Master of Science in Leadership RG 5043

December 13, 2017 Dear Future Excellent Resonant Leader Self: Do you remember about our firm belief that a great leader needs to possess an excellent vision? Great leaders want to inspire positive change that will influence humanity. To be successful in attaining the vision, trust within the team, community, and family is of utmost importance.  Without trust, our vision will be unattainable.   We have always envisioned ourselves as a teacher, a mentor, and an excellent leader of the diverse workforce having a profound connection with them in the present.  Developing and maintaining a shared vision with them by intently listening to what they think and desire, appreciating their hopes and dreams and attending to their needs.  Most importantly, leading them into the future by regarding their human conditions.  Our underlying philosophy is to provide the highest quality of leadership to our team, service to our customers, and strengthen our relationship with our family, friends, an

A resonant leader is someone who conditions, s elects and influences a follower or followers with different abilities and skills and who aligns the follower or followers’ mission and goals to the organization's goals and mission.  As a resonant leader, I have the need to validate my commitments to the values of a) showing humility; b) displaying mercy and belief to the actions of his/her follower(s), and c) controlled discipline.  To be a great leader, I need to be courageous and possesses integrity, humility, honesty and with clear vision who believes in teamwork and is a strategic planner. According to Boyatzis & McKee (2005), a resonant leader encourages the people around him/her by creating an environment that is supportive of innovation, creativity, and change.  They develop the ability of self-honesty while holding other accountable and uphold standards of excellence.  Resonant leaders work with their followers in finding individual strengths that benefit both the orga

            According to Boyatzis and McKee (2005), our real self is a consolidation of the way we regularly act , our experiences, our dreams, visions, beliefs, and values, our social identity, strengths, and weaknesses.   After completing the exercises in Chapter 5, I have learned that t he standards that are most important in my life are reasonable, reliable, ethical, loving, and spiritual.   I have always been consistent and competent individual to my family and in the workplace.   At work, as a leader, my direct report and colleagues know that I am an honest and secure to get along with the person .   They know that they can always depend on me to respond to their needs promptly .   Whenever my direct reports commit errors or submit their reports not on a timely manner, as far as I can help it, I make sure that I give them the benefit of the doubt and let them present their case.   As a leader, my colleagues and direct reports respect my moral stands.   Individuals who kno

            According to Boyatzis and Akrivou (2006), our ideal self is the emotional trigger of our intentional change to positivity.  It has three significant elements namely: an image of the desired future; hope; and a comprehensive sense of one’s core identity (Boyatzis and Akrivou, 2006).  Boyatzis and Akrivou (2006) further stated that the three elements are deficiencies that need intervention therapeutically and with intrinsic motivation.  Intentional change requires hard work and frequently fails due to insufficient passion and proper innate motivation.             Akrivou et al. (2006), wrote that shared visions, aspirations, and intentionality are what drives group transformation and change.  Positive emotions are pivotal to the effectiveness of an intentional group development.  When a transformation need arises at a group level, it can be facilitated or induced through an informal or formal positive or decisive emotional leadership.  Positive emotions that are profound em

With my current situation at work and at home, there are so many adversities that present themselves in finding appropriate resolutions to the problems and issues that I face daily at home and in the workplace.  At times, I see myself settling for taking short-cuts or simple decisions just to offer interim recommendations to the problems I face that are mounting and hope to move to the next situation that needs attending.  In the end, I found that I had not resolved anything since the real core or center of the problem was never dealt with from the very beginning.             In my line of business as human resources professional, I have come across of the difficulties that a leader could experience when joining a new team as a leader.  When positioned as Assistant Director of Human Resources, the team was lead by a director who could not lead the team with clear vision and goal.  There was no cohesiveness in the setting of goals, and the team’s role was not clarified.  The members

            Goleman (2012) described emotional intelligence as the behavior that we possess in handling ourselves in certain situations and our relationships with others.  According to Boyatzis & McKee (2005), there are four dimensions of EI where the first two domains ascertain the way we manage and understand who we are and our emotions (self-awareness and self-management).  The last two domains prescript how we handle and understand the feelings of the people around us and to build a relationship and  (social awareness or empathy and relationship management or social skills).   George (2012) indicated that to become an authentic and valid leader we need to gain self-awareness that involves real-world experiences.  Developing self-awareness and critical thinking has enabled me to make better decisions regarding information or data that are of no value and distinguish differing logical errors in resolving current issues or problems.  Re-evaluating my core values helped in defin

            According to McKee et al. (2008), resonant leadership may not be a common practice of leadership, but it is a plain common sense.  Leadership is an individual’s capacity to translate his or his vision into materiality while empowering others.  A leader has the power to influence the emotional states of the individuals that surround them.  To achieve goals that are challenging and complex, leaders need to develop their social and emotional intelligence.               Reflecting on my responses from the exercise, I discovered that I am a resonant leader, but I need to find a balance between overworking myself due to being too emotionally invested and at the same time be authentic and genuine to myself finding a balance between work and personal life.  According to Puddicombe (2012), our mind whizzes away like a washing machine that keeps on turning trying to deal or process varied emotions that are complicated and confusing. Those conflicting emotions are distractors that