Status Quo

In his article, Good Leaders Are Willing to Change Their Minds, Todd Henry emphasizes that a vital trait of a leader is learning to change perspectives. He reveals, within the article, that learning is the motive to “seek the truth.” Unfortunately, individuals are hindered from pursuing such truths due to fear and occasionally having a high ego. As Henry states, if one doesn’t “open [him/herself] to the idea that he or she doesn’t know everything,” it is impossible to think or act innovatively. In a larger context, it is impossible to be oneself. However, there is an extent to which one can change his or her viewpoint. Although Henry implies that the ability to change a perspective is due to the advance “understanding of a topic,”, if the perspective

The author Steve Willis (2008) in his above named article seeks to discourage leaders from adopting a one dimensional approach to overcoming resistance to change. This approach is similar to the well know adage ‘my way or the highway’ which in some cases might work when there is autocratic or coercive power being applied. Usually however, this approach is not conducive as a long term strategy. He goes on to provide empirical data to buttress his argument in support of, rather adopting a

Furthermore, Fullan points out that leaders should have good ideas and present them well (the authoritative element) while at the same time seeking and listening to doubters (aspects of democratic leadership). They must try to build good relationships (be affiliative) even with those who may not trust them. Leaders must learn to accept resisters for two reasons. First, they sometimes have ideas that we might have missed, especially in situations of diversity or complexity or in the tackling of problems for which the answer is unknown. Second, resisters are crucial when it comes to the politics of implementation. In democratic organizations, such as university, being alert to differences of opinion is vital. Successful organizations don’t go with only like-minded innovators;

The leader that I am today is confident but still inexperienced. I still have plenty to learn in order to be the leader I want to be in the future. I want to be a leader who is always striving for perfection and always keeping an open mind to the possibility of change and new leadership techniques. Nahavandi states (2006), despite our knowledge, there is also much we still do not know. Leadership as we traditionally know it—command and control—does not address the rapid social, cultural, and organizational changes that are occurring globally (Nahavandi, 2006). This is why we need to be always vigilant and open minded to the new theories that are always being introduced in this global society. According to Nahavandi (2006), future leaders must

The formations of great decisions are due to past choices. Great leaders are not afraid to fail. In the past, great leaders have failed, more if not at least, as often as a leaders have succeeded. Great leaders learn from past decisions (Kase, 2010).

Entering a doctoral program at Concordia University with a background in leadership and organizational development, I felt fairly confident that I would be able to successfully define what it means to serve as a leader. Early in my studies, I recall proudly examining my bookshelves as I perused titles such as, The Art of War, How to The Articulate Executive, In Search of Excellence, Leadership Brand, and Execution: The Discipline of Getting Things Done. This sense of pride was short lived, as I discovered through my studies that most of these titles, and countless others in my library, offered complicated and often opposing perspectives on what it means to serve as a leader. The majority of these works focus primarily on a myriad of skills and techniques that the leader may employ in order for them or their business to succeed. As a result of this haze, would be leaders are often left wondering why they are not successful while pursuing these approaches. The answer to these lack luster results is quite simple. The typical leadership perspective has been consumed by focusing on the leaders success rather than on the success of those they lead. Old paradigms of leadership represented by authoritarian (Brown, 2013) styles of management which seek advantage through the collection of resources, power, and information have proven to be ineffective and have distracted many from the basic need of a leader to serve others.

Leaders don’t have to confine their leadership abilities within the jurisdiction of their own. Sometimes, we have a chain of events unfolding in front of us and based on our experiences we know they would lead to undesirable outcomes. How often do we find ourselves “in a rut”, getting sucked into this infinite loop and loose the ability to critically think of solutions to day-to-day issues and problems? In this paper, I will discuss the issue and apply the frameworks and techniques learned from the “Leading in Turbulent Times” course.

Great leaders have the ability to challenge the process by seeking for opportunities that break the status quo and go against the current condition of things through experimentation and risk-taking. These leaders inspire a shared vision by looking / heading at a future that is different than the present and convince the others to join them in an effort to attain this new and perhaps improved reality. Providing a climate of collaboration and strengthening enable others to act. Providing an example to others for success and winning is the next component that models the way and finally, appraisal and celebration of success encourages the heart.

Time is changing so does the portrait of the Leader. Globalization, less hierarchical structures, complexity and ambiguity only add to the importance of sharing and distributing knowledge, social responsibility and initiatives more widely.

Over the globe, we oppose an increase hole between the interest for initiative, and the supply of pioneers prepared to attack the difficulties that must be beaten for their organizations to pick up an aggressive power. Business is more unpredictable, conflict is severer, representatives have higher desires, and assets are rare. The Administration isn 't getting any less demanding. By learning how to manage these factors, you can discover how to leverage your strengths as a leader, more quickly prepare yourself to take on

Looking back on my first thoughts on leadership at the beginning of the semester, I am actually surprised by how sound my understanding has been established. Before having done much reading on the subject, I believed that an excellent leader creates an organisational culture conducive to the sharing of ideas and opinions amongst colleagues and equips them with the confidence to implement new initiatives (Heino, 2013).

Intellectual Stimulation – Transformational leaders not only challenge the status quo; they also encourage creativity among the followers. The leader encourages followers to explore new ways of doing things and new opportunities to learn.

Innovative leaders take reasonable risks when bringing a new product or service to market. They also expect to fail more than they succeed. Taking acceptable risks starts with experimenting.

A leader that exemplifies great leadership is not only a focus that focus on what they are doing right, but there is also a focus on what he or she is doing wrong. Leaders have habits that they practice that can be effective in their leadership and others than can cause their leadership to fail. Some leaders consistently achieve success in their organization by gaining respect, trust, and loyalty from others that they are leading. These are transparent leaders and they lead from a perspective to successful achieve positive results, while also building great work relationships with their staff. Effective leaders do not practice dismissing the viewpoints of others that are trying to express themselves, but instead they

The leaders must understand how the world is changing in relation to the organization and how to relate their desires for success to possible changes (Allen and Strathern, 2003). At times the first intervention must be to shake leadership reality to the possible for change as leaders can get caught in the routine of something that is working, success can build complacency. If leaders are satisfied with the way things are there is no vision for the future and change that could be made to keep the organization relevant may pass by.