personal leadership philosophy essay pdf

Academia.edu no longer supports Internet Explorer.

To browse Academia.edu and the wider internet faster and more securely, please take a few seconds to  upgrade your browser .

Enter the email address you signed up with and we'll email you a reset link.

• We're Hiring!
• Help Center

Download Free PDF

Personal Philosophy of Leadership

This précis tables a preliminary statement of a personal philosophy of leadership. The statement is informed by theoretical perspectives on leadership—themselves based on new-wave leadership literature; key leadership influences; cultural identity; trends in the development of post-bureaucratic organizations; and sundry work experiences.

Related papers

Leadership can be considered as a universal phenomenon that has been studied from a variety of disciplinary perspectives and approaches throughout history. Researchers and academics have tried to find what makes an effective leader grouping ideas and principles in different theories of leadership. Doyle and Smith (as cited in Malik, 2013) proposed four categories of leadership theories: Trait theories, Behavioral theories, Contingency theories, and Transformational theories. The purpose of this paper is to propose a leadership philosophy framed by ethical principles and practical actions which may eventually serve as a guide for lifelong leadership development. The first part of this paper presents a brief synthesis of three theories – path-goal, transformational, and servant – to propose a theoretical framework for the construction of a personal philosophy of leadership. The second part of the paper presents the first lines of my personal philosophy of leadership based on Mertz’s (2014) proposal which is described through three components: a theoretical framework, a set of guiding principles, and a set of desired behaviors.

In a significant sense there is no philosophy of leadership. Such a statement may seem strange as the opening gambit of a chapter that is ostensibly concerned with ‘philosophy of leadership’ but the provocation is not without purpose. Indeed, the assertion may be defended on a number of counts and from a variety of perspectives. In the first place, it would be foolish to claim there to be but one, singular, philosophy of leadership. Common sense dictates that there are, at the very least, multiple philosophies of leadership populating, and coexisting in, the contemporary organizational world. In a post-modern or post-industrial age characterized by fragmentation and individualism it is perhaps unsurprising that philosophies of leadership proliferate. At the limit, it could be argued that there are as many ‘philosophies’ as there are individuals who think of themselves, or are thought of by others, as ‘leaders’ or as occupying leadership roles. We live in an epoch where there are strong Romantic and heroic imperatives to ‘be one’s own person’, to ‘make one’s mark in one’s job or career’ and thus to give expression to one’s individual ‘philosophy’. Much, of course, depends on the precise (or imprecise) semantic boundaries that one places around the terms ‘philosophy’ and ‘leadership’ and with that in mind we intend to give careful attention to possible meanings of these terms. Accordingly, a consideration of the semantic force that philosophy carries in leadership contexts will be central to our concerns in this chapter. In a related but slightly more normative vein, we shall also be asking what semantic force philosophy should carry in relationship to leadership practice.

Journal of Leadership and Management; 2391-6087, 2018

The theoretical field of leadership is enormous-there is a need for an overview. This article maps out a selection of the more fundamental perspectives on leadership found in the management literature. It presents six perspectives: personal, functional, institutional, situational, relational and positional perspectives. By mapping out these perspectives and thus creating a theoretical cartography, the article sheds light on the complex contours of the leadership terrain. That is essential, not least because one of the most important leadership skills today is not merely to master a particular management theory or method but to be able to step in and out of various perspectives and competently juggle the many possible interpretations through which leadership is formed and transformed.

Leadership and the numerous concepts on leadership styles have been subjects of both study and debate for years. Every leader approaches challenges differently, and his or her personality traits and life experiences greatly influence his or her leadership style and the organizations they lead. Furthermore, leadership is a notion resulting from the interaction between a leader and followers, and not a position or title within the organization. This essay examines some of the contemporary theories of leadership, the leadership qualities and traits necessary to be successful in today's competitive environment, the impact of leadership to the organization, and the importance of moral leadership in today's world.

The Social Development of Leadership and Knowledge

This book is a philosophical exploration of the relationship between leadership and organization. Each chapter in the book sheds light on this relationship by exploring leadership with respect to a particular theme: charisma, authority, religion, language, authenticity, image and followership. These themes are linked to popular notions of leadership, such as transformational leadership, authentic leadership and servant leadership. Offering insight into the ways in which leadership is understood in contemporary culture, the main thesis of Leadership and Organization is that understandings of leadership today are still shaped by the figure of the charismatic leader, even though charismatic leadership itself has lost much of its appeal. The clearest expression of this paradigm is the leadership-management distinction, where the leader is someone who transcends the organization and the manager someone who resides within the organization. Drawing on a broad variety of sources in continental philosophy, the author explores the central philosophical question of how leadership can be understood in relation to organization.

Nuts About Leadership, 2022

This book argues that there is a need to redefine leadership as an activity rather than a position. It has focused on two major goals that are widely regarded as essential to taking action in the position of leader: ‘creating vision’ and ‘driving change.’ Based on these two goals, it narrows its message to four areas of discussion: the nature of leadership, ethical leadership, foresight, and seeing beyond leadership. Through an ontological discussion and following a review of the nature and fundamentals of leadership, the first part pinpoints the most important leadership topics, such as leading naturally, change management, motivating others, relationship building, meaningful partnership, crisis leadership, and thought leadership. The second part is on ethical leadership. It discusses ethical leadership qualities and principles-based leadership. The third part highlights the importance of forward-thinking for leaders. It covers a range of topics such as algorithms that explain human behavior, including forward-thinking. Seeing around corners, strategic leadership, strategic planning, corporate foresight, and strategic succession are among the topics discussed in this part of the book. The fourth part is focused on three topics that go beyond conventional leadership discussions, including paradoxes of leadership, leadership development in the era of the Fourth Industrial Revolution, and leading with Artificial Intelligence.

Public Administration Review, 2013

«Nuova Storia Contemporanea», 2005

İnsan Haklarının Felsefî Krizi: İslâmî Bir Perspektif, 2020

In S. Bager Charleson & A. McBeath (Eds.), Supporting Research in Counselling and Psychotherapy. Qualitative, Quantitative, and Mixed methods Research. Basingstoke: Palgrave Macmillan, pp. 247-266. ISBN 9783031139413., 2023

Research Journal of English, 2021

Όψεις της Σωματοκειμενικής Γλωσσολογίας, 2018

Interpreting Subcultures, 2024

OSMANLI MEDENİYETİ ARAŞTIRMALARI DERGİSİ, 2018

Journal of the Neurological Sciences, 2013

Blood, 2021

Theoria, 2004

African Journal of Biotechnology, 2011

Geology, 2011

Journal of Psychoeducational Assessment, 1987

Terrorism and Political Violence, 2017

Related topics

•   We're Hiring!
•   Help Center
• Find new research papers in:
• Health Sciences
• Earth Sciences
• Cognitive Science
• Mathematics
• Computer Science
• Academia ©2024

Developing Human Potential: A Personal Approach to Leadership

(2 reviews)

Gina S. Matkin, University of Nebraska – Lincoln

Jason Headrick, Texas Tech University

Hannah M. Sunderman, Virginia Tech

Copyright Year: 2023

Publisher: University of Nebraska Pressbooks

Language: English

Formats Available

Conditions of use.

Learn more about reviews.

Reviewed by Tammy Johnson, Assistant Professor, Leadership Studies, Marshall University on 1/8/24

Coverage of content is comprehensive and appropriate for the specific undergraduate course for which it is designed, as well as courses that are closely aligned. Overall, an excellent use of available space in the current format. read more

Comprehensiveness rating: 5 see less

Coverage of content is comprehensive and appropriate for the specific undergraduate course for which it is designed, as well as courses that are closely aligned. Overall, an excellent use of available space in the current format.

Content Accuracy rating: 5

Information is presented in an accurate way throughout the text, with appropriate examples and activities, as needed

Relevance/Longevity rating: 5

The information contained within this text is highly relevant- the longevity of the information, however, will be dependent upon developing theories and trends within the field of leadership studies.

Clarity rating: 5

Information is easy to understand and is appropriate for use in a broad range of related courses.

Consistency rating: 5

Consistent throughout. The authors rely on the foundational models of Academically Based Service Learning and the Social Change Model of Leadership throughout the text.

Modularity rating: 4

Some of the chapters would best be reviewed together, particularly the chapters pertaining to self-awareness/development of foundational leadership vision and goals. The introduction of sections, containing two or more chapters, may enhance the structure of the text.

Organization/Structure/Flow rating: 5

Overall, the text is organized in an easy-to-follow, logical manner. The introduction of sections within the book, containing related chapters, may be advisable for future editions.

Interface rating: 5

Easy to navigate and utilize

Grammatical Errors rating: 5

Very few errors, high quality publication

Cultural Relevance rating: 5

The text is culturally sensitive and current; future editions may consider devoting additional space to the importance of, and recommendations for, staying abreast of evolving issues and developments in the areas of cultural awareness and intersectionality.

Developing Human Potential: A Personal Approach to Leadership is an Open Educational Resource (OER) publication edited by Gina S. Matkin, Jason Headrick, and Hannah M. Sunderman, with content provided by fourteen contributing authors across twelve chapters. Originally written as a text for the University of Nebraska-Lincoln (UNL) course ALEC 102: Interpersonal Skills in Leadership, the book is “based on two foundational models that help guide both the topics and the content… Academically Based Service Learning and the Social Change Model of Leadership” (p. 19).

The publication is structured in a way that is easy to follow, and includes concepts, case studies and activities that are sure to enhance the reader’s approach to common leadership issues and challenges- regardless of experience level or where one may be in their own academic or leadership journey. The practical applications of the book make it a must-read for students who aspire to any type of leadership position, while the focus on enhancing the reader’s awareness of their personal values and leadership goals can serve as an important reminder for even experienced practitioners in high level leadership positions. Developing Human Potential: A Personal Approach to Leadership contains chapters that range from a focus on helping students examine and develop their own leadership values, vision and goals, to sections dedicated to learning to lead with authenticity, integrity, empathy- and a commitment to the inclusion of all constituents. This is a text for any current or future leader who aspires to become a changemaker in their organization or community and, at its core, is dedicated to establishing the foundational knowledge required to address the many issues that leaders will face, both today and tomorrow.

Suggested citation: Matkin, G. S., Headrick, J., & Sunderman, H. M. (Eds.). (2023). Developing Human Potential: A Personal Approach to Leadership. Department of Agricultural Leadership, Education, & Communication at the University of Nebraska – Lincoln. https://doi.org/10.32873/unl.dc.oth.015.

Reviewed by Claire Muselman, Assistant Professor, Drake University on 12/14/23

"Developing Human Potential" is an exemplary resource that thoroughly covers the spectrum of self-leadership applied through a multitude of theories, insightful questions, and application through stories, scenarios, and visual representation. read more

"Developing Human Potential" is an exemplary resource that thoroughly covers the spectrum of self-leadership applied through a multitude of theories, insightful questions, and application through stories, scenarios, and visual representation.

The content within the book is accurate and presented without bias. It is clear that the authors have put in extensive effort to ensure the information is error-free, making it a trustworthy resource for students and educators alike.

This text shines in its contemporary approach, offering content that is not only up-to-date but presented in a manner that will not become obsolete quickly. The structure of the book allows for easy updates, ensuring its relevance and utility for the foreseeable future. The references are recent, showcasing how this book adds to the value of the literature in other areas. I liked the streamlined themes throughout the text.

The book is clear and accessible, making complex concepts understandable without oversimplification. Technical terms and jargon are adequately contextualized, enhancing the learning experience and ensuring clarity for readers from diverse backgrounds, such as the 7-C's which are applied throughout the context of the book.

Throughout the book, there's a commendable consistency in terminology and framework. This internal consistency aids in reinforcing learning and providing a coherent understanding of leadership from the context of leading self, others, and organizations.

Modularity rating: 5

The textbook excels in modularity. It is divided into digestible sections, ideal for different teaching and learning paces. The structure supports flexibility in course design, allowing educators to tailor the material to various course subunits without disrupting the narrative flow. I appreciate this as I sometimes skip around depending on the contemporary and relevant nature of the real-world application to the classroom from personal experience (educator or student) or the news within organizations.

The logical organization and clear structure of the textbook facilitate a seamless learning journey. Topics flow naturally, building upon each other in a manner that enhances comprehension and retention.

"Developing Human Potential" is free from significant interface issues. The navigation is intuitive, and visual elements like images and charts are well-integrated, adding value to the text without causing distraction or confusion. I chose to view this text and will be utilizing it for my classroom in the online format. I did not download the pdf.

The text is meticulously edited, with no grammatical errors. This attention to detail in language further contributes to the book's clarity and professionalism.

The textbook is culturally sensitive and inclusive, incorporating a variety of examples that reflect diverse races, ethnicities, and backgrounds in addition to the chapter specific to Diversity and Inclusion. This inclusivity not only avoids cultural insensitivity but also enhances the relatability of the content for a broader audience, aids in self-reflection, and allows others to be aware of perceptional differences.

"Developing Human Potential" is a standout resource in the field, aligning perfectly with the coursework of Management 184. Its objective theory base, complemented by practical application stories, makes the content engaging and relevant. The contemporary nature and readability of the book make it an essential addition to any educational setting focused on leadership and personal development.

Table of Contents

• Introduction
• How I See Myself
• Defining My Personal Values
• Definining My Vision & Setting Personal Goals
• Communicating with Leadership Congruence
• Nonverbal Communication & Active Listening in Small Groups
• Developing Trust & Being Trustworthy
• Perceptions are Only From My Point of View
• Diversity & Inclusion
• Meeting the Challenge of Effective Groups & Teams Membership
• Engaging with Empathy
• Managing Conflict Expectations
• Leadership & Civic Engagement: Becoming the Change Maker

Ancillary Material

About the book.

This Online Educational Resource (OER) textbook provides an overview and introduction to personal leadership through the lens of how students can develop and maximize their own interpersonal skills. Interpersonal skills are crucial to navigating the professional world and can help us to better understand ourselves. This textbook approaches interpersonal skills from a personal level and allows the reader to immerse themselves into activities and scholarship across topical areas. Through the text, learners can create their own Personal Leadership Philosophy and expand this into a Civic Leadership Philosophy to help them understand the impact leaders can have on their communities and workplaces.

About the Contributors

Gina S. Matkin  ([email protected]) holds a PhD in Human Sciences with a Leadership Studies specialization from the University of Nebraska – Lincoln. She is currently a Professor and Coordinator of the undergraduate leadership program in the department of Agricultural Leadership, Education, & Communication at the University of Nebraska – Lincoln. She researches and teaches classes in leadership, particularly related to diversity and inclusion. What she loves most about her work is helping to create inclusive spaces that welcome and encourage both belongingness and uniqueness (true inclusion) and then witnessing how students flourish and thrive when bringing all of who they are into that space – whether it is the classroom, academic advising, mentoring, or casual conversations. In her free time, she loves to garden, hike, spend time in peaceful mountains and forests, and spend time with her wife, Randy, and their amazing rescue felines, Jazzy and Oliver.  Most of all, she has much gratitude for life and all creatures (human and otherwise) she encounters.

Jason Headrick ([email protected]) is an Assistant Professor of Leadership and Community Development at Texas Tech University in the Department of Agricultural Education & Communications. He received his PhD in Human Sciences with a specialization in Leadership Studies from the University of Nebraska-Lincoln. His bachelor’s degree in Agricultural Communications and master’s degree in Community Leadership Development are from the University of Kentucky in his home state. His expertise areas focus on leadership education pedagogy and curriculum, civic leadership and community development, and the role of diversity, equity, and inclusion across agriculture. Dr. Headrick loves the ability to research and impact the ways we engage in leadership across our daily lives and in our communities. When he finds himself with free time, he is either traveling, painting, or hanging with his cats.

Hannah M. Sunderman  ([email protected]) earned a PhD in Human Sciences with a Leadership Studies specialization from the University of Nebraska – Lincoln in May 2020. Due to the COVID-19 global pandemic, Sunderman both defended her dissertation and attended her graduate ceremony from her dining room table. She is currently an Assistant Professor in the Department of Agricultural, Leadership, and Community Education at Virginia Tech. Her work is centered on leader and leadership development, seeking to answer the question: What processes and experiences (e.g., being a mentor, formal leadership positions) affect leader and leadership development and  why ? In the classroom, she loves learning with and from students as we all grow in our understanding of ourselves and our view of leadership. She enjoys running (though not very fast), listening to Taylor Swift, reading all kinds of books, and watching college sports.

Contribute to this Page

JavaScript seems to be disabled in your browser. For the best experience on our site, be sure to turn on Javascript in your browser.

Tips for Developing a Personal Leadership Philosophy

Source: https://pixabay.com/photos/books-library-reading-education-2606859/

A leadership philosophy has been defined as "a set of beliefs, values, and principles that strongly influence[s] how we interpret reality and guide our understanding of influencing humans" (Ambler, 2012, p. 77, as cited in Speranza & Pierce, 2019). A leadership philosophy promotes communicative actions and helps a leader develop the capability and capacity cultivate the best human potential.  Reflecting on 10 questions related to personal leader development that we shared in first article ( Preparing to Engage in Leader Development of the Developing the Leader in You series) will help you to better prepare to write a personal leadership philosophy. Below we will discuss why a leadership philosophy is important and provide you with tips that will help you to write your leadership philosophy.

Why a Personal Leadership Philosophy is Important

A leadership philosophy is a "personal roadmap" that translates your beliefs, values, and principles. A leadership philosophy is a foundation for ethical decision-making. Moreover, it guides person's life and work-related concerns.

Tips for how to Develop a Personal Leadership Philosophy

We adapted some strategies from Leadership Paradigms' (2009), Ziskin's (2015), and Speranza and Pierce's (2019) works.

• Consider who your role models are. How did your role models impact the development of the leader in you?
• Consider the life events that impacted your leadership style.
• Identify the leader qualities you are proud of.
• Determine what is impeding your leader development (i.e., knowledge, people, resources)
• Reflect on your success in past. How efficient are you at living out your beliefs in your daily life?
• Consider the SMART goals you set. Determine how you will incorporate these goals into your leadership philosophy. See our previous article .
• Reflect on your vision of teamwork and team success. Do you see yourself as a team coach? What does teamwork mean to you?
• Think about different styles of leadership . What leadership approach fits your values, beliefs, and principles? For example, servant leadership, transformational leadership, or others?

Deierlein (2015) recommended the following essential components of a personal leadership philosophy:

• Your core values (includes your purpose)
• Your work style (includes your communication style)
• Your expectations
• Behavior you will not tolerate
• Your professional priorities
• How you want to receive feedback

Be creative when developing your leadership philosophy. Use essential components of the leadership philosophy recommended by Deierlein (2015) as a start. Add additional components that reflect your values, beliefs, and principles.

We hope this article helped you to begin developing your own personal leadership philosophy. For more resources related to this topic, please contact us.

Deierlein, T. (2015). Why you should have a written leadership philosophy .  Leader to leader ,  2015 (77), 13-18.

Leadership Paradigms, Inc. (2009). Developing a personal leadership philosophy.

Newlon, K. (2017) Leadership in teams and in community organizations (COMLDR 4430) Course. Columbus, OH: The Ohio State University.

Speranza, C.R., & Pierce, A. (2019). Development of a personal leadership philosophy: an experiential and reflective opportunity in the graduate classroom .  Journal of leadership education ,  18 (3), 167-175.

Ziskin, I. (2015).  Three: The human resources emerging executive . Hoboken NJ: John Wiley & Sons.

• Adult leadership
• Volunteerism
• Volunteer management

You may also be interested in ...

Tips for How to Develop the Organizational Mission Statement

Coaching Versus Mentoring: What is the Difference?

Realistic and Optimistic: Managing Mindset in Challenging Times

Dealing with Conflict

Transformational Leadership Matters: Tying the Four I's Together

Administradores vs. Líderes: Diferentes, pero igualmente importantes

Establishing a Culture of Lifelong Learning in the Workplace

Leader in You Part 1 - Preparing to Engage in Leader Development

Leading to Serve: Strategies on the Servant Leadership Approach

Plum Pox Eradication in PA - A Blueprint for Future Plant Disease Outbreaks

Personalize your experience with penn state extension and stay informed of the latest in agriculture..

Log in using your username and password

• Search More Search for this keyword Advanced search
• Latest content
• Current issue
• Topic Collection
• BMJ Journals More You are viewing from: Google Indexer

You are here

• Volume 4, Issue 4
• Your leadership style: why understanding yourself matters
• Article Text
• Article info
• Citation Tools
• Rapid Responses
• Article metrics

• http://orcid.org/0000-0003-0110-2378 Clare Felicity Jane Price-Dowd
• People Directorate , NHS England and Improvement , Leeds , West Yorkshire , UK
• Correspondence to Dr Clare Felicity Jane Price-Dowd, People Directorate, NHS Improvement, Leeds LS1 4HG, West Yorkshire, UK; clare.price-dowd{at}improvement.nhs.uk

Understanding of personal leadership style has been shown to be a key part of effective leadership practice. It has been a topic of interest for many decades as we have tried to understand, and replicate, what makes those considered to be ‘great leaders’ so successful. This article gives a brief introduction to different leadership ‘theories’, leadership ‘styles’ and the effect they have on the ‘climate’ in organisations. Having an understanding of the different approaches can help leaders be more effective through comprehending how and why they do what they do, as well as helping them identify where and when they need to adapt their style. By considering how our understanding of leadership has evolved, it is possible to show how effective leadership is not linked to one approach. It is a combination of knowledge, attitudes and behaviours with a focus on both the task in hand and concern for those undertaking that task. Furthermore this understanding supports impactful personal development, which creates positive climates in organisations where compassionate and inclusive leadership behaviours can, and do result in better outcomes for staff and patients.

• effectiveness
• leadership assessment
• role modeling

https://doi.org/10.1136/leader-2020-000218

Statistics from Altmetric.com

Request permissions.

If you wish to reuse any or all of this article please use the link below which will take you to the Copyright Clearance Center’s RightsLink service. You will be able to get a quick price and instant permission to reuse the content in many different ways.

Introduction

Who, when flipping through a publication has not been tempted by the ‘personality quiz’, hoping to get the ‘mostly A, B or C’ that indicates we have the attributes for long and successful careers or lots of friends? While this level of ‘knowing how we are’ could be dismissed as flippant, when it comes to leadership, understanding our personal approach can be invaluable. If you asked people around you ‘what sort of leader do you think you are?’ they would most likely answer in the singular ‘I lead by example,’ ‘I build relationships with people,’ or ‘I don't tolerate underperformance’. They are unlikely to say ‘I do this here, and that on other occasions’ yet the most effective leaders are those who attune to their context, consciously adapt their practice and have an awareness of how their own style effects others. This article introduces the different theories and styles of leadership and how they can be used to create positive work climates. The key terms are given in table 1 .

• View inline

Evolution of leadership theory and understanding of style

A desire to understand what makes a successful leader is not new. For centuries there has been debate about what differentiated leaders from non-leaders, and leaders from followers. In a comprehensive review of leadership theories by Stogdill, 1 a number of categories were identified and in the 80+ years since Lewin et al 2 published their theory on patterns of behaviour in 1939, we have seen an evolution from trying to identify ‘common traits’ based on inherent characteristics of ‘great men and women’ through to the what we now understand to be the successful combination of person, place and approach. Looking further into this evolution, although this is not a comprehensive list, it is possible to group the stages of development as follows:

Trait theory—for example as seen in the work of Carlyle 3 and Stodgill 1 is concerned with the type of person that makes a good leader and the innate qualities and associated leadership traits they have. A meta-study by the Centre for Excellence in Management and Leadership 4 identified over 1000 leadership traits in the literature, which they distilled to 83 more or less distinct attributes. While no specific trait or combination was found to guarantee success, trait theory did help in identifying qualities that are helpful when leading others such as integrity and empathy.

Later, behavioural theory identified what good leaders do—effectively how they ‘lead well’. Examples include the Tannenbaum and Schmidt continuum 5 —seven stages of reducing control namely Tells, Sells, Suggests, Consults, Joins, Delegates and Abdicates; the Action-Centred Leadership Model of Adair 6 which sets out the three responsibilities of the leader—‘achieving the task, managing the team and managing individuals’ and the Blake Mouton Managerial Grid 7 also referred to as ‘The Power to Change’ which outlines two behavioural dimensions: Concern for Results and Concern for People.

Situational and contingency theory: looks at the leader in the context of where they lead. By considering how the leader’s success is directly influenced by their environment, it became possible to identify the conditions that support or constrain leaders as seen in work including Feidler 8 Vroom and Yetton 9 Yukl 10 ; Hersey and Blanchard 11 ; Thompson and Vecchio. 12

Transactional theories—as seen in the work of Weber 13 and later by Bass, 14 focuses on the leader getting results by using process and structures while applying reward and penalty in response. Within this are power and influence theory, exchange and path-goal theory by House 15 16 which concentrate on the relationship between leader and led as a series of trades or ‘leader-member exchanges’.

In more recent years, while the transactional and positive view of hero leadership has never entirely gone away, the notion of ‘Hero to Host’ 17 which describes the move to transformational and ‘new wave’ styles outlined by Burns 18 Bass 14 and Kouzes and Posner 19 among others. Transformational leadership not only serves to enhance the motivation, morale, satisfaction and performance of followers, but also sees the leader role model compassionate and inclusive behaviours, which are valued. In ‘Good to Great’ by Collins, 20 the Level 5 leader is described as possessing both indomitable will, but also humility and is often self effacing and shy, the opposite of what we might have previously described as leadership traits!

Relevance for leaders

Every day, leaders in healthcare must constantly analyse complex situations, engage, motivate, empower and delegate. Many leaders now operate within complex adaptive systems—organisations that are an interconnected whole of many parts, which may and may not function effectively together depending on changing circumstances. This calls for leadership skills and behaviours that can move between each required activity with seemingly effortless ease and without loss of effectiveness.

Having an appreciation of different theories and styles also helps us identify our reaction to these changing situations. In considering the global COVID-19 pandemic, the leadership behaviours required, and experienced, may be different to anything encountered before. The effect of leadership in this situation is profound and will have a lasting impact. Displaying command behaviours may be necessary but uncomfortable, while teams may not be used to being directed with minimal consultation. Sustained pressure may have a negative effect, but it does not follow that leadership behaviours slide into being disrespectful or non-inclusive—it is about the leaders focusing on the task and ensuring individuals and teams are clearly instructed on the part they have to play; consulted where possible and informed of when and when they need to do as instructed.

However, knowing about ‘how we are’ is only part of the picture, equally important is understanding the effect we have on other. Goleman 21 found that the one of the biggest mistakes leaders make was to default to a style of personal choice rather than responding with the most appropriate in the situation, while Blanchard 22 suggests that 54% of leaders only ever apply one preferred leadership style regardless of the situation. The result is that almost half of the time, leaders are using the wrong style to meet their current objective or lead the people around them well.

The danger here is trying to be the most popular leader and everyone’s favourite, rather than developing an authentic repertoire of skills. If you have never considered your leadership style or the types of leadership behaviours you have there are a number of tools to help such as the National health Service Healthcare Leadership Model. Based on research of the behaviours of effective leaders, Storey and Holti 23 defined nine domains (Inspiring shared purpose: leading with care: evaluating information: connecting our service: sharing the vision: engaging the team: holding to account: developing capability and influencing for results) against which can leaders can self assess and gain pointers on how to strengthen their style.

Relevance for the work environment

Research by KornFerry Hay Group 24 shows an up to 70% of variance in climate and an up to 30% increase business performance can be directly attributable to the climate leaders create through their style of leadership. This includes feeling included, supported and having a role that is meaningful. To help leaders create a positive climate, Goleman 21 defined six leadership styles—see table 2 —which he then correlated with the type of climate each created for those around them. Those able to deploy the styles in the left column have been shown to create high performing teams in positive climates.

Leadership Styles and the climate they support (adapted from Goleman 21 )

These are not the only leadership styles: others include Autocratic leadership where leaders/managers make the decisions and employees follow orders as previously stated; laissez-faire leadership where the manager empowers employees but gives them few rules to follow with little oversight or direction: bureaucratic leadership where hierarchies and job titles to determine responsibilities and rules and servant leadership which focuses on the needs of employees, seeing them as the organisation’s most important resources and often treating them as clients, but only the six here were included by Goleman.

The effects of the leadership styles displayed and the effects they have on the climate within organisations has far reaching impact for team members. The ability to flex your leadership style and create a positive climate has been shown to create greater job satisfaction and pride in work, greater collaboration and creativity. Having an awareness of the effects of personal style, is therefore an essential part of a leaders toolkit and something every leader should have awareness of

In practice

Delivering health and care is highly complex and effective leadership calls for a match of style and approach to context and presenting challenge. Leadership styles is not a neat category of things, the increasingly interconnected world with ever-evolving technology has dictated a need for leaders who can adapt effortlessly as the situation dictates. Daniel Goleman 21 likens leading to being a golfer—one game but choosing the right club, at the right moment, for the next shot. Lets think about what this could look like: again, thinking about the COVID-19 pandemic the deteriorating clinical condition requires a leader who draws on all their experience, interprets the situation, takes control and ‘tells’ in order to get the best outcome for the patient—transactional and it’s wholly appropriate. At other times, that same leader will need to take time to build relationships and coach others in order to give the best care possible.

We all have a natural tendency towards our preferred style and when under pressure, there is evidence that we ‘revert to type’, relying on the most comfortable part of our personality to see us though. Unfortunately this means using fewer of the leadership skills that usually provide balance. Skilful, mature leadership is about leading ourselves as much as leading others. This level of understanding our style helps us recognise triggers that support adopting the right style for the given situation.

Express checkout

Different situations require different leadership style and each style can be considered a tool in itself. How we lead needs to be a combination of concern for the task in hand and also the people undertaking it, as both individuals and collectively as teams. We have looked briefly at small number of the plethora theories and styles that can help us understand how we lead. Leaders who understand themselves and can move effortlessly between a range of styles in response to changing situations have been found to have more positive outcomes for their teams and patients.

• Stogdill RM
• Lippitt R ,
• Carlyle T ,
• Tannenbaum R ,
• Blanchard K
• Thompson G ,
• Wheatley M ,
• KornFerry Hay Group
• Newstrom JW ,
• Griffin MA ,

Twitter @clarepricedowd

Contributors CFJP-D completed all part of this paper:

Funding The authors have not declared a specific grant for this research from any funding agency in the public, commercial or not-for-profit sectors.

Competing interests None declared.

Patient consent for publication Not required.

Provenance and peer review Not commissioned; externally peer reviewed.

Read the full text or download the PDF:

Philosophy of Leadership

The Power of Authority

• © 2015
• Robert Spillane 0 ,
• Jean-Etienne Joullié 1

Macquarie University, Australia

You can also search for this author in PubMed   Google Scholar

Gulf University for Sciences & Technology, Kuwait

6387 Accesses

4 Citations

This is a preview of subscription content, log in via an institution to check access.

Access this book

Subscribe and save.

• Get 10 units per month
• Download Article/Chapter or eBook
• 1 Unit = 1 Article or 1 Chapter
• Cancel anytime
• Available as EPUB and PDF
• Read on any device
• Instant download
• Own it forever
• Durable hardcover edition
• Dispatched in 3 to 5 business days
• Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Other ways to access

Licence this eBook for your library

Institutional subscriptions

About this book

Similar content being viewed by others.

Pre-pragmatic Perspectives of Leadership

Table of contents (10 chapters)

Front matter, heroic leadership: authority as power.

• Robert Spillane, Jean-Etienne Joullié

Rational Leadership: Arguing to Authority

Cynicism: confronting managerial leadership, stoicism: managing adversity, religious leadership: two faces of authority, political leadership: contractual authority, german romanticism: the power of the will, heroic individualism: anarchistic and aristocratic, existentialism: autonomy and authority, leadership: the power of authority.

• John Martin

Back Matter

Authors and affiliations.

Robert Spillane

Gulf University for Sciences & Technology, Kuwait

Jean-Etienne Joullié

About the authors

Bibliographic information.

Book Title : Philosophy of Leadership

Book Subtitle : The Power of Authority

Authors : Robert Spillane, Jean-Etienne Joullié

DOI : https://doi.org/10.1057/9781137499202

Publisher : Palgrave Macmillan London

eBook Packages : Palgrave Business & Management Collection , Business and Management (R0)

Copyright Information : The Editor(s) (if applicable) and The Author(s) 2015

Hardcover ISBN : 978-1-137-49918-9 Published: 05 October 2015

eBook ISBN : 978-1-137-49920-2 Published: 05 October 2015

Edition Number : 1

Number of Pages : XVI, 235

Topics : Business Strategy/Leadership , Management , Philosophy, general , Development Economics , Organization , Popular Science in Philosophy

• Publish with us

Policies and ethics

• Find a journal
• Track your research

Developing a Personal Leadership Philosophy

This essay about the ethos of leadership explores its multifaceted nature, emphasizing influence, ethics, growth, vision, and adaptability as integral components. It highlights leadership as a force for inspiring and guiding collective efforts toward shared goals, grounded in ethical principles and a commitment to personal and professional development. By embodying these facets, leaders can foster environments conducive to realizing both organizational objectives and the potential of individual team members.

How it works

The ethos of leadership goes into a vast and intricate domain, where myriad theories and methodologies intersect with individual values and organizational objectives. Fundamentally, this ethos revolves around comprehending leadership not merely as a position of authority, but as a pivotal force in the efficacy and welfare of a collective. A profound exploration of this ethos reveals leadership to be both an art and a science, necessitating a fusion of inherent attributes and acquired competencies to steer others towards shared goals.

Primarily, the ethos of leadership pivots on the notion of influence. Unlike conventional conceptions of power, which may connote coercion, leadership influence entails inspiring and motivating others without overt imposition of authority. This form of influence is best attained through leading by example, embodying the values the leader aspires to instill within their team. For instance, a leader who values transparency and integrity will candidly address challenges and decisions, thereby fostering an ethos of trust and candid communication within the team.

Moreover, ethical leadership assumes a pivotal role in the ethos of leadership. This facet underscores the moral imperatives incumbent upon a leader towards their followers and the broader repercussions of their decisions. An ethical leader contemplates the ramifications of their actions not only on the success of their organization but also on the well-being of their employees and societal welfare. Such leaders espouse principles of fairness, equity, and justice, endeavoring to make decisions that align with these values even amidst adversarial circumstances.

Another salient aspect of leadership ethos is the dedication to personal and professional development. Effective leaders acknowledge that, akin to their team, they are perpetual works in progress. This awareness impels them to perpetually seek fresh knowledge, interrogate their assumptions, and solicit feedback. This growth-oriented mindset not only enriches their own capacities but also sets a potent precedent for their team, fostering a culture of continuous learning and adaptability.

Furthermore, the ethos of leadership also encompasses a forward-looking vision. A leader endowed with a lucid and compelling vision can articulate the trajectory and ethos of the group or organization. This vision engenders a sense of purpose and orientation, serving as a lodestar for all team endeavors and strategies. Crafting and communicating this vision mandates not only creativity and perspicacity but also an intimate comprehension of the organization’s capabilities and the external milieu in which it operates.

Adaptive leadership emerges as yet another indispensable constituent, particularly in today’s volatile and mercurial milieu. Leaders must adeptly navigate through fluxes and uncertainties, making decisions amid incomplete information and often recalibrating strategies as circumstances metamorphose. This adaptive prowess transcends mere reactionary responses to changes; it encompasses anticipatory measures and capacitates the organization to confront impending challenges with alacrity.

In essence, the ethos of leadership transcends the rudiments of managing personnel and projects. It entails inspiring and influencing others, upholding ethical precepts, committing to perpetual growth, envisioning an auspicious future, and adapting to change. A leader who espouses these facets can not only realize organizational objectives but also foster the personal and professional evolution of their team members.

To conclude, apprehending and embodying the ethos of leadership can revolutionize conventional paradigms of leadership roles. By prioritizing influence, ethics, growth, vision, and adaptability, leaders can nurture an ambiance wherein individuals are galvanized to realize their utmost potential, guided by values and a lucid sense of purpose. Such leadership not only engenders success but also nurtures a milieu of reverence, innovation, and fortitude.

Cite this page

Developing a Personal Leadership Philosophy. (2024, May 01). Retrieved from https://papersowl.com/examples/developing-a-personal-leadership-philosophy/

"Developing a Personal Leadership Philosophy." PapersOwl.com , 1 May 2024, https://papersowl.com/examples/developing-a-personal-leadership-philosophy/

PapersOwl.com. (2024). Developing a Personal Leadership Philosophy . [Online]. Available at: https://papersowl.com/examples/developing-a-personal-leadership-philosophy/ [Accessed: 24 Oct. 2024]

"Developing a Personal Leadership Philosophy." PapersOwl.com, May 01, 2024. Accessed October 24, 2024. https://papersowl.com/examples/developing-a-personal-leadership-philosophy/

"Developing a Personal Leadership Philosophy," PapersOwl.com , 01-May-2024. [Online]. Available: https://papersowl.com/examples/developing-a-personal-leadership-philosophy/. [Accessed: 24-Oct-2024]

PapersOwl.com. (2024). Developing a Personal Leadership Philosophy . [Online]. Available at: https://papersowl.com/examples/developing-a-personal-leadership-philosophy/ [Accessed: 24-Oct-2024]

Don't let plagiarism ruin your grade

Hire a writer to get a unique paper crafted to your needs.

Our writers will help you fix any mistakes and get an A+!

Please check your inbox.

You can order an original essay written according to your instructions.

Trusted by over 1 million students worldwide

1. Tell Us Your Requirements

2. Pick your perfect writer

3. Get Your Paper and Pay

Hi! I'm Amy, your personal assistant!

Don't know where to start? Give me your paper requirements and I connect you to an academic expert.

short deadlines

100% Plagiarism-Free

Certified writers

Individual Leadership Philosophy Essay

Introduction, aspects of my personal leadership philosophy, works cited.

My leadership philosophy is guided by the most appropriate values, competencies, and principles. I have been focusing on specific abilities that have the potential to support my personal and career goals (Doltu 168). I have constantly interacted with my classmates since the beginning of the resident phase of the Basic Course. By so doing, I have acquired new competencies that make me a team player. Such abilities will also make it easier for me to interact with different team members. I will also guide them to achieve their leadership goals. This discussion gives a detailed analysis of my leadership philosophy.

To begin with, I always believe that I am a competent leader who can produce positive results. Within the past four years, I have acquired specific skills that can make me a competent leader. My leadership philosophy is characterized by specific values and attributes. I always embrace the power of transformational leadership (Wiltshire 4). The leadership approach makes it easier for me to collaborate with my followers in order to achieve the best results. I possess effective competencies such as decision-making, critical thinking, and problem-solving. My philosophy is characterized by the best values such as integrity, authenticity, humility, wisdom, and service (Webb, Darling, and Alvey 9). These values make it easier for me to support the needs of my followers. My belief system is founded on the understanding that all people are equal. This means that they must be treated equally. I always use this belief system to guide, support and empower my teammates.

As well, my interaction with different classmates has proved helpful. For instance, the interaction has equipped me with new skills that have become part of my leadership style. I have learned how to collaborate with different individuals. The practice has also encouraged me to be committed to the needs of my teammates and followers. I have also developed new values that will continue to support my leadership objectives. The experience has also made me courageous. I have developed new communication skills such as effective listening, courtesy, and trust (Stone, Conley, and Luo 34). I have also understood why successful leaders empower their followers using the best incentives and resources. These skills, values, and attributes will make it easier for me to interact efficiently with my teammates in the future.

The other important observation is that leadership is an ever-changing approach. It is usually guided by new situations and experiences. This knowledge explains why I will always acquire evidence-based concepts and ideas to improve my leadership philosophy. I am planning to interact with successful leaders and managers in the future. I will also read numerous publications, books, and articles on leadership. This learning process will equip me with new concepts that can make me a competent leader (Ricketson 12). I will interact with more friends and workmates. I will also lead my teammates in order to achieve their potentials.

In conclusion, my leadership philosophy is guided by powerful values such as humility, courage, and authenticity (Hatala 5). I always focus on the most desirable moral theories in order to act ethically. The class materials and interactions have widened my leadership skills. Such skills will play a significant role in supporting my future career and personal objectives. I will also acquire new skills that have the potential to improve my leadership philosophy.

Doltu, Daniella. “The Contribution of Philosophy and Psychology in the Ethical Decision Making Process.” AGATHOS: An International Review of the Humanities and Social Sciences 1.1 (2013): 163-174. Print.

Hatala, Lillas. “Integrative Leadership: Building a Foundation for Personal, Interpersonal and Organizational Success.” Leadership Journal 1.1 (2012): 1-9. Print.

Ricketson, Rushton. “A View of Leadership: The Following-Leader Philosophy of Leadership.” The Following-Leader 1.1 (2013): 1-17. Print.

Stone, Glenn, Cynthia Conley and Yibing Luo. “Alternative Perspectives on Leadership: Integrating Transformational Leadership with Confucian Philosophy.” Open Journal of Leadership 3.1 (2014): 30-38. Print.

Webb, Laverne, Jeri Darling and Nanette Alvey. “Multicultural Leadership Development in the 21st Century.” EnCompass 1.1 (2014): 1-20. Print.

Wiltshire, Eileen. “Transformational Leadership: What’s Your Motivation?” Leadership Advance Online 1.22 (2012): 1-7. Print.

• Ropes Course: Field Trip Experience
• Mass Media Communication: Personal Analysis
• Ethos Builder: Behavioral Interview Questions
• "The Tourist" by Dean MacCannell and the Concept of Authenticity
• Applying Cultural Humility in Human Service Organizations
• Core Values in Personal Belief System
• English as Foreign Language Learning Experience
• Amy Tan’s and Personal English Learning Experience
• Personal Legend and Journey of Evolution
• Chinese Immigration to Cambodia in Personal Story
• Chicago (A-D)
• Chicago (N-B)

IvyPanda. (2021, April 9). Individual Leadership Philosophy. https://ivypanda.com/essays/individual-leadership-philosophy/

"Individual Leadership Philosophy." IvyPanda , 9 Apr. 2021, ivypanda.com/essays/individual-leadership-philosophy/.

IvyPanda . (2021) 'Individual Leadership Philosophy'. 9 April.

IvyPanda . 2021. "Individual Leadership Philosophy." April 9, 2021. https://ivypanda.com/essays/individual-leadership-philosophy/.

1. IvyPanda . "Individual Leadership Philosophy." April 9, 2021. https://ivypanda.com/essays/individual-leadership-philosophy/.

Bibliography

IvyPanda . "Individual Leadership Philosophy." April 9, 2021. https://ivypanda.com/essays/individual-leadership-philosophy/.

• To find inspiration for your paper and overcome writer’s block
• As a source of information (ensure proper referencing)
• As a template for you assignment

IvyPanda uses cookies and similar technologies to enhance your experience, enabling functionalities such as:

• Basic site functions
• Ensuring secure, safe transactions
• Secure account login
• Remembering account, browser, and regional preferences
• Remembering privacy and security settings
• Analyzing site traffic and usage
• Personalized search, content, and recommendations
• Displaying relevant, targeted ads on and off IvyPanda

Please refer to IvyPanda's Cookies Policy and Privacy Policy for detailed information.

Certain technologies we use are essential for critical functions such as security and site integrity, account authentication, security and privacy preferences, internal site usage and maintenance data, and ensuring the site operates correctly for browsing and transactions.

Cookies and similar technologies are used to enhance your experience by:

• Remembering general and regional preferences
• Personalizing content, search, recommendations, and offers

Some functions, such as personalized recommendations, account preferences, or localization, may not work correctly without these technologies. For more details, please refer to IvyPanda's Cookies Policy .

To enable personalized advertising (such as interest-based ads), we may share your data with our marketing and advertising partners using cookies and other technologies. These partners may have their own information collected about you. Turning off the personalized advertising setting won't stop you from seeing IvyPanda ads, but it may make the ads you see less relevant or more repetitive.

Personalized advertising may be considered a "sale" or "sharing" of the information under California and other state privacy laws, and you may have the right to opt out. Turning off personalized advertising allows you to exercise your right to opt out. Learn more in IvyPanda's Cookies Policy and Privacy Policy .

Home — Essay Samples — Business — Leadership — Different Areas Of Leadership And My Own Personal Leadership Philosophy

Different Areas of Leadership and My Own Personal Leadership Philosophy

• Categories: Leader Leadership Leadership Styles

About this sample

Words: 3261 |

17 min read

Published: Jun 20, 2019

Words: 3261 | Pages: 7 | 17 min read

Table of contents

The oxymoron of leadership, works cited.

• Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338.
• Bass, B. M. (1999). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8(1), 9-32.
• Bennis, W. (1989). On becoming a leader. Basic Books.
• Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90.
• Kouzes, J. M., & Posner, B. Z. (2006). A leader's legacy. John Wiley & Sons.
• Luthans, F., & Avolio, B. J. (2003). Authentic leadership development. Positive organizational scholarship, 241-258.
• Northouse, P. G. (2018). Leadership: Theory and practice. Sage Publications.
• Shamir, B., House, R. J., & Arthur, M. B. (1993). The motivational effects of charismatic leadership: A self-concept based theory. Organization science, 4(4), 577-594.
• Sosik, J. J., & Godshalk, V. M. (2000). Leadership styles, mentoring functions received, and job-related stress: A conceptual model and preliminary study. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 21(4), 365-390.
• Yukl, G. (2013). Leadership in organizations. Pearson.

Cite this Essay

To export a reference to this article please select a referencing style below:

Let us write you an essay from scratch

• 450+ experts on 30 subjects ready to help
• Custom essay delivered in as few as 3 hours

Get high-quality help

Verified writer

• Expert in: Life Business

+ 120 experts online

By clicking “Check Writers’ Offers”, you agree to our terms of service and privacy policy . We’ll occasionally send you promo and account related email

No need to pay just yet!

Related Essays

1 pages / 500 words

5 pages / 2279 words

2 pages / 718 words

6 pages / 3177 words

Remember! This is just a sample.

You can get your custom paper by one of our expert writers.

121 writers online

Still can’t find what you need?

Browse our vast selection of original essay samples, each expertly formatted and styled

Related Essays on Leadership

Dayton, D. (2021). The importance of leadership training in the army. Chron. Web.Moldoveanu, M., & Narayandas, D. (2019). The future of leadership development. Harvard Business Review, 97(2), 40-48.

Shirley Chisholm, a pioneering figure in American politics, not only made history as the first Black woman elected to the United States Congress but also left an enduring legacy in the realm of political communication. [...]

Walters, L. M. (2019). The Strategic Leader: New Tactics for a Globalized Environment. Wiley. Brands, H. (2020). The Leader's Role in Shaping Organizational Culture. Harvard Business Review. Porter, M. E. [...]

Servant leadership is an effective leadership approach that can thrive in diverse contexts. This essay will explore the principles of servant leadership, its application in a globalized world, multicultural environments, and [...]

These examples of National Honor Society essays provide a window into the qualities and experiences that make students deserving of membership. Through their academic excellence, leadership, service, and character, these [...]

Warren Buffett, often referred to as the "Oracle of Omaha," stands as an iconic figure in the world of finance and business. Renowned for his extraordinary investment acumen, Buffett's leadership qualities and values have played [...]

Related Topics

By clicking “Send”, you agree to our Terms of service and Privacy statement . We will occasionally send you account related emails.

Where do you want us to send this sample?

By clicking “Continue”, you agree to our terms of service and privacy policy.

Be careful. This essay is not unique

This essay was donated by a student and is likely to have been used and submitted before

Download this Sample

Free samples may contain mistakes and not unique parts

Sorry, we could not paraphrase this essay. Our professional writers can rewrite it and get you a unique paper.

Please check your inbox.

We can write you a custom essay that will follow your exact instructions and meet the deadlines. Let's fix your grades together!

Get Your Personalized Essay in 3 Hours or Less!

We use cookies to personalyze your web-site experience. By continuing we’ll assume you board with our cookie policy .

• Instructions Followed To The Letter
• Deadlines Met At Every Stage
• Unique And Plagiarism Free