Energy Set John N. Roberts IIi

Being a leader is not considered a job or position. Becoming a leader is not a talent, job or position. Although, leadership can be rewarding and difficult at the same time. In today’s society, “the kind of leadership necessary to move social movements forward is very different from the type of leadership required in a military setting, especially on the battlefield. A more sharpened focus on leadership processes versus individual leader traits and behaviors deepens our understanding of the complexities and interactive nature of leadership” (Komives, Lucas and McMahon 2013, 46). My goal is to understand how to face the complexities in life as a leader to communities, universities, organizations, the workplace and the world. As a leader,

Leadership is the elaboration of group inspiration. One person entrusted as leader can implore the aid, and support of supporters in the accomplishment of a common mission. According to Gurdjian, Halbeisen, and Lane “Becoming a more effective leader often requires changing behavior. But although most companies recognize that this also means adjusting underlying mind-sets, too often these organizations are reluctant to address the root causes of why leaders act the way they do” (Gurdjian, Halbeisen, and Lane, 2014) However, today abundant businesses engross importance on the improvement of leaders. Some of the ultimate leaders were formerly followers, such as in instructive businesses. One aspect as leaders many have to contemplate in striving

Joseph Raelin (2016), a Northeastern University professor of management and organization development, recently published the article “Rethinking Leadership.” He said, “Leadership is really not about the leaders themselves. It’s about the collective practice among people who work together— accomplishing the choices we make together in our mutual work” (Raelin,

Throughout my time as a young adult I have had countless amounts of people tell me that they see me as a leader. They told me that I have the traits and the skills of someone who can have success in leadership positions. Truthfully, I never really understood what they meant. I knew that I was a good public speaker, but I never really understood what else I had. In high school I was always put in leadership positions whether it was an officer of the National Honor Society or captain of my sport teams, but I never really understood what drove me to attain those positions. I continued my quest for leadership positions in high school with every student organization I joined. Whether it was Pi Kappa Phi fraternity or Dance Marathon I felt the need to prove to others that I can more than just a member, but a leader. It wasn’t until I took this class that I truly understood what made me a leader. Because of this class I was able to better understand what are my leadership traits, my leadership styles, and how I use those in order to attain and succeed in leadership positions. Throughout this paper I will explain how Career Leadership Academy allowed me to realize what made me a leader and analyze the ways to improve at my future leadership positions.

A leader takes diligent time in considering the ability to adhere to other people’s interests and presents their followers with a positive mindset. This summer, I accepted an invitation to participate in the Dale Carnegie Young Adult Leadership Program. Attendees of this program learned several skills that can be applied to future experiences, especially on how to become an effective leader. Everyday, the attendees acted as leaders by accomplishing various tasks that forced them to reach out of their comfort zones. We acted as leaders by leading group

A dirty little secret of leadership development is there are few truly new and innovative ideas. Recently published books, tools, and concepts repackage ideas from decades or centuries ago to address the needs of twenty-first century leaders and organizations. For example, Amazon lists Extreme Ownership: How U.S. Navy SEALs Lead and Win by Jocko Willink and Leif Babin as the current best seller in business management and leadership. Willink and Babin’s ideas are solid and their stories are both inspiring and compelling. Nonetheless their concepts are not new. Academicians, practitioners, and leaders have highlighted these same principles for decades: check the ego, prioritize and execute, and decisiveness amid uncertainty, to name a select few. This is not a criticism, rather a reality of the leadership industry. Accordingly my contributions to the field are not uniquely inventive. Rather I excel at packaging existing ideas in creative, simple, and applicable ways that address my clients’ needs and inspire impactful leadership. I recently shared a set of risk taking tools with a client that demonstrates this skill.

Randy Roberts is a well-educated man. Roberts attended Louisiana State University, University of Nebraska, and Mansfield University where he graduate with Magna Cum

In the Leadership Challenge, 4th edition, it is Kouzes & Posner (2007) intention to present a road map for individuals to follow on their leadership journey. The authors stress that “leadership is not a gene and it’s not an inheritance.” Leadership they assert is “an identifiable set of skills and abilities that are available to all of us” (p. 23). They make clear that the “great person” theory of leadership is “plain wrong.” Leaders are our everyday heroes who do extraordinary things on a regular basis (p. 23).

My father once told me that, “everything we do— be it in academia, at work, social or family life—we are guided by principles, beliefs and values that collectively form our ideology of life.” I believe that every leader, to a certain extent, is shaped through her individual personal experience. Although in some cases, we may not realize to what extent our personal assumptions and beliefs shape our ability to lead or be led.

Kouzes and Posner remark that leadership experiences are "voyages of discovery and adventures of a lifetime…[and] they are challenging explorations under

Kouzes and Posner remark that leadership experiences are ?voyages of discovery and adventures of a lifetime?[and] they are challenging explorations under rigorous conditions? (174). While

Over the course of several decades, the depiction of leadership has changed. What was thought to be innovative and participative or transformational tactic to leadership has replaced the classical and autocratic or authoritarian approach. The step forward that not everything old is bad and not everything new is good was made somewhere along the way. It was determined that different leadership styles suited different situations, and it is the responsibility of each leader to figure out when to make use of an individual leadership approach or style. The two leaders selected for this assignment are Martha Stewart representing an authoritarian leadership style and William Shatner’s television character, James Tiberius Kirk from the starship Enterprise representing a transformational leadership style.

Christopher Newport UniversityThis paper will serve several key principles: to summarize my past, to explain which theories of development I find most applicable to my life today and to discuss my values and how they affect my style of leadership. Firstly, after analyzing the Leadership Identity Development Model, I find myself within the Exploration/Engagement stage; I am becoming involved with many new organizations, identifying my strengths and weaknesses, and developing my skills, while viewing where leadership takes place and considering my role within the process. Herein lies my life story, and the beginnings of the search for my leadership identity.

Although there are many outstanding, albeit necessary qualities of a good leader, it is the leader’s beliefs in which greatness is given its first breath, fostered by action, and spread throughout the institution. A great leader believes in encouraging, not destroying; in setting the precedence instead of yielding to prominence ; in collaboration, not division; in giving, not taking; and in having high standards and volunteering to be the first of many to be held to them. A great leader does not take advantage of the people being lead, but instead, creates an advantage for the people by giving them the opportunities to lead. Only when people take ownership of an institution will passion be cultivated, action be taken,

As a graduate student approaching her final semester in school, thoughts regarding my leadership abilities in the soon-to-be “real world” have occupied my mind lately. To further explore and develop my ideas about leadership, I decided to develop my personal leadership theory. So, I asked myself the following questions: What makes a successful leader? How do you recognize a leader when you meet one?, and lastly, what is my theory of leadership? With this last question I thought about what leadership meant to me personally and how I personified it in a role of authority. While I had given thought to how I led, I had rarely taken the time to fully understand what my personal leadership theory entailed. Throughout the length of this paper I will analyze how my leadership skills, traits, values and elements from both Authentic Transformational theories help me to shape my leadership philosophy. In doing so I hope to define the leadership values that influence the way I view and practice leadership.