Past Leadership Experiences – Servant Leader Charlene Stroud

Past Leadership Experiences – Servant Leader Charlene Stroud Dr. Lisa Wright Webster University Fort Bragg

Past Experience 1running Head Past Leadership Experiencepast Leaders

Most people think if they work in a national security agency it is political, insensitive and fast-pasted. To my surprise the Joint Staff was neither. It was a servant leader atmosphere. One would expect the junior members to always pick up the trash or clean up a table. Instead, the senior members set the example. They helped me to understand that being in charge meant serving others first. Numerous acts of humility were instilled staff members. As a result, they developed strategies that contribute to selecting choices and priorities that would benefit joint forces today and for the next 20 years of generations. I studied proverbs while I fulfilled my obligations within this selfless servant position and acquired the philosophy and courage to help others obtain the quantifiable and qualitative leadership traits I had.

Apparently, having these traits secured my nomination and selection for the joint executive officer position. Scheduling the calendar for important meetings, coordinating video teleconferences (VTC) and maintaining the top 5 strategic initiatives was real work. My leaders observed how I managed my time and resources. I was coined a leader capable of promoting a culture of trust, surrendering power to others and helping others with their personal life issues. I was never expected to mimic the actions of my leaders.

I was to genuinely show them why I was impressionable to others. It became clear to my joint staff leaders that my leadership style choice was to encourage team concepts and to prepare and meet long term objectives. Then I realized we all were doers that inspired each other to adopt leadership traits that improved our chances for future success. I authenticated my service-oriented and quiet leadership style and earned an excellence evaluation report and selection to attend the Sergeant’s Major Academy on my first look. I confirmed my commitment to excellence was a natural part of my life.

Past Experience 1 Past Leadership Experiences – Leader’s Task Related Attitudes and Behaviors Charlene Stroud Dr. Lisa Wright Webster University Fort Bragg Changing positions is not always easy. Fortunately, I was chosen because of my prequalification knowledge, abilities and skills to run the new office. The challenge was how too effective manage a group of professionals who are seasoned subordinates and leaders. Seasoned professionals have intuitions and ideas on what competencies and expertise a new manager should have.

Therefore, it was safe for me to assume the 12 hour shift manager’s position comes with a long history of task-related attitudes and behaviors. When I focused on how to use my competencies and expertise it became apparent that I had to understand my own attitude and behavior in order to effectively lead in this highly stressful position. It was then I chose to adapt to the group members viewpoints, concentrate on group strengths and calculate risk to obtain positive rewards. Here I go again, changing lanes with a manager who performed more like a subordinate than a leader. She trained me on my job responsibilities and then moved over to manage the subordinate administrative section of the action team.

The 12 hour shift work involved managing 25 officers and 5 enlisted members human resource functions and assist in compiling national security information briefings for upper management twice daily. Historically, her supervisors focused too much on improving her behavior instead of capitalizing on her technical skills. When I realize it I developed a new job description and assigned her as the technical support administrator. She did not come to work and was persuading members to undermine my authority. It was not until I fired her that I found out that there were reputable upper management personnel who protected her despite her bad behavior and attitude.

My supervisors respected my decision and I was given more responsibility. Through my leadership the group received an award for having the best national security action team out of four teams.

Past Experience 2 Past Leadership Experiences – Transformational Leader Charlene Stroud Dr. Lisa Wright Webster University Fort Bragg The big picture for the Detainee Tiger Team was to collect data for Combatant Commanders to oversee policy and procedures and meet challenges that put a strain on the detainees and managers of an overseas facility. Although I was totally responsible to report to upper management on current and future issues and request for information from the collaborating combatant commanders and service agencies I trained my three subordinates perform my duties.

In return they trained me on the use, classification and destruction of records in the detainee tiger team database and team logistics and human resource processing. Since we all were displaced as a result of our former positions being eliminated, personal conflicts or physical limitations the need to understand change became evident. Certainly I was aware of how to manage data entry, human resource and logistical support functions. However, I used the training sessions to decipher my team’s emotional and intellectual disposition and to determine where to make major changes in current processes. My intention was to make sure my team adapts a sense of greatness attitude that dignified their existence in the misfit positions.

By training them in all areas of the team they were able to perform without supervision. It was my responsibility to teach them that no matter how small the job is take the initiative to bring positive changes that support the vision and mission of the organization. When the forward facility developed an on-site Detainee Tiger Team our team was disbanded but not before the upper management recognize that despite the reasons we were removed from our former positions, through our dedication and hard work, we created a modest selfless serving team that enhance the current processes in line with the organization’s vision and mission for the future Detainee Tiger Team.

Paper For Above instruction

Leadership is a multifaceted construct that intertwines various styles, behaviors, and philosophies. Drawing from extensive personal experience, I have identified as both a servant leader and a transformational leader, each exemplifying different but complementary aspects of effective leadership. My journey through these leadership paradigms underscores the importance of service, integrity, and the capacity for positive change within organizations.

The concept of servant leadership, as championed by Robert K. Greenleaf, emphasizes prioritizing the needs of others and fostering a supportive environment for growth and development (Greenleaf, 1977). My tenure at the Joint Staff exemplified these principles. Here, senior leaders modeled humility and service, demonstrating that leadership is fundamentally about serving others first. This environment cultivated motivation, trust, and a collective commitment to long-term strategic goals, reinforcing my belief that effective leadership involves leading through service and empathy rather than authority (Spears, 2010). The act of coordinating meetings, managing strategic initiatives, and supporting team members' personal issues highlighted the importance of trustworthiness, emotional support, and leading by example (Greenleaf, 1977). I learned that genuine service-oriented leadership fosters a culture of trust and inspires others to adopt similar traits.

In addition to servant leadership, my experiences reflect elements of transformational leadership, which seeks to bring about significant organizational change and development (Bass & Avolio, 1995). As a leader of the Detainee Tiger Team, I was responsible not only for direct oversight but also for inspiring my team to embrace change and achieve collective excellence. Recognizing the emotional and intellectual dispositions of my team members, I used training sessions to foster a sense of pride and purpose, encouraging initiative and innovation (Burns, 1978). The transformational approach involves helping individuals transcend their self-interests for the larger good, a practice evident in how I facilitated positive attitude shifts despite challenging circumstances, such as team displacement and organizational restructuring. By empowering team members to perform autonomously and adapt to change, I contributed to organizational success and a culture of continuous improvement.

Both leadership styles emphasize ethical behavior, trust, and the development of people. Servant leadership intrinsically advocates for moral integrity, respect, and emotional support, creating a trustworthy environment where followers feel valued (Liden et al., 2008). Transformational leadership, with its focus on inspiring and motivating individuals toward shared vision, also promotes ethical standards and personal growth (Bass, 1998). My leadership practice integrates these principles, aiming to serve others while also fostering positive change and innovation within the organization. These experiences have reinforced my understanding that successful leadership requires a balance of service, empathy, vision, and the capacity to effect substantial organizational transformation (Yukl, 2013).

In terms of applying these lessons to current or future roles, I recognize the importance of continuous self-awareness and adaptability. For example, developing relationship-building skills, maintaining integrity, and fostering an inclusive environment are crucial for effective leadership (Goleman et al., 2013). By actively seeking opportunities for growth, engaging team members in meaningful development initiatives, and modeling ethical behavior, I can contribute to organizational objectives effectively. Furthermore, understanding the profound influence of organizational culture and the significance of authentic leadership can help me navigate complex environments and drive sustainable change (Schein, 2010).

References

• Bass, B. M., & Avolio, B. J. (1995). Transformational Leadership: Theory, Research, and Practice. Sage Publications.
• Bass, B. M. (1998). The Future of Leadership in Learning Organizations. Journal of Leadership & Organizational Studies, 5(1), 18–40.
• Greenleaf, R. K. (1977). Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. Paulist Press.
• Goleman, D., Boyatzis, R., & McKee, A. (2013). Primal Leadership: Unleashing the Power of Emotional Intelligence. Harvard Business Review Press.
• Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008). Servant Leadership: Development of a Multidimensional Measure and Multi-Level Assessment. The Leadership Quarterly, 19(2), 161–177.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
• Spears, L. C. (2010). Reflections on Leadership: How Robert K. Greenleaf's Vision of Servant-Leadership Influenced Modern Leadership Thinkers and Practices. Wiley.
• Yukl, G. (2013). Leadership in Organizations. Pearson.