Part 1: Think About Your Commitment To Leadership In A Maxiu

Part 1thinkabout Your Own Commitment To Leadershipin A Maximum Of Th

Part 1: Think about your own commitment to leadership. In a maximum of three words, write a personal leadership motto. This motto will become your espoused theory of leadership and will be refined in Week 8. Explain your leadership motto and why you selected the words that you did. Include a rationale for each of the words that you selected.

Part 2: Select two leaders with whom you have personal experience, one of whom leads from a traditional framework and one of whom leads from a contemporary leadership framework. Compare and contrast the two leaders and their leadership styles. Write a 700-1,050-word paper in which you identify and explain the following for each leader:

- Personal traits in terms of their human qualities

- Professional leadership traits

- Professional leadership behaviors

- Conceptual framework of leadership styles

- One example of how the leader demonstrated his/her leadership style

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Paper For Above instruction

The assignment requires two parts: first, to reflect on personal leadership commitment by creating a three-word leadership motto and explaining its significance; second, to analyze and compare two leaders from personal experience, one representing a traditional leadership framework and the other a contemporary framework, by examining their traits, behaviors, styles, and specific leadership demonstrations.

Part 1: Personal Leadership Motto and Reflection

Developing a personal leadership motto involves introspection and clarity about the core principles that guide one's leadership approach. A suitable motto encapsulates values, outlook, or commitments that inspire leadership actions. For my leadership motto, I selected the words “Empower, Inspire, Collaborate.” These words reflect my belief in fostering empowerment among team members, inspiring motivation and enthusiasm, and promoting collaborative efforts to achieve shared goals. Each word signifies an essential aspect of effective leadership, aligned with transformational leadership principles that prioritize developing others and fostering a positive, inclusive environment.

“Empower” highlights my commitment to enabling others to realize their potential and take ownership of their responsibilities. I believe empowerment fuels confidence, innovation, and accountability. “Inspire” underscores the importance of motivating others through vision, enthusiasm, and leading by example. Inspiration drives engagement and resilience, especially during challenges. “Collaborate” emphasizes the need for teamwork, open communication, and collective problem-solving, which are essential for high-performing groups. The combination of these words reflects my espoused leadership philosophy—one rooted in service, motivation, and shared success.

The rationale for selecting these words aligns with transformational leadership theory, as proposed by Burns (1978) and expanded by Avolio & Bass (2004). Transformational leaders focus on inspiring and empowering followers, fostering a sense of community and shared purpose. These qualities are central to my leadership style and ambitions, guiding my development in both personal and professional settings.

Part 2: Comparing Two Leadership Styles from Personal Experience

The second part of this assignment involves analyzing two leaders from my personal experience—one exemplifying traditional leadership and the other embodying contemporary leadership. The traditional framework often emphasizes authority, hierarchy, and directive behaviors, while contemporary frameworks emphasize collaboration, empowerment, and transformational qualities.

Leader 1: Traditional Leadership Framework

This leader was a manager in a manufacturing plant, characterized by authoritative traits and a hierarchical approach. Their personal traits included decisiveness, assertiveness, and discipline—human qualities necessary for maintaining order in a structured environment. Professionally, this leader demonstrated traits such as control, clear authority, and focus on results. Their behaviors encompassed directing tasks, setting strict standards, and monitoring compliance, often with little input from subordinates.

The conceptual framework that this leader adhered to was transactional leadership, focusing on exchanges—performance rewards for task completion, maintaining standards, and enforcing discipline (Bass, 1985). An example of this leader’s style was during a production target meeting where the leader emphasized adherence to procedures and monitored performance closely, describing how strict control was necessary for maintaining productivity. This leader’s style prioritized efficiency and order, often at the expense of fostering innovation or employee development.

Leader 2: Contemporary Leadership Framework

The second leader was a nonprofit organization director who exemplified transformational and servant leadership qualities. Their traits included empathy, openness, and visionary thinking—human qualities that foster trust and motivation. Professionally, they demonstrated traits such as emotional intelligence, adaptability, and inspiring communication. Their behaviors involved active listening, empowering team members, and encouraging innovation among staff.

The conceptual framework here aligned with transformational leadership, emphasizing inspiring a shared vision, fostering intrinsic motivation, and developing followers’ potential (Bass & Riggio, 2006). An instance of this leader’s demonstrated style was during a strategic planning session, where they encouraged input from all team members, inspired enthusiasm for the organization’s mission, and supported initiatives proposed by staff. This approach enhanced team morale and promoted a collaborative, innovative environment.

Comparison and Contrasts

While both leaders possessed strong human qualities, their emphasis differed significantly. The traditional leader prioritized control and directive traits, whereas the contemporary leader emphasized empathy and inspiration. Their professional traits aligned with their styles—transactional traits for the former and transformational traits for the latter. Behaviorally, the traditional leader relied on commands and monitoring, whereas the contemporary leader employed active listening, empowerment, and motivation.

Their conceptual frameworks—transactional versus transformational—highlight contrasting paradigms of leadership. The traditional leader’s focus on compliance and standardization created stability but limited innovation, whereas the contemporary leader’s focus on motivation and development fostered growth and adaptability.

An illustrative example of these styles solidifies the contrast: the traditional leader’s emphasis on meeting strict production quotas contrasted with the contemporary leader’s encouragement of team-led initiatives addressing community needs, promoting ownership and proactive problem-solving.

Conclusion

Understanding these two leadership styles enhances awareness of how traits, behaviors, and conceptual frameworks influence effectiveness and organizational culture. My reflection on personal leadership mottos and examina­tion of diverse leadership models inform my ongoing development. Embracing traits from both frameworks—such as discipline and empathy—can lead to a more versatile and adaptive leadership style suited to diverse situations and teams.

References

• Avolio, B. J., & Bass, B. M. (2004). Multifactor Leadership Questionnaire Manual. Mind Garden.
• Bass, B. M. (1985). Leadership and Performance Beyond Expectations. Free Press.
• Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership. Psychology Press.
• Burns, J. M. (1978). Leadership. Harper & Row.
• Northouse, P. G. (2018). Leadership: Theory and Practice. Sage Publications.
• Yukl, G. (2013). Leadership in Organizations. Pearson.
• Eagly, A. H., & Johnson, B. T. (1990). Gender and leadership style: A meta-analysis. Psychological Bulletin, 108(2), 233–256.
• Hackman, M. Z., & Johnson, C. E. (2013). Leadership: A Communication Perspective. Waveland Press.
• Erickson, T. J., & Leroux, J. D. (2018). Leadership styles and organizational culture. Journal of Business & Leadership, 8(2), 15–24.
• Goleman, D. (2000). Leadership that Gets Results. Harvard Business Review, 78(2), 78–90.