Being “A different kind of leader” is the ultimate goal in
my life since I first pinned my Lieutenant bar in the Army. I always wanted to
inspire, lead, change, and motivate another human being when he or she believes
they cannot accomplish their goal or situation at hand. Rosen (2014) states, “Instead
of focusing on short-term action and behavior, great leadership stems from
something more profound-certain essential qualities that form the roots of
healthy leadership. In other words, effective leadership is a function of who you
are, not what you do” Just as Denning (2011) discusses the interactive leader,
one who participates, connects, that fits the modern need, free of ego, and
leadership that has feeling. All these dimensions and traits is something that
not only I should follow but for others who I work with as well or anybody for that matter who hold the
title of a “leader.”
These dimensions will help me in the future because it will
serve as guide, reference, and reality check because there will be times where I
know (personally) i will slip from the cracks and veer off. Which I believe all
goes back to my purpose of why I wanted to be a leader. Mourkogiannis (2007) states,
“Purpose is so powerful because it is founded on deeply held ideas about what
is right and what is worthwhile.”(p.29) If I have my purpose in my leadership
endeavors I know I will be fine. It will allow me to instill what I believe my
organization can do, what is, and what it can be.
The first dimension I want to talk about in reference to
Denning (2011) is “free of ego.” He states that “true leaders do not lead
because they are expecting something in return.” (p. 280) this is something I used
to be my downfall. I remember when I was deployed and everybody who sat in an
office received a bronze star award (which is a prestigious award to receive during
wartime) and those (like me) who was put in in harm’s way on a daily end received
something lower. I failed to remember that I was there for my soldiers and not
the award. When I came home there was a lot to think about and self-reflect
which I most definitely did.
The second one I would like to discuss is leadership that participates.
Denning (2011) states that “in most leadership situations, trust, respect, and
collaboration are simply more effective than preemptive domination.” (p.271) When
all the other officers are at home enjoying their comfort in their bed and
being with their families, I am out and about with my soldiers being with them
out in the field until the day we are supposed to go home. Soldiers see that
officers who are sweating, hurting, tired just as much as they are but are
still motivating enough to get them through the training is what gains those
specific traits that Denning (2011) discussed of trust, respect, and collaboration.
The third is leadership that has feeling. Denning (2011) states
that “Interactive leadership involves passion.” (p. 283) I have a passion for
what I do and that’s being with soldiers and taking care of them. Denning (2011) also discusses
something called “well-targeted and well-deployed emotion.” (p. 285) There was
a time where I didn’t give a hoot about anything or anybody in my organization.
I just wanted to do my minimum time in service and get out of the unit,
however, after I came home from my deployment that all drastically changed. I
wanted to continue to learn my craft, my soldiers, and my organization. My
passion for the art of leadership was created. I never looked back after that.
References:
Denning, S. (2011). The Leaders Guide to Storytelling: Mastering
the Art and Discipline of Business Narrative. San Francisco, CA: Jossey-Bass.
Mourkogiannis, N. (2007). Purpose: The starting point of
great leadership. Leader to Leader, 2007(44), 26-32. doi:10.1002/ltl.228
Rosen, B. (2014). The grounded executive: The secret to
great leadership in today's turbulent world. The Journal for Quality and
Participation, 37(1), 4-7. Retrieved from
http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/1498365578?accountid=27203
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