Final Course Project—Self-Reflection Of Leadership

Final Course Project—Self-Reflection of Leadership This course has major project assignments due in Weeks 3 and 5

This course has major project assignments due in Weeks 3 and 5. It will take more than a week’s effort to adequately complete them. Plan time to start the research and other work for those assignments earlier than the week in which they are due. In Weeks 1 and 3, you focused on a famous leader and his or her leadership style, ethics, moral intelligence, credibility, principles, power, and beliefs. You also assessed the effect the leader had on the culture and ethics of the organization.

Now, it is time to take what you have learned in those areas and apply it in self-reflection. Analyze your own principles, values, beliefs, and behaviors, citing examples and research to support your assessment. What are your fundamental principles (e.g., four universal principles)? What are your core values? What are your beliefs about people in organizations, people outside organizations, power, processes/policies, and profit?

In what ways do your behaviors align (or don’t align) to your principles, values, and beliefs? From research, choose two leadership theories that you most relate to in terms of your own leadership. Provide a substantive synthesis of each leadership theory, including primary authors or researchers, the major points of each theory, and the similarities and differences between the two theories. Analyze your leadership in relation to each of the two leadership theories, discussing how your principles, values, beliefs, and behaviors align (or don’t align) with each of the theories. Compare your own leadership qualities with that of the leader you used in Weeks 1 and 3.

Where are you similar to that leader and where are you different from that leader? Use examples and research to support your assessment. Using examples and research, justify at least three key insights from your study that you can use to enhance the ethical aspects of your leadership influence.

Paper For Above instruction

Leadership is a complex interplay of principles, values, beliefs, and behaviors that shape an individual’s influence and effectiveness within organizations. Reflecting on one's own leadership style involves a deep understanding of personal principles, the alignment of actions with core values, and an awareness of how theoretical frameworks underpin leadership behaviors. This paper explores my personal leadership principles, analyzes my alignment with selected leadership theories, and compares my qualities to a renowned leader studied previously, culminating in insights to enhance ethical leadership.

Personal Principles, Values, and Beliefs

My fundamental principles are rooted in integrity, respect, responsibility, and fairness. These are aligned with the universal principles of justice, honesty, compassion, and respect for others (Kohlberg, 1981). My core values emphasize transparency, accountability, and empathy, which serve as guiding lights in decision-making and interactions. I believe that people are inherently capable of growth and that organizations should foster environments that promote development and inclusivity. I also believe that power should be exercised ethically, emphasizing servant leadership principles, and that organizational policies should prioritize stakeholder well-being over mere profit maximization (Greenleaf, 1977).

My beliefs about organizations suggest that effective leadership involves empowering individuals, fostering ethical cultures, and promoting shared visions. I hold that leaders should act as catalysts for positive change, demonstrating moral courage and accountability. These beliefs influence my behaviors, prompting me to practice honesty, listen actively, and seek consensus while making decisions.

Alignment of Behaviors with Principles and Values

In my actions, I strive to embody my principles through consistent ethical conduct and by promoting fairness in team interactions. However, challenges such as balancing transparency with organizational confidentiality sometimes create moments of misalignment. For example, I believe in open communication, but in scenarios involving sensitive information, I exercise discretion, which can appear inconsistent with transparency. Reflecting on these moments helps me recognize areas for growth in authentic leadership behavior.

Leadership Theories and Personal Reflection

Two leadership theories resonate deeply with my approach: Transformational Leadership and Servant Leadership. Transformational Leadership, primarily developed by James Burns (1978), emphasizes inspiring followers to transcend self-interests for the collective good by motivating through vision, charisma, and intellectual stimulation. Key aspects include promoting change through moral and ethical elevation, fostering innovation, and empowering followers. Conversely, Robert K. Greenleaf’s (1977) Servant Leadership focuses on leading by serving others, prioritizing the needs of followers, and cultivating a sense of community and ethical responsibility.

Both theories highlight ethical conduct, empowerment, and fostering growth, yet they differ in emphasis. Transformational Leadership centers on inspiring change and elevating followers' morals through vision and motivation, while Servant Leadership explicitly prioritizes service, humility, and the development of others as core attributes.

Relating these theories to my leadership, I find that I naturally gravitate toward transformational approaches, aiming to motivate and inspire team members through shared vision and personal development. My leadership aligns with the core principles of transforming organizational culture by promoting collaboration and moral purpose. Similarly, I emulate Servant Leadership in my focus on serving others, practicing active listening, and fostering ethical environments where individual growth is prioritized.

However, differences arise in my tendency to emphasize vision-oriented change, which in some instances might overshadow the humility and self-effacement characteristic of pure Servant Leadership. For example, while I aim to inspire innovation and change, I am conscious of the need to remain humble and attentive to followers' needs, thus integrating both theories into a balanced leadership approach.

Comparison with a Renowned Leader

The leader I studied in Weeks 1 and 3 was Nelson Mandela, renowned for his resilience, integrity, and commitment to reconciliation. Like Mandela, I value ethical conduct and social justice, and I believe that leadership entails moral courage to challenge unjust systems. Where I differ is in scale; Mandela’s leadership was characterized by overcoming systemic oppression through patience, negotiation, and unwavering commitment, whereas my leadership context tends to be more organizational and team-specific, requiring rapid change management and innovation.

Similarities with Mandela include a firm adherence to ethical principles, an emphasis on empathy, and the capacity to inspire collective purpose. For instance, Mandela’s emphasis on forgiveness and unity resonates with my belief in promoting collaboration and healing within organizations. Conversely, I differ in that Mandela’s leadership involved long-term systemic change, while my leadership operates within shorter timeframes and immediate organizational challenges.

Research underscores that ethical leadership significantly influences organizational culture (Brown & Treviño, 2006). Like Mandela, cultivating moral integrity, equity, and compassion enhances my leadership effectiveness and ethical credibility.

Key Insights for Ethical Leadership Enhancement

From this self-study, three key insights emerge. First, authentic leadership requires aligning personal values consistently with actions, reinforcing integrity through continuous self-awareness and reflection (Avolio & Gardner, 2005). Second, transformational and servant leadership frameworks can be integrated to foster both inspiration and service, enhancing moral influence ( Spears, 2002). Third, cultivating moral courage—standing up for ethically sound decisions even in adversity—is essential for ethical influence and trust building (Kidder, 2005). Implementing these insights will strengthen my capacity to lead ethically by promoting transparency, fostering trust, and modeling moral behavior.

Conclusion

Self-reflection anchored in leadership theories and examples illuminates pathways for personal growth and ethical influence. By understanding and aligning my principles, values, and behaviors with established leadership frameworks, I can cultivate a leadership style that is authentic, ethical, and impactful. Drawing inspiration from leaders like Nelson Mandela and integrating core leadership theories will guide me toward fostering trusted, morally grounded organizational environments.

References

• Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338.
• Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595-616.
• Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. Paulist Press.
• Kohlberg, L. (1981). Essays on moral development. Harper & Row.
• Kidder, R. M. (2005). Moral courage: Taking action when your values are not being honored. HarperOne.
• Burns, J. M. (1978). Leadership. Harper & Row.
• Spears, L. C. (2002). Tracing the legacy of servant-leadership. Servant leadership roundtable.
• Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. Paulist Press.
• Maxwell, J. C. (2007). The 21 irrefutable laws of leadership. Thomas Nelson.
• Northouse, P. G. (2018). Leadership: Theory and practice. Sage publications.