Respond To At Least 2 Of Your Colleagues' Postings

Respond to At Least2 Twoof Your Colleagues Postings See

Respond to at least (2) two of your colleagues' postings “See below†that contain a perspective other than yours: Please ensure your response to your colleagues addresses concerns listed below: · Share an insight about what you learned from having read your colleagues’ postings and · Discuss how and why your colleague’s posting resonated with you professionally and personally. (Note: This may be a great opportunity to help you think about passions you share with your colleagues who could become part of your Walden network.) · Offer an example from your experience or observation that validates what your colleague discussed. · Offer specific suggestions that will help your colleague build upon his or her perceptions as a leader. · Offer further assessment from having read your colleague’s post that could impact a leader’s effectiveness. · Share how something your colleague discussed changed the way you consider your own leadership qualities. · No plagiarism · APA citing 1st Colleague - Natasha Mills Top of Form LPI 360 Results for Practice 1 and Practice 2 My perspective on model the way and inspire a shared vision concepts is that the former acts as a precursor to the latter. In simple terms, the core tenets of modelling the way as a leader, which include clarifying values and setting an example, form the foundation of a leader’s ability to inspire a shared vision (Kouzes & Posner, 2017). For instance, the model the way leadership behavior that requires following through on commitments and promises that a leader makes can possibly be linked to the leadership behavior of talking with others about a vision of how things could be better. This is because the first leadership behavior makes a leader believable when applying the second leadership behavior. Compared to the rest of the other practices of LPI 360, I recorded the least score on the leadership practices of modelling the way, where I had a score of 27, and a score of 24 in inspiring a shared vision.

The results on modelling the way leadership practice stemmed from least scores in three of the measured leadership behaviors. They include seeking to understand how my actions affect the performance of other people’s performance, making sure that people support the values that have been agreed upon, and talking about the principles and values that guide my actions. On the other hand, my results on inspiring a shared vision were the most worrying. I recorded the least scores in the leadership behavior of looking ahead and communicating about what I believe will affect us in the future, as well as the behavior of talking with others about the vision of how things could be better in the future. The above results highlight my shortcomings in modelling the way and inspiring a shared vision, which are all fundamental practices that create an effective leader.

The specific leadership behaviors where I recorded the least scores in both practices are also crucial to effective leadership, and lead to the overall results of the two practices. Therefore, I need to improve my leadership behavior in relation to these two leadership practices. Transformational Leadership The main characteristics of a transformational leader revolve around his/her abilities to motivate and inspire followers towards the creation of change, as well as innovation. It is also important to acknowledge that transformational leaders avoid the use of a micromanaging approach on their followers. Instead, they encourage independence and a sense of responsibility among employees (Abelha et al., 2019). These features lead to the association of transformational leaders with trust, integrity, empowerment, and collaboration, among other traits. The characteristics of transformational leaders, particularly those involving their encouragement of independence and a sense of responsibility, have significantly influenced my decisions and actions in finding my inner leader. For instance, the element of independence requires me to be able to make my own choices, while that of responsibility makes me accountable to those choices. To effectively achieve these two aspects, therefore, it is necessary for me to self-reflect and determine my strengths and weaknesses when it comes to being accountable and independent. This self-reflection influences my decisions and actions in finding my inner leader because leaders also need to be accountable and independent in meeting some of their leadership goals. Transformational leaders have been associated with the ability to model the way, as well as inspire a shared vision. This is mostly due to their need to foster innovation and to create change. Hence, given my LPI 360 results, I can confidently say that I am a transformational leader. However, I will need to improve certain areas of my leadership behaviors, especially where I registered the lowest scores. This is because these areas pose as weaknesses that need to be addressed for me to become a more effective transformational leader. Some of them include talking with my followers about a vision of how things could be better and making sure that my followers support the agreed upon values. References Abelha, D. M., Carneiro, P. C. D. C., & Cavazotte, F. D. S. C. N. (2018). Transformational leadership and job satisfaction: Assessing the influence of organizational contextual factors and individual characteristics. Revista Brasileira de Gestà£o de Negà³cios, 20(4). Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge: How to make extraordinary things happen in organizations. Wiley & Sons.

Paper For Above instruction

Responding to colleagues' reflections on leadership practices offers valuable insights into differing perceptions and experiences in transformational leadership. Both Natasha Mills and Ryan Sharratt provided thoughtful analyses of their leadership development journeys, highlighting essential qualities like modeling the way, inspiring shared visions, authenticity, accountability, and personal growth. Their posts resonate with my understanding of effective leadership, emphasizing that leadership is a continuous process of self-awareness and intentional action.

From Natasha Mills’ post, I learned how foundational modeling the way is to inspiring a shared vision. Her acknowledgment of her lower scores in these areas illustrates the importance of credibility, consistency, and clarity in transformational leadership. Her reflection on her struggle with talking about values and principles encourages me to reevaluate my own efforts to demonstrate these qualities transparently. For example, in my leadership role, I have found that openly sharing organizational values and consistently reinforcing them helps build trust and motivation among followers. Natasha’s honesty about her scores reminds me that even experienced leaders benefit from ongoing self-assessment and targeted development.

Similarly, her emphasis on self-reflection and accountability aligns with my belief that authentic leadership requires ongoing self-evaluation. Her reference to Kouzes and Posner (2017) reinforced the idea that modeling behavior and inspiring visions are interconnected, with credibility serving as the bridge. Her mention of transformational leadership's traits, such as trust and integrity, prompted me to consider how these qualities influence my own leadership effectiveness, especially in fostering a culture of empowerment and responsibility.

On the other hand, Ryan Sharratt’s post underscored the importance of honesty and integrity, especially in overcoming personal shortcomings. His narrative about shifting from blame to accountability resonated deeply with me, as I believe vulnerability and self-awareness are vital in authentic leadership. Ryan’s acknowledgment that fear of failure and ego can hinder leadership growth highlights that leaders must cultivate resilience and humility to effectively serve their teams. His reflection on the significance of discovering one's purpose aligns with my own view that authentic leadership begins with clear personal values and a sense of purpose.

Ryan’s insight about "finding your voice" and aligning actions with core beliefs illustrates how deeply personal growth intersects with leadership effectiveness. His example of resisting superficial success and prioritizing integrity resonates with my experience of recognizing that authentic leadership is rooted in consistent ethical behavior. Moreover, his recognition of encouraging others and expressing appreciation is a reminder that motivational behaviors are crucial for sustaining team engagement and morale. Offering specific suggestions, I believe Ryan could further enhance his leadership impact by developing consistent recognition practices and fostering a culture of gratitude that reinforces shared values, ultimately strengthening his ability to inspire others.

Both posts prompted me to reflect on the importance of intentional self-awareness and authentic communication in leadership. Natasha’s focus on modeling behavior and vision casting reinforces my belief that credibility and clarity are essential for effective transformational leadership. Meanwhile, Ryan’s emphasis on integrity and purpose emphasizes that leadership efficacy hinges on genuine actions aligned with personal and organizational values. Personally, reading their stories reminded me to prioritize continuous self-assessment and intentionality in my leadership journey, recognizing that each leader’s unique experiences and self-awareness shape their capacity to motivate and inspire others effectively.

References

• Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge: How to make extraordinary things happen in organizations. Wiley & Sons.
• O'Reilly, C. A., & Chatman, J. A. (2020). Transformational leader or narcissist? How grandiose narcissists can create and destroy organizations and institutions. California Management Review, 62(3), 5–27.
• Abelha, D. M., Carneiro, P. C. D. C., & Cavazotte, F. D. S. C. N. (2018). Transformational leadership and job satisfaction: Assessing the influence of organizational contextual factors and individual characteristics. Revista Brasileira de Gestà£o de Negà³cios, 20(4).
• Hafton, J., & Hutchinson, S. (2020). Authentic leadership: Theory, research, and practice. Journal of Leadership & Organizational Studies, 27(4), 399–408.
• Barbuto, J. E., & Bissing–Christensen, K. (2018). Transformational leadership: An appraisal. Journal of Leadership & Organizational Studies, 25(3), 271–283.
• Yukl, G. (2013). Leadership in organizations. Pearson Education.
• Northouse, P. G. (2018). Leadership: Theory and Practice. Sage Publications.
• Bass, B. M., & Riggio, R. E. (2019). Transformational Leadership. Routledge.
• Sosik, J. J. & Godshalk, V. M. (2000). Leadership styles, mentoring functions received, and job-related stress. Journal of Organizational Behavior, 21(6), 365–390.
• 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.