solve problems and outside of the box thinking. Superior Technical Service – Being able to streamline operations, and increase efficiency. People Savvy Superior Expressive Service – The manager foes above and beyond to create an experience for the guest.  Builds lasting relationships. Interpersonal Communication – The ability of the manager to be able to communicate written and orally with the staff, and build positive relationships. Caching/Training – Leaders that help their subordinates to develop their own career goals. Networked – Create relationships with other industry leaders create opportunities to meet new people. Self Savvy Professionalism – The leader takes pride in the way they look and carry them. Self-Development – Willingness for self-improvement and introspection. Time Management – Prioritizing schedules and being able to meet deadlines by planning ahead. Spirit of Optimism – Ability to see opportunity in every situation.  Excitement about their jobs and the future, and motivates others to do the same.	After they have just been carjacked, Jean and Rick are at their home.  Rick is concerned that his robbery will result in bad media attention for his upcoming election.	Rick (Brendan Fraser)	Rick is clearly exhibiting the Business Savvy competency in this scene.  He fears that his car theft will result in losing either the black vote if he prosecutes the thieves, or he will loose the law and order vote if he does nothing.  He uses strategic thinking (even if we think it may be negative) by looking ahead.  He knows his goal of getting every vote he can, and this may not be met.  He use outside of the box thinking to come up with a solution:  he needs a picture of him giving a medal to a black officer.  He thinks of this quickly and efficiently.
Behavior Based Theories (Use MLQ or LPI)	The idea behind behavioral based leadership is that leaders are made and not born.  Anyone can learn to become a leader by being educated on things that make a leader.  They can also observe traits and skills of mentors and immolate them.  The person is creating the ideal leader that they want to be and are conscientious of their shortcomings, and strive to improve them.  Thus, this theory focuses primarily on the actions of leaders, not their internal states or mental qualities.  There are two primary categories of the behavior-based theory: relationship and task oriented.  A relationship-oriented leader is one who aims to build a connection with his or her subordinates.  They help mentor them, providing support and encouragement to succeed.   They empower their employees to provide solutions to problems.  They also celebrate achievements and milestones.  On the other hand, a manager that is task-oriented manager will monitor activities and performance of employees by evaluating samples of work and holds meetings with employee(s) and discusses areas for improvement.   They are very clear and precise when communicating what is expected from employees, and expect precise results.  For example, if an employee is not performing as well as he/she used to, a relations oriented manager may think that there is something going on in his/her personal life, and a task oriented manager may think that the employee has become apathetic.  Because this theory involves the leader to strive for improvement, there are assessments to make him or her aware of what kind of behavioral leader they are, and where they can grow.   The Multifactor Leadership Questionnaire (MLQ) measures the types of behavioral leadership they possess.  It is considered a 365-degree instrument-meaning it encompasses their behaviors on many levels, self, relationships and peers.   There are 45 items that the person taking it rates themselves on, as well as coworkers and their own leaders.  It measures the level of leader they are and explains what can make them better in a developmental report.	The two officers meet outside a squad car after Hanson has asked to be given another partner because of Officer Ryan’s behavior.  They both know that Hanson has done this, and has taken extreme measures to do so.	Officer Hanson and Officer Ryan	In this scene, officer Ryan gets into Hanson’s face and says “Wait ‘till you have been on the job a few more years—you have no idea.” It is implied that being on the job for so long has changed his demeanor excusing his behavior as if he was once good, but the job has made him become a bad person that takes advantage.  Even though it may be an example of showing a good person going bad, it proves that it may be possible for someone to learn different behavior with experience.
Leader/ Member Exchange (LMX)	A two-way relationship between the leader and followers, and increase organizational success by creating positive and meaningful relationships.  After a person joins a team, he/she will go through the following stages: Stranger – Member joins the team.  The leader can offer the employee opportunities that can help demonstrate talent.  Trust is limited. Acquaintance – A role is created for the member, and an unspoken promise for trust and dedication is formed.  A termination of that trust can result in demotion or termination.  Factors that test relationship occur. Partnership – A pattern of social exchange becomes more evident.  Subordinates sustain trust and respect for each other.  Member and leader mutually influence each other.	Beginning of the movie.  A handsome couple is walking dawn the street after they have had dinner. They are arguing over Ricks’ phone call with one of his female co-worker. Jean is upset that he can’t even have dinner without talking to her. A couple is being pulled over by the cops because they are allegedly doing something illegal.	Rick (Brendan Fraser) and Jean (Sandra Bullock) Christine	This is an example of a partnership.  I sensed a tinge of jealousy, and the potential for trust to be violated with Jean.  Because of their strong social bond, he knows he must maintain that trust in order nit to revert backwards in the LMX.  Therefore he takes the battery out of his phone and symbolically hands it to her; giving her control of the situation. She and the arresting officer are strangers, and there is no trust between them.  He immediately violates that trust and takes advantage of his leadership by touching her in inappropriate ways.  Later in the movie, we will see the consequences of this action when they meet again.
Path/Goal Theory	In this theory, the leader is considered a guide to allow subordinates to choose the best paths in order to reach their goals.  Leaders connect with their employees by using different types of leadership behavior depending on the situation or demand.  This means that leaders are flexible and evolving in their style, while also allowing the employee to influence him/her as well.	An officer confronts his boss to be removed from his partner ship from the other officer because the officer has recently violated a woman by touching her inappropriately.	Officer Hanson (Ryan Philippe) and his Sargent	This is an example of how NOT to be a good Path/Goal leader. Officer Hanson is restricted by his boss of making changes to his path because it may reflect on the Sargent in a negative matter, because he would have been the manager that let “a bigot” be under his watch for 11 years. The only way he will allow the change is if Hanson degrades himself.  He gives him no other option.
Situational Leadership	Developed by Paul Hersey and Ken Blanchart, this theory acquires management to change their leadership methods to subordinates’ readiness and behavioral level.  Depending on the follower’s needs, the leader assumes that all followers work at different capacities depending on their experience and work ethic.  There are four zones that the leader uses to determine the follower’s readiness and behavioral level. S1-S4: S1 – High Task, Low Relationship:  The leader must be very specific in informing tasks. This is a relatively new employee, and my lack confidence or skill level to perform the job. S2 – High Task, High Relationship: The leader must explain the duties and guide them to success.  The follower is willing to perform duties and is confident, but lacks skills and experience. S3 – High Relationship, Low Task: The leader must support and empower employee. The person has the skills to perform job, but may lack motivation or drive to accomplish goals. S4 – Low Relationship, Low Task: The leader must coach and follow up continuously with follower. The person is confident and skilled in duties, and need little direction	A locksmith has just changed the locks for in a convenient store because of a recent break in.  He tries to explain that the lock has been replaced, but the storeowner needs to get his door fixed as well.  The storeowner does not agree and thinks the locksmith is trying to cheat him.	The locksmith and the Persian store owner	This is a good example of NOT changing leadership methods to revolve around the subordinate.  The locksmith’s readiness level in this scene is and S4.  He is highly skilled and confident, needing little direction.  However, the storeowner treats him as if he does not know what he is doing, and belittles him and calls him a cheater.  The result is the locksmith being offended, and offers no more assistance and walks out of the store.  The problem with the door will remain unsolved.
Transform-ational Leadership	The father of this theory, James MacGregor Burns used a great deal of research to develop it.  It is a process by which “leaders and followers help each other to advance to a higher level of morale and motivation”.  The leader allows followers to change and transform their values and goals to accomplish the leader’s shared vision.  The leader influences the employees to go above and beyond what is expected from their job description.  In this theory, the leader treats the subordinate as an equal, and expects great things, therefore respects and celebrates decisions.  During the employees’ tenure, the leader acts as a coach and a mentor, and provides empathy and support.	A man (the locksmith) has just returned home after a confrontation with the Persian storeowner.  It is late, and he checks on his daughter who is hiding under the bed.  She is scared of a bullet coming through her window.  They have recently moved to a better neighborhood because this happened in the past.	The locksmith and his daughter	When confronting his daughter, the locksmith makes her feel comfortable by putting himself in her position.  He speaks to her in a childlike manner, using soft tones.  He assures her that they are no longer in a bad neighborhood.  He also displays his leadership status while teaching her something—the word impenetrable.   He gives her confidence by convincing her that she has an invisible protective coat.

Speaking of Transformations

The transformation of a star is a very long and complex process.  Each stage in the process is completely different from the last.  A great leader goes through similar stages in his or her career:

Nebula:  Cloudy and disorganized, yet it is very clear that a star is forming. ~Entry level--Leader is not experienced in their field yet management can see leadership potential.

Massive Star:  Young and bright; able to be seen at great distances.

~Middle management--Leader focuses on becoming less of a manager and aligns followers to aim toward his/her shared vision. 

Red Giant: Larger than life

~Executive: He/she and their team have made several contributions to the corporation.  Lower management strives to emulate his/her leadership styles.

Supernova/Black Hole: Out with a bang

~Retirement: The leader is no longer with the corporation, but influence he/she has left carries on.  Leader continues to inspire outside of the workplace and encourages future generations to also make a difference in their lives.

A Transformational Leader in Action

Ok, this movie clip is probably overused and cliche, but it shows THE definition transformational leadership.  The leader (Mel Gibson) showing all the qualities: a vision, creating a connection, increases motivation and morality.  He not only encourages his followers to do these things, but he encompasses them himself.  Even though you have seen this at least 100 times, I encourage you to watch it again and define what parts of the speech belong to what we have discussed in class and read. 

Once Upon a Time...

A great leader was born.  It was August 3, 1918 in the city of Melrose, Massachusetts  when James McGregor Burns was born.  The son of a conservative businessman, young James knew he was different at an early age.  You see, James was a liberal, and looked at the world with open eyes and an open mind.  

He fell in love with history at a young age--partly to do with the fact that he went to high school in Lexington Mass, the sight of the first battle of the Revolutionary War.  After high school, he continued his education at Williams College, where he majored in Political Science.  From there, he received his PhD in government from Harvard.  He shared his passion for history and politics with other generations by returning to Williams to teach.  During World War II, he became a Combat Historian; writing about memories of soldiers which earned him four combat medals and a Bronze Star.  

But his ambition for greatness did not stop there.  When most people are at the prime of their career, Burns was just warming up.  After the war, he served on the task force for President Hoover and as a Congressional Aide.  

He also wrote many books on leadership including:

• Congress on Trial
• Roosevelt: The Lion and the Fox
• Roosevelt: Soldier of Freedom
• The American Experience 
• Dead Center 

One of his greatest and most studied books, Leadership offered a new vision on the subject--and applied the new thought of transitional leadership.

Burnes still continues to influence at the age of 92

Leader Behavior

Part of the many facets of being a great leader is developing relationships with your peers as well as your subordinates.  There are two theories based that analyze these relationships:

• Leader-Member Exchange (LMX)  Theory - In this theory, relationships that leaders have with their subordinates is a two way street.  Many exchanges are formed in three phases: 1) Stranger, 2) Acquaintance, and  3)Partnership.
• Path/Goal Theory - This leader's behavior is contingent upon the leader's satisfaction with the follower's performance.  The leader guides and motivates the follower to achieve goals.  They modify their leadership style depending on the situation.  

                      

An application of these theories can be seen in almost any television program, but I chose to use LOST.  Not only because I am a huge fan of the show, but there are many leaders in the show at different times.  There is never one static leader or leadership style.  I chose the season three opener, "A Tale of Two Cities" simply due to the fact that season three is my favorite season.  What the heck is LOST?

In this episode, all of the main characters, Jack, Kate, and Sawyer find themselves in bad situations.  Ben, the leader of "The Others" has captured them all and caged each of them in different manners.  He knows their personalities, and knows how to manipulate each of their situations individually in order for them to get them to do what he wants them to do.  Ben is the prime example of a task-oriented leader that lacks any integrity. He accomplishes his own goals, with no regard to his subordinates  the only relationships he builds are those based on manipulation. 

Jack on the other hand is an excellent example of a good leader.  He follows the Path/Goal Theory because all of his actions are concerned with the team.  In the episode I watched, the first contact he had with a person, he asked "Where are my friends?"  Most people in this situation would have asked to be let out or question why they are there in the first place. If you have or have had the opportunity to watch more episodes of LOST, you would also see that Jack motivates the team to work towards a common goal--getting off the island.  His mantra, "Live together, die alone," is an example of his thoughts on leadership.  he knows that they must all work together, no matter what their roles to achieve success.  

Me and You

               

This week's assignment asked us to find one blog from our peers whom we found similarities with and one whom's viewpoints may differ from ours. Like most of my peers, finding a blog with similar points of view as mine was quite easy.  I had to do a little digging to find someone with a different outlook on leadership.  Why? I think that we have all taken the same classes, and grown together in our quest to find out the "true" definition of leadership.  Also, we are hospitality majors--a special breed (in a good way, course).  Most of us JESTERS, we enjoy making others happy.  We create experiences!  It was a great learning tool that the HTM program has created some great leaders...  The blogs are all terrific.  I can't wait to see how we all progress.

Apples to apples...
With that said, I found Pedro Carvalho's views on leadership similar to mine.  Like me, Pedro thinks that leaders are not born, yet created.  Even though I think they can be both, I think that great leaders constantly strive to improve their skills AND traits.  Another thing that Pedro and I see eye to eye on is the most vital trait to become a great leader:  INTEGRITY.  There are many powerful leaders out there that lack this trait.  Unfortunately, in the case of Enron, it led to the collapse of a huge corporation, and the loss of the futures of it's employees. (I think we all know the story.)  I also agree that drive is a key trait.  You have to want to succeed, and be better than the best you can be.

Apples to oranges...
Ok, apples to oranges may be a bit dramatic in our comparisons to leadership theory, there is one way that Jounghwa Shin and I are very different.  That is how we deal with people.  She approaches problems a bit differently than I do.  When I encounter a problem, the "lover" and "caregiver" in me considers the action to take in regards of how it will effect those involved.  From her blog, it appears as though Jounghwa solves the problem logically.  I think that if I worked on a team with her, our differences would create quite a dynamic way to create solutions.

Learning More...

I found a few blogs and articles on leadership that I think are relevant to our class. Some use the key terms we have learned throughout our college careers, while others offer some great leadership tactics and advice.

This blog's mantra is to explain the different leadership styles, skills and development.  You will recognize a lot material in it from other classes.  A very simple and easy read: http://www.leadership-blog.co.uk/

This blog site is my favorite thus far.  Great advice for developing yourself as a leader--now and in the future.  It also recommends books and other articles on the subject: http://www.leadershipnow.com/leadingblog/

Click this link for thousands of articles on leadership that are narrowed down by subject.

PMAI

Everyone has a story.  The Pearson-Marr Archetype Indicator (PMAI) is an instrument created from years of research that help identify where you are in your personal journey and what "character(s)" you are playing in this stage in your life.  The archetypes that you score highest on represent gifts you have, social strengths and leadership qualities.  For more information on PMAI click here

The archetype that I scored the highest on was the Jester, which I think is pretty accurate.  In short, the Jester is one who enjoys life and work.  I also believe that the Jester lives in the now--he does not dwell on the past or stress about the future.  Most importantly, the Jester can make light of difficult situations and enjoys making people laugh.  In my life right now, when I am given a challenge or given bad news, I try to find the "silver lining".

Appropriately, my shadow behavior is the Destroyer, which almost sounds like the opposite of the Jester.  The Destroyer lets go and puts an end to bad situations.  

Using the PMAI has helped me to grasp a better understanding of who I am, and where I am in my story.  I also know that my personal story is spiral, and I may take on another archetype in the future depending on my situations.  I have learned about other archetypes, and have a better understanding of why people are the way they are.  This is crucial in being a strong leader--you have to understand people's behavior when assigning the appropriate tasks and methods of instruction.

Leadership Traits

"Managers are people who do things right, while leaders are people who do the right thing.” — Warren Bennis, Ph.D. On Becoming a Leader

Leaders do things many others are afraid to do

In my search to find the traits that I admire in a leader, I look to people throughout my life that I have found to be experts at being leaders, and have inspired me to mock these traits.  These innate qualities that have made me think, “Wow.  I want to be like that guy!"

Honesty -  never deceitful to get the job done.  They build trust by holding a high level of integrity and openness.  They are firm, yet kind.

Intelligence - They know knowledge is power.  They are knowledgeable on things because they always have a thirst to learn more.

Insightfulness - Have the ability to see themselves as others see them.  They strive for self-improvement.

Courage - They take challenges others may think are impossible.  They are not afraid to take risks or losing.

Passion - They love what they do in the organization, and inspire subordinates to do the same.

Long Range Vision - Set goals and have a clear vision of the future.