LEADERSHIP STATEMENT

Jeremiah Hall . LIS581 . 2/12/2013

Leadership What is it?

Leadership is less about your needs, and more about the needs of the people and the organization you are leading (Wall Street Journal,
2009).

Leadership is not negative; its a positive force and vital tosuccess (Rooks, 2011, p. 14). To bring change, leaders must usher movement through a cycle of awareness, action and results (Farrington, 2009, p. 8)

Leadership vs. Management

Leadership is not the same as management - an important distinction in making my personal leadership statement. Kotterman describes management as the delegation of tasks, micromanaging, planning and setting up organizational controls and processes, while leadership is about longrange goals, direction and vision or the less tangible elements of an organization (2006, p. 15).

Leadership Styles
In business literature there exists numerous leadership styles, but here are some generally agreed upon styles: Commanding
Dominant/Controller Promotive Supportive/Facilitative Analytical
(From Bergfeld in Farrington, 2009, p. 8)

Visionary Democratic Coaching Affiliative Pacesetting

(Wall Street Journal, 2009)

Transformational vs. Transactional

(Politis, 2001, p. 356)

My Leadership Style
My personal leadership style is best described as transformational.

This is compatible with promotive, democratic, coaching and visionary leadership styles.
The values these styles share focus on excelling at vision and mobilizing resources and people to succeed (Farrington, 2009, p. 8).

My Leadership Style
Transformational leadership provides a way to move people towards ashared dream (Wall Street Journal, 2009) which relates to visionary leadership. Transformational leadership also values the roles that individuals have within the organization, which is important to democratic ideals where followers opinions and views help drive the direction and vision.

Transformational Leadership
From:http://www.devel opmentsolutions.org.u k/articles/Transformati onal-leadership.html

Values and Strengths

Transformational leaders are: Charismatic they instill pride, faith and respect (Politis, 2001, p. 356) Intellectually Stimulating they push followers to think in new ways (Politis, 2001, p.
357)

Promotive they capitalize their strengths in bringing people on board with big ideas
(Farrington, 2009, p. 8)

Transformational Vision
Transformational leadership inspires followers to exceed their own self-interest for the good of the organization (Politis, 2001, p. 356). In combining vision with a charismatic leader, it integrates task-oriented leadership and people-oriented leadership, so people will perform tasks because they are happy toas they are inspired by the vision of the organization and its leader (IABMP, n.d.).

My Strengths & Values

I have the ability to look at the bigger picture and help others to share in my vision and goals. I am good at delegating while respecting each individuals interests to enhance stimulation (Politis, 2001, p. 356). Humor is another strength that I posses which can be used in leadership to diffuse situations and overcome difficulties (Holmes & Marra, 2006, p. 124).

My Strengths & Values

I see value of followers ideas as part of democratically transforming an organization.

The ability to coach is another strength I have, which is important for engaging staff to help them work towards their highest levels of excellence through support, mentoring, and counseling (Macmillian, 2011, p. 2).

Conflicting Leadership Styles

Transactional leadership, while not entirely opposing, is more concerned with contingent reward where followers benefit from close direction. Also this style is less concerned about vision and setting goals (Politis, 2001, p. 357). Commanding or dominant leadership is conflicting because of its militaristic style of employing criticism that can undermine morale (Wall Street Journal, 2009).

Conflicting Leadership Styles

Supportive or facilitative leadership styles can also be seen as conflicting as those styles are more concerned with harmony in the group and consensus (Farrington, 2009, p. 8) than leading through shared vision and a charismatic leader. Leaders should lead, not command. Then staff want to follow because they believe in the leader, not because [they are] are obligated (Rooks, 2011, p. 14).

Transformational - Weaknesses
Transformational leadership requires a dynamic charismatic leader which is more of an extreme personality than a common trait for most managers (Rooks, 2011, p. 15). Transformational leadership is more proactive and less reactive, which can be difficult when directed action is required by an organization - particularly in crisis management (Wall Street Journal, 2009).

My Weaknesses
I am not as charismatic as I should be although most of us do fall between quiet leaders and highly charismatic ones (Rooks, 2011, p. 15). I tend to dominate the vision of groups I work with and underutilize democratic processes for setting goals and direction. I am not as proficient in interpersonal communication skills as I should be.

5-Year Outlook & Plan

To help my development as a transformational leader over the next five years I plan to:

Lessen dictatorial tendencies especially in regards to adhering to the vision I have in mind. Become a better communicator to engender more unified support for a shared vision.
Strengthen my ability to coach and encourage my colleagues.

5-Year Outlook & Plan

Increase my awareness of what others bring to the table in terms of skills, ideas and knowledge. Build on compatible leadership styles to enhance and encourage transformation.

Libraries are in desperate need of transformational leadership considering the current economy and information saturated marketplace.

References
Farrington, E. L. (2009). Developing your own personal brand of leadership. Women in Higher Education, 18(10), 8-9. Holmes, J. & Marra, M. (2006). Humor and leadership style. Humor 19(2), 119-138. IABMP(International Association of Business and Management Practitioners). (n.d.). The advantages of visionary leadership in organizations. Retrieved from http://iabmp.org/the-advantages-of-visionary-leadership-inorganizations Kotterman, J. (2006). In my viewLeadership versus management: Whats the difference?. Journal for Quality & Participation, 29(2), 13-17. Leadership Styles. (2009, April 9). Wall Street Journal, retrieved from http://guides.wsj.com/management/developing-a-leadership-style/ how-to-develop-a-leadership-style/

References
Macmillan, M. (2011). A coach approach to staff engagement. Partnership: the Canadian Journal of Library and Information Practice and Research, 6(2), 1-9. Women in Higher Education, 18 (10), 8-9. Politis, J. D. (2001). The relationship of various leadership styles to knowledge management. Leadership & Organization Development Journal, 22(8), 354-364. Rooks, D. C. (2011). Leadership: Some Personal Thoughts. Texas Library Journal, 87(1), 14-16.

Image Credits
Title Page: http://www.smu.edu/Lyle/undergrad/hcel Slide 3: http://seekingsharedlearning.blogspot.com/2012/09/leadership-andmanagement.html Slide 6 (bottom right): http://www.ctpsych.org/about/Pages/Leadership.aspx Slide 11: http://online.wsj.com/article/SB1000142405270230364010457743963 2010820526.html