EVOLVING LEADERSHIP APPROACH 1

Leadership Paper: My Evolving Leadership Approach

Rosalyn Serrano (10161701)

SOWK 667: Leadership Theories in Action (Human Services)

Rida Abboud and Jacqueline Fields

University of Calgary

August 14, 2017

EVOLVING LEADERSHIP APPROACH 2

Leadership Paper: My Evolving Leadership Approach

My Evolving Concepts of Leadership

I have developed evolving concepts of leadership through literature, class material and

group presentations. I realize that leadership is multifaceted and there is no single “best” style of

leadership. I identify with the situational leadership approach, which is the ability to adjust

leadership style to the ability and willingness of an employee or group (Schermerhorn, n.d). I

believe it is critical to be mindful, when approaching diverse situations. For instance, I would

implement a charismatic leadership style when facilitating an advocacy group. I would use my

position to try to elicit participation and creativity among group members during discussions.

Although, coercive leadership approach may be labeled as “less-desirable” (Fields, 2017, Slide #

5), I would implement this approach in certain situations, such as during a crisis. This was

exemplified while I was at home with my brother. He had a seizure and it was my role to provide

safety and care for him. I directed my mother to call 911 and I performed first aid. By

implementing reflective practice, I can evaluate the effectiveness of the leadership approach that

may be suitable in certain situations and learn from my mistakes so they are not repeated. As

leaders, I believe it is critical that we practice humility and adaptability.

I am developing an understanding of the five practices of becoming an exemplary leader,

including, model the way, inspire a shared vision, challenge the process, enable others to act and

encourage the heart (Kouzes & Posner, 2012). As an evolving leader, I aspire to practice

challenging the process. I plan to accept inspiring professional opportunities in order to test my

abilities, such as lead projects. According to Wheatley (2007), “ leaders are necessary to foster

experimentation [and] to help create connections across the organization…” (p.70). My

EVOLVING LEADERSHIP APPROACH 3

understanding of this quote is that leaders are likely to have power to create change, challenge

frameworks and empower employees to apply their strengths and abilities.

I recognize that the leadership group presentations portrayed examples of exemplarily

leadership practices. The presentation on youth homelessness represented a leader practicing

enabling others to act (Kouzes & Posner, 2014). This leader promoted collaboration among the

team and clientele. In my group presentation on large systems, we recognized that our leader

practiced modeling the way (Kouzes & Posner, 2014). We identified that our leader stood up for

her beliefs and confirms her values by acting on them. For instance, our leader values

professional relationships and affirms this value by initiating social events.

I gained an understanding that the transformational leadership approach is an effective

model that promotes a collaborative and creative work environment (Stone, Russell & Patterson,

2014). I witnessed transformational leadership in my workplace by my supervisor through her

encouragement of using different problem solving approaches, and through the promoting of

overall team spirit. Although a majority of literature represents transformational leadership as an

effective model (Ekaterini, 2010), I understand there are drawbacks. This theory seems to be

based on the ability of the leader to inspire and generate enthusiasm within the organization

(Kendrick, 2011). It is unlikely that all leaders of organizations have this ability. Additionally,

when leaders are given unreasonable deadlines this may lead employees to feel uninspired. I

aspire to practice transformational leadership qualities of trustworthiness and role-modeling.

I learned that transformational leadership has a potential impact in the non-profit sector

(Seyhan, 2013). This model may help us understand how societal changes influence non-profit

organizations, and how they assist in the development of innovative strategies to overcome

systematic challenges (Fields, 2017, Slide #11). Transformational leadership has been
EVOLVING LEADERSHIP APPROACH 4

successfully implemented at YWCA Calgary. In this organization, the supervisor engages in

inspirational supervision and role-models ethical behavior (YW Calgary, 2017, Slide #12).

According to Kendrick (2011), transformational leadership is built on a foundation of ethical

behavior. Leaders engage in ethical behavior by showing commitment and setting boundaries.

The YWCA supervisor applied system thinking, particularly on change in one area effecting

change in another (Morely, 2017, Slide # 32). According to Wheatley (2007), “local actions can

emerge as a powerful influence at a more global or comprehensive level” (p.178). In my opinion,

this quote represents the importance in implementing the systems approach in leadership. This

was exemplified when I worked at an organization with youth with developmental disorders. We

experienced community inclusion challenges. This issue affected clients, our organization,

families and the community. By collaboratively working with families and the community, we

advocated for community inclusion and offered solutions. As leaders, we have the power to

encourage people and communities to use their energy and resources to gain desirable outcomes.

Potential Leadership Challenges within my Workplace

At my workplace in Forensics, there are potential leadership challenges. Resistance to

change is likely an issue. New employees share innovative practices within our organization,

such as implementing more outreach services. There is a potential that some staff might refuse

changes in our organization. Additionally, communication could be a challenge. Our leader

might have difficulty in balancing authority and approachability. For example, some employees

might feel intimidated when approaching our leader because she can present as distant.

Employees might make mistakes that could have been avoided if they felt comfortable with our

leader. Lastly, our leader’s personality traits might interfere with her ability to reach our

organizations’ goals. For instance, our leader’s decisive nature might alienate our employees by
EVOLVING LEADERSHIP APPROACH 5

minimizing consultation time or by implicitly ignoring employees’ advice. The challenge is to

understand how our leader can adapt her behavior accordingly to situations in the workplace.

The Implementation of my Evolving Concepts into Leadership Challenges

In combating resistance to change, I would implement a situational leadership approach.

For employees who are resistant to change, and have moderate readiness in situations and are

insecure about work tasks, I would implement the participating style (Schermerhorn, n.d). I

would encourage employees to share their reasons for resistance to change. I would analyze

these responses and work to promote collaborative problem solving. For employees who are

resistant to change and are willing to accomplish tasks, I would implement the selling style

(Schermerhorn, n.d). I would provide a persuasive explanation that change is in their best

interest. In order to resolve workplace communication challenges, I would engage in exemplarily

leadership practices (Kouzes & Posner, 2012). I would role model healthy communication skills,

such as, practicing transparency and respectfulness. I would challenge communication issues,

analyze the causes and facilitate a group discussion to assess the issues and initiate options

(Fields, 2017). In order to cope with personality traits that might interfere with obtaining

professional goals, I would implement transformational leadership practices. I would identify my

personal characteristics and behaviors in relation to my professional self. For example, my

impatience can impact my professional relationships with my clients. I tend to focus more on

paperwork, and consequently, building rapport sometimes becomes secondary. By reflecting on

the connection between my personal and professional self, I can learn how to appreciate and

adapt my personality traits into the workplace. I believe that leaders are likely to become more

successful when they understand the interconnectedness between the personal and professional

selves in order to connect with the world and promote social change (Kenny, 2012).
EVOLVING LEADERSHIP APPROACH 6

References

Ekaterini, G. (2010). The impact of leadership styles on four variable executives workforce.

International Journal Business and Management, 5, 1-16.

Fields, J. (2017). SOWK 667: Leadership theories in action. [In-class PowerPoint Presentation].

Kendrick, J. (2011). Transformational leadership. Professional Safety, 56, 14.

Kenny, C. & Fraser, T. (2012). Living indigenous leadership: Native narratives on building
strong communities. Vancouver, BC: UBC Press.

Kouzes, J., & Posner, B. (2014). The students leadership challenge: Five practices for becoming

an exemplarily leader. San Francisco: CA. Retrieved from

http://ebookcentral.proquest.com

Morley, H (2017). YW Calgary Practice Shift [In-class PowerPoint Presentation].

Schermerhorn, J.R. (n.d). Leadership: A leader lives in each of us, Module 16. Retrieved

fromhttp://higheredbcs.wiley.com/legacy/college/shermerhorn/0471734608/module16.pd

Seyhan, O. (2013). A primer for transformational leadership in nonprofit sector. Yonetim

Bilimleri Dergisi, 11, 251-275.

Stone, G., Russell, R., & Patterson. (2004). Transformational versus servant leadership: a

difference in leader focus. Leadership & Organization Development Journal, 25, 349-

361.

Wheatley, M. (2007). Finding our way: Leadership for an uncertain time. San Francisco, CA.

Berrett-Koehler Publishers.

YWCA Calgary. (2017). Supervision framework. Calgary, Alberta: YW Calgary.