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Daft, R. (2015). The Leadership Experience (6th edition). Mason, Ohio: South-Western CENGAGE Learning.

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My leadership vision is to Lead by example and learning to be ok with having to delegate tasks and making decisions based on logical thinking and not feelings. I need to learn that I can still be kind and also be task oriented when needed. It doesn’t have to be one or the other.

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We have all changed someone's life -- usually without even realizing it. In this funny talk, Drew Dudley calls on all of us to celebrate leadership as the everyday act of improving each other's lives.

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The ability to help people doesn’t mean that they have to agree with me all the time. I think if we look back, sometimes the people and things that helped us the most were the people who pushed us and frustrated us the most. Learning to lead by example, is not only caring about their personal needs but also, pushing them to be the best they can be. In the end, people will thank for pushing them to succeed because they will know, you pushed because you believed in them.

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·      Ability to help others learn. People will feel trusted and that as a leader I am confident in them if I delegate tasks and leave them to complete them. If it’s not perfect or exactly what was required, it would provide an opportunity to help and mentor someone else and assist with their development.

·      By learning to discipline and address areas where people need work, it actually provides an opportunity for self-growth, not only for them but also myself as a leader. As previously mentioned and discussed in class, it’s not about what you say, it’s about how you say it. I can provide feedback to people, still being kind and respectful. I need to look at it as a good thing, as it will help others grow.

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·      Learn to discipline and have those awkward conversations with people if they do something wrong, unprofessional or disrespectful. I need to be ok with uncomfortable situations and sometimes people not being happy with me and liking my decisions very much. I will have to continue to remind myself that it’s not personal, it’s business and you can’t always make everyone happy.

·      Work on personal mastery, specifically around the clarity of objectives (p.145). Being a relationship focused individual, I need to remind myself of the objective at hand. As much as a good leader has their staffs’ best interest at heart, it is also a business and that I need to ensure that objectives and deadlines are being met and that the caliber of work is not being sacrificed for the benefit of people and the relationship.

·      Create a coalitional leadership style (p. 363). By creating a coalitional type of leadership style within my team, we would all have a shared vision and understanding of our goals. Therefore, when decisions were made based on logical thinking, they would know and have trust that the decision was one made for the better of the team and organization.

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·      To be mindfulness (p.141) and open to other people ideas and way of doing things. My way is not always the right way and need to keep an open mind to other solutions and of course admitting when I am wrong.

·    I  Love googles leader mental model to “stay uncomfortable”. (p. 137) I think this is a great action item. To be uncomfortable means you are pushing yourself out of your comfort zone and expanding and elaborating your skills and strengths.

·      Keep in mind the task at hand. If all the focus is on the people, business will likely suffer. I have to learn that just because there are times I need to focus on the task at hand, it doesn’t mean I can’t do it with kindness or with respect. Part of respecting people is allowing them to do their jobs and trusting that they will do a job good. There has to be a balance and I need to work on that.

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Work on making decision based on logical thinking, not feelings. In the Myers-Briggs Type Indicatort (Daft, 2015, p. 123-125) my results were that I was all Feeling and no Thinking. Reflecting on my life and past decisions, I realized that I often make decisions not to hurt someone’s feeling, to avoid conflict and don’t necessarily take into consideration whether it’s the logical approach.

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Learn to delegate and give up control. I am a perfectionist by nature and sometimes think, it’ll just be easier if I do it. By doing this it doesn’t provide an opportunity for others to learn and doesn’t show trust in people. I don’t want to be a micromanager and breath down people’s necks.  (Hersey profile, p. 68-72)