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You studied information regarding: Katz's 3-Skill Model, trait approach to leadership, transformational leadership, situational leadership, crisis leadership, authentic leadership. Additionally, you watched a video from Chancellor Hawkins on his leadership philosophy. Answer the following questions in a Word Document and upload your answers before the class.

1. Which one of these models/theories do you think you could follow today and be successful with (explain your answer)?

2. Which one of these models/theories do you think you need to work on and why?

3. Think of someone you know personally / someone you admire or look up to. State who the person is and how this person has influenced you. Which one of these leadership theories/models do you think she or he is best at and why he or she is best at it?

4. Reflecting on Chancellor Hawkins' video, what is Dr. Hawkins' definition of leadership?

5. In Chancellor Hawkins' video he uses the acronym LEAD. Summarize what each letter means.

Paper For Above instruction

Introduction

Leadership theories and models provide valuable frameworks for understanding how individuals influence others and navigate complex organizational environments. The multitude of approaches, such as Katz's 3-Skill Model, trait theory, transformational, situational, crisis, and authentic leadership, offer diverse perspectives on effective leadership. Additionally, insights from contemporary leaders like Chancellor Hawkins contribute to a rounded understanding of leadership philosophy. This paper aims to explore personal preferences and reflections concerning these leadership models, including their applicability, areas for development, and real-world influences, complemented by an analysis of Chancellor Hawkins' leadership perspective.

Personal Preference: Which Model I Could Follow Successfully

Among the various leadership frameworks studied, I believe that authentic leadership is the approach I could follow successfully today. Authentic leadership emphasizes genuineness, transparency, and moral integrity, aligning with my personal values and desire to lead with honesty and purpose. According to Avolio and Gardner (2005), authentic leaders foster trust and create an environment where followers feel valued and empowered. This leadership style's focus on self-awareness and ethical behavior resonates strongly with my beliefs, making it a practical and meaningful approach for me to adopt immediately, especially in today's climate of increased organizational transparency and ethical considerations.

Area for Development: Which Model I Need to Improve

Conversely, I recognize that I need to work on enhancing my ability to adapt leadership styles in different situational contexts, as emphasized in the situational leadership theory by Hersey and Blanchard. According to this model, effective leaders must modify their approach based on followers' maturity levels and task requirements. I sometimes struggle to accurately assess these levels or to shift my leadership style promptly. Developing greater flexibility and situational awareness is critical because rigid adherence to a single style may hinder responsiveness and effectiveness in dynamic environments, especially during crises or rapidly changing circumstances.

Influential Person and Leadership Model

A person I greatly admire is my former supervisor, who exemplifies transformational leadership. She consistently motivated her team through inspiring vision, personalized support, and fostering an environment of trust and innovation. Her ability to challenge individuals to exceed their perceived limits aligns closely with Burns' (1978) transformational leadership theory, which emphasizes inspiring followers to achieve extraordinary outcomes through vision, encouragement, and intellectual stimulation. Her authenticity and empathy have profoundly influenced my understanding of effective leadership, demonstrating that inspiring and empowering others is key to sustainable success.

Reflection on Chancellor Hawkins' Leadership Philosophy

In Chancellor Hawkins' video, he defines leadership as the capacity to influence and motivate others toward achieving a common goal while maintaining integrity and purpose. His approach underscores the importance of servant leadership—putting others first and acting with humility—and highlights that authentic influence arises from a genuine desire to serve and elevate others. Hawkins emphasizes that leadership is not about authority but about responsibility, service, and inspiring positive change within communities and organizations.

Analysis of LEAD Acronym

Hawkins uses the acronym LEAD to encapsulate essential principles of effective leadership:

  • L - Listen: Leaders must actively listen to understand the needs, concerns, and ideas of others, promoting inclusivity and trust.
  • E - Encourage: Encouragement involves inspiring confidence and resilience, motivating others to persevere through challenges.
  • A - Act: Taking decisive and purposeful action demonstrates commitment and sets a precedent for accountability.
  • D - Diligence: Diligence reflects dedication, consistency, and attention to detail—all vital for sustained leadership success.

These principles collectively emphasize that leadership is a dynamic process rooted in engagement, moral responsibility, and perseverance.

Conclusion

Leadership encompasses a broad spectrum of theories and practices, each offering valuable insights into how individuals can inspire and guide others. Personally, authentic leadership aligns best with my values and aspirations, while I recognize the need to improve my agility in adapting to diverse situations. Influences from admired leaders exemplify the transformational model, reinforcing the importance of inspiration and empowerment. Chancellor Hawkins' emphasis on influence, service, and the LEAD principles further enrich the understanding of meaningful leadership. Together, these perspectives underscore that effective leadership is characterized by authenticity, adaptability, inspiration, and a genuine commitment to serving others.

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.
  • Burns, J. M. (1978). Leadership. Harper & Row.
  • Hersey, P., & Blanchard, K. H. (1982). Management of Organizational Behavior: Utilizing Human Resources. Prentice-Hall.
  • Katz, R. L. (1955). Skills of an effective administrator. Harvard Business Review, 33(1), 33-42.
  • Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Sage Publications.
  • Robinson, S. P., & Bennett, R. J. (1995). A typology of deviant workplace behaviors: A multidimensional scaling study. Academy of Management Journal, 38(2), 555-572.
  • Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership (2nd ed.). Lawrence Erlbaum Associates.
  • Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126.
  • Hawkins, C. (2020). Leadership Philosophy and Principles. Video presentation.
  • Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90.

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