Analysis Of The Article 'Connect, Then Lead'

Leaders are responsible for providing direction, implementing plans, and motivating people. Their main focus is to create relationships based on trust, thus making employees feel a part of the plan, not just hired as indentured servants. Therefore, collaborative goals are developed to foster mutual respect and dignity for all. In chapter eight, the authors, Kouzes, and Posner both believe Leaders should take the initiative to foster collaboration, and encourage others. The authors state, “Leaders nurture self-esteem in others. They make others feel strong, capable, and confident to take both initiative and responsibility (Kouzes, and Posner, 2012). This is something I have never received from my leaders. Therefore, I have never thought it was

This writer decided to read the first three chapters of the book Leaders Without Titles by Steve Sampson. The first chapter was called “Intellectual Dimension” which was mainly an introduction to the book as a whole and introduced some of the main topics to be discussed throughout the rest of the book. What was interesting about this chapter and caused this writer to pause and seriously rethink the idea of leadership was the statement retold by Sampson (2011) which was originally spoken to him by one of his mentors (Kindle Location 224). The mentor stated that “to influence without authority was the key to leadership” (Sampson, 2011, Kindle Location 224).

Leaders are the central figures in a team, and they are attributed to the largest share of blame or praise depending on the performance. New leaders in an organization are faced with many challenges on how to start making an impact and successfully lead the subordinates on the set mission. According to Kangas (2013), the key element for a new leader is to establish interpersonal links and relationships that are necessary for learning about the organization. The success of the leader and the organization as a team depends on the quality of interpersonal relationships that develop to help the leader in implementing their mission. Additionally, the influence of leaders over their followers is largely founded on the interpersonal relationship as members of a team (Kangas, 2013). Another major source of challenge for leaders in organizations is the implementation of changes that affect the existing relationships and roles in major operations. BBBSA demonstrates the challenges that can arise for new leaders in organizations in implementing changes and the effectiveness of the Leader-Member Exchange (LMX) theory in addressing leadership issues.

Leadership can be defined as the ability of a superior to influence the behavior of a minor or group and persuade them to follow a particular course of action. A leader sets a course of action and ensures that everyone follows the action. Leading can apply to leading oneself, other individuals, groups, organizations and societies. The nature of how leading is done depends on the framework of the situation, one's point of view, and on the nature and needs of those involved. While leadership is learned, the skills and knowledge processed by the leader are influenced by their traits, such as beliefs, values, ethics, and most importantly character. Knowledge and skills directly relate to the process of leadership, while the other qualities

Leadership is not a solo act, it’s a team effort the authors explain (p. 223). To enable others to act the leader needs to create a climate of trust by facilitating relationships. To start the process one must, “be the first to let go of control,” Kouzes and Posner explain and it requires self-confidence (p. 227). Just like Bass and Avolio (1980)

To awaken vitality in others . . leaders have to cross a certain boundary between themselves and their associates. Sometimes it's not easy, because most of us have been raised to believe that it's important to maintain a buffer of "safety and good sense" between ourselves and the people who choose to follow our leadership. Perhaps the greatest risk we take as leaders is losing the interpersonal

Leading has always come easy for me. I am constantly guiding and helping others. Others usually come to me for help and for advice. For example, when my peers or friends have problems, they usually trust me to know what to do and how to handle it. Adding to this, I usually lead my softball team, I was team captain in volleyball, and I have a mimicking little brother.

As modern culture ventures continually farther into a world of isolation, Jonathan McKee argues for, demonstrates, and evaluates the impact of one-on-one relationships in his book Connect: Real Relationships in a World of Isolation. Throughout the book, McKee seeks to advocate for middle/high school student’s primary need of being known and valued through relationships and asserts that “the entire Bible is really about relationships.” Therefore, if student’s greatest needs are met in relationships and the greatest catalyst of faith is also found therein, then connecting individually with youth should be the highest priority of any student ministry.

One of the strengths of this approach is that it highlights that leaders and followers mutually affect each other, making leadership an interactive activity that is not restricted to only a formal leader. At the same time this approach lacks wide empirical research, specificity and conceptual

A leader is anyone who uses interpersonal skills to influence others to accomplish a specific goal (Sullivan & Decker, 2009). Eleanor Roosevelt, First Lady to President Franklin D. Roosevelt, worked on the Universal Declaration of Human Rights. Her enthusiasm for her work at the United Nations was rooted in her humanitarian convictions and her steady faith in human dignity and worth. With modesty, Eleanor considered her position on the Commission to be one of ambassador for the common people. Her sensible approach, optimism and energy allowed the smooth facilitation of meetings (Eleanor Roosevelt Biography, 1998). Not actually seeing herself as a leader, Eleanor preferred to work as part of a team, not like a boss. She followed her passion of making positive changes in people’s lives and knew

To inspire and influence others, a leader must possess many skills and abilities. As motivational speaker Peter Northouse, states, “a leader should be strong, but not rude; be kind, but not weak; be bold, but not bully; be thoughtful, but not lazy; be humble, but not timid; be proud, but not arrogant” (Northouse, 2013) Moving an entire group of individuals toward a singular goal is a considerable undertaking. Without effective communication skills and a clear vision of what needs to be accomplished, one will feel like they are trying to herd cats rather than leading.

I am excellent at relating to people and understanding why individuals make certain decisions. My ability to acknowledge and validate the emotions and actions of others has allowed me to create a positive repertoire not only in leadership positions, but also in daily situations. The key to my leadership style is close relationships with those I’m leading, which I usually create through frequent conversations or individual meetings. I believe that leadership is not a competitive ladder where I am above others, but instead a connective web in which I am the center of those I oversee. I have learned to be straight-forward and firm in setting rules and standards, while also being compassionate and understanding to individual

Leadership has become overly romanticized by popular culture, leaving little research and attention to followership (Meindl). This focus on leadership has left a deficit in the development of

Imagine you’re going on a hike through the woods, and after an hour or two you’re ready to head back, but as you look around at all your friends you realize no one knows how to get back. Being a leader means coming forward and taking charge, and figuring out the safest and fastest way to get you and your friends back home to safety. Many leaders have many different behaviors and ways that they lead. Many times my friends turn to me to make decisions about what we will do, where we will go, or simply where we will eat. My actions toward the situation define my leadership skills.

Leadership is about the interaction between the leader, the followers and the situation (Hughes, Ginnett and Curphy (2015, p. 15-26). If a given situation changes, the interaction between the leaders and followers can change dramatically. The leaders who understand well this interaction have a huge advantage because leaders are able to: