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When I look at my school from the balcony, I notice several different things:
Teachers are very committed to the well-being of their students. Their commitment to ongoing learning related to their work is mixed. Their belief that they have an impact relative to the academic success of their students is mixed.
Their trust in me is mixed. Some believe that I am too "soft" on students. While I think they see I work hard, I believe that some don't have a sense of how many balls I have in the air and they think I could be doing more. I think they'd like to see me more present in our large school!

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How did he or she become a leader?

Terry Fox began his Marathon of Hope on April 12, 1980. Prior to that, faced with a diagnosis of cancer, he began planning and training for his Marathon of Hope and created a goal of raising money for cancer research and awareness.
Through his optimism, unwavering commitment, and grit, he inspired others. Steve Nash, for example, said

‘He inspired me to go for it. To believe in myself. To get to work.’

Which of the approaches have we studied so far that best explains this leader’s influence?

I believe the Authentic Leadership approach most explains/aligns with what we saw in Terry Fox.

What new insights into leadership?

Terry Fox inspires me to be silently steady and strong in the face of (even extreme) adversity. He is perhaps the best example of someone who showed relentless determination toward a purpose. He was extraordinary but he saw himself as just like everyone else.

What is your takeaway lesson?

Focus on the purpose. Make a plan and stick to it. Disregard naysayers. Don't feel sorry for myself. Be modest. Think of others. Get to work!

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Ten (10) characteristics of a good follower*:
*By the way, I believe this list could also be called 'Ten (10) characteristics of a good leader'

1. LEARNERS - They seek to know more and do better

2. OPEN - They will share their ideas and feelings

3. CRITICAL THINKERS - They will synthesize information and consider how it aligns or misaligns with what they already know and believe

4. POSITIVE - They will look for opportunities that come with every challenge

5. RESPECTFUL - They will treat and speak about others as the others would like to be treated/spoken about

6. HARD WORKING - They are committed to the work they do

7. HUMBLE - They don't think too much of themselves

8. GENEROUS - They seek to give others the benefit of the doubt and to help then when possible

9. INSPIRING - They are good role models for others and make others want to be more like them

10. REAL - They are genuine and also consistent with how they act and speak

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Article is

“Can you see the real me?” A self-based model of authentic leader and follower development

What contributes to effective leadership?

Leading by example to foster a healthy ethical climate characterized by transparency, trust, integrity, and high moral standards.

How does the leader help followers accomplish their goals?

Through increased self-awareness, self-regulation, and positive modeling, authentic leaders foster the development of authenticity in followers.

How does the leader motivate followers?

Authentic leaders and followers share information with each other. The authentic leader, who is able to consider multiple sides of an issue and multiple perspectives as he/she assesses information, fosters this ability in his/her followers.

How does the leader determine followers’ task ability?

By working closely with followers (through a two-way sharing of information and ideas) and knowing them well, authentic leaders help followers discover for themselves their true talents and facilitate the use of those talents, to help them to create a good fit between work roles and self-goals.

What kinds of tasks do followers work on?

Those that align with their self-goals.

How much formal authority does the leader have over followers?

Organizational climates involving authentic leaders are relatively inclusive, caring, engaged, and more oriented towards developing strengths

Based on your answer, how closely does this leader’s behaviour fit the components of one of two leadership approaches?

I submit that this leader's behaviour closely aligns with the servant leader because this leader is working to foster the leadership and positive growth of those he/she serves.

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How does each leader use talk to transform a situation?
NM He is very thoughtful and careful about the words he uses and is very open.
MO She is articulate,  passionate, enthusiastic, and personable.

Specifically, how does the leader engage with others through talk?
NM He is slow and deliberate with his speak, pausing so that followers can think and reflect on what he is saying.
MO She speaks to others as though they were her peers. She speaks with familiarity and enthusiasm. She is generous when speaking about others.

How does (s)he attend to the needs and motives of followers through talk?
NM He is very specific about his experiences, providing enough detail so that followers can really know the situation.
MO She shows appreciation for those she is addressing. She inspires them to do and be good and provides ways that they can serve a cause.

How does (s)he help followers reach their fullest potential through talk?
NM By demonstrating vulnerability in sharing his shortcomings/mistakes, he would encourage similar reflectiveness/ vulnerability in others.
MO She shows compassion

What communication behaviours does (s)he use to promote transformation?
NM Choose words carefully, provide detail, demonstrate vulnerability and openness, model reflectiveness.
MO Show enthusiasm, express gratitude and appreciation, demonstrate familiarity, speak with confidence, know the content.

What are some of the powerful statements or initiatives this leader is known for?
NM
“I learned that courage was not the absence of fear, but the triumph over it. The brave man is not he who does not feel afraid, but he who conquers that fear.”
“Education is the most powerful weapon which you can use to change the world.”
“Do not judge me by my successes, judge me by how many times I fell down and got back up again.”
MO
"When someone is cruel or acts like a bully, you don't stoop to their level. No, our motto is, when they go low, we go high."
"Every day, you have the power to choose our better history — by opening your hearts and minds, by speaking up for what you know is right."

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A series of losses within a short period of time
How did it change you?
It made me realize that everything in life is incredibly fragile and fleeting. It also made me realize that without a support system at work, difficult times are more difficult than they are if you are surrounded by people who know you and care for you.

How might it affect your identity as a leader?  As an authentic leader?
It is interesting that how I identify as a person is not necessarily how others see me. While I endeavor to be open and forthcoming, for a variety of reasons aspects of my personal life do not come out.
I would say that I lead with more heart as a result. I am able to draw on my experiences to support others and I am empathetic to and look for the struggles others face. I work to be a good listener.

What insights did you gain from this/these experience(s)?
That I should work hard to know the people with whom I work and to consider what they might need or want.
That you don't necessarily know how you will react to something until it happens.
That in times of grief one's lenses (particularly related to one's self-worth) are distorted.

When might a critical life event not help someone become a better leader?

If it serves to make someone withdrawn, angry and it is not temporary. If a leader becomes less understanding or empathetic as a result.

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As a leader:

I hope to make a climate in a school that has everyone working hard for all kids

I fear disappointing those who believe in me

I enjoy learning

I am grateful for people who help me

I am sad when I feel misunderstood

I need reassurance sometimes

I am most in touch with myself when I am not tired and have had a chance to reflect

I am fulfilled when I have accomplished something difficult

What does it all mean?
I place a lot of stock in what others (particularly those I respect and about whom I care) think. I should try to make sure I embed rest and reflection into my schedule.

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Identify a time in your life when you have been a servant, when people have “become healthier,  wiser, freer, more autonomous, [and] more likely to become servants” themselves because of your leadership?
As a VP in one of the schools in which I worked, I was the administrator to whom teachers would go with any concern or question. I worked to help and build them but I also strove to develop their relationship with the P. She, by her own admission, became more empathetic and more of a servant to them because of what we learned together.

How are you developing your imagination?
I read a lot and take time to relate what I read to my life and experiences.

How would you rate yourself as a true listener?
I find myself listening to respond often, as opposed to listening to understand. I am developing!

How can you improve in this area?
I can force myself to be quiet and respond only to seek clarification or to understand more fully rather than to contribute my own ideas.

How does one develop empathy and unqualified acceptance of the persons one is leading?
I think the best way to develop empathy is to have lived experiences. Knowing that is not always possible, I believe it is important to take time to reflect upon the experiences of others and ask questions to understand further.

How well do you tolerate imperfection in others?
In general, I tolerate it more than some of my colleagues. I often think I should tolerate it less. My tolerance depends on whether I know the context related to (reason for) the imperfection.