Master of Science in Leadership RG 5043

             Nine weeks ago, I viewed leadership as a specialized or shared influence process and a direct or indirect administration.  A leader who is in a dedicated leadership role, in general, has the responsibility to lead its followers in accomplishing a common task while a leader who is an extraordinary influence does not have to be the “chosen leader” of a group.  The leader has the innate power to motivate an individual or a group of people either directly or indirectly with an intended result for the benefits of one collective group.  Leaders like CEOs of an organization have a direct influence on their employees.  They have the authority to implement organizational policies and procedures that employees of the organization are required to comply.              My simple or basic definition of leadership from nine weeks ago has changed if not improved.  I was enthralled by Northouse’s comments or definition of a Leader-Member Theory and Hongdan Zhao’s research finding on the

             Nine weeks ago, I viewed leadership as a specialized or shared influence process and a direct or indirect administration.  A leader who is in a dedicated leadership role, in general, has the responsibility to lead its followers in accomplishing a common task while a leader who is an extraordinary influence does not have to be the “chosen leader” of a group.  The leader has the innate power to motivate an individual or a group of people either directly or indirectly with an intended result for the benefits of one collective group.  Leaders like CEOs of an organization have a direct influence on their employees.  They have the authority to implement organizational policies and procedures that employees of the organization are required to comply.              My simple or basic definition of leadership from nine weeks ago has changed if not improved.  I was enthralled by Northouse’s comments or definition of a Leader-Member Theory and Hongdan Zhao’s research finding on the

           Northouse (2016) described an authentic leader in three differing perspectives.  In an intrapersonal perspective, authentic leaders lead genuinely and from convictions.  Next, in an interpersonal standpoint, the authenticity of a leader materializes in the interactions between a leader and a follower.  Moreover, from a developmental perspective, authentic leadership is developed over a life span and possibly ignited by a significant life event (Northouse, 2016, p. 196).               Bill George (2012) indicated that to become an authentic leader we need to gain self-awareness that involves real-world experiences.  As a Human Resources Professional and leader, the most instructional experiences I have were my interactions with my team at work.  In the workplace, my colleagues and Regional Executive Director are very open with their positive criticism when they notice or realize that I am overworking myself to the extent that sometimes it affects my judgment and quality of

Reflecting on the past leaders, I have encountered or worked with, one particular leader that stands out is Dr. Trudie Kibbe Reed.  Dr. Reed was the fifth University President of the “Great” Bethune-Cookman University.  She was also the first woman President after B-CU’s founder Dr. Mary McLeod Bethune.  Under Dr. Reed’s leadership and initiative in the launching of B-CU’s Master’s Degree Program in Transformative Leadership, Bethune-Cookman University attained its university status in 2007.  Dr. Reed’s leadership style was charismatic, transformative and her leadership was student-centered.  As a charismatic leader, Dr. Reed stimulated the enthusiasm and commitment of the faculty, staff, and students of B-CU.  She did this by enunciating the significance of her vision for the university, its stakeholders, and the community.  Dr. Reed reactivated Dr. Bethune’s vision of eradicating hopelessness and desolation in pursuit of education through community outreach programs and civic enga

Talgam’s interpretation of the different styles conducting an orchestra is very similar to describing leadership styles in the workplace.  Talgam considers himself as Leonard Bernstein’s protégé, connected different performing styles of conductors to organizational leadership such as autocratic, transactional, transformational, participative and laissez-faire.  Talgam compared his experience as an orchestra conductor to a leader in the workplace where in the midst of conflicts or chaos in the workplace, a simple act of listening or showing empathy to its workgroup, chaos, conflict or a noise becomes music to everyone.  Interpreting the first video presented, the Vienna Philharmonic Orchestra were performing harmoniously without glancing at the conductor.  Audience or observers were free to participate by clapping their hands which were very unusual for a Viennese public.  The orchestra conductor was contented and jubilant with the orchestra’s performance.  Just like in the workplac