MARCH 16, 2013

METAMORPHOSIS OF A LEADER

Sherry W. Saunders

Virginia Commonwealth University

Identifying personal leadership qualities, beliefs, and style aid in defining one’s leadership profile. Personally, my role as a leader has developed through a series of changes much like the stages of metamorphosis a butterfly completes. My leadership metamorphosis will be described in 4 distinct stages. Stage 1 of my leadership metamorphosis entails the development of my leadership platform. Stage 2 is the defining of my leadership purpose. Stage 3 is my identification and implementation of effective leadership skills. Finally, Stage 4 is the enactment of my leadership presence.

Stage One: Leadership Platform

In order to develop my personal leadership platform, I began by reflecting upon my 360- degree Report, MBTI characteristics and LCI patterns, and my Personal InventoryAnalysis. I noted that my leadership characteristics and tendencies revolve around a collaborative approach which encompasses shared leadership, teamwork, sensitivity, judgment, organization, oral and written communication. Therefore it is imperative that one examines his/her strengths, weaknesses, and educational goals in order to develop a personal leadership platform. One will need to reevaluate his/her leadership position, practices, and views when necessary.

Metamorphosis of a Leader

By utilizing these tools, the primary objective is to understand myself in context to my personality traits, learning styles, strengths, weaknesses, and attempt to apply this understanding to an analysis of my leadership style and analyze my leadership ability. All the courses and curriculum in this program are designed with the perspective of a learning community format, with the basic purpose of which is to learn together. In order to accomplish this purpose of learning together it is indispensable to develop a complete understanding of one’s own self. There are different perspectives in which one can understand oneself. For instance, consideration must be given to understanding oneself in the perspective of a team and also in the perspective of an organization.

360-degree Baseline ReportIn the initial phase of the 360-degree

Assessment of Leadership Skills, survey data was submitted for the Personal “360” Assessment by one supervisor, three peers, three subordinates, and myself. All of the respondents’ submissions of the survey were completed. The collaborators’ data in this 360 report was disaggregated by role and median score on the ten leadership categories forming a baseline as represented on Table 1. The scores on the baseline survey range from 1-5 (1=ineffective, 2=minimally effective, 3=satisfactory, 4=highly effective, and 5=outstandingly effective).

Summary of Baseline 360 Median Scores

Upon examination of the baseline median scores of the 360-degree leadership assessment, responses from the personal, peers, subordinates, and the supervisor, varied no more than one point from the personal median data scores. All of the respondents and I agreed on the item responses of Teamwork, Judgment, Organizational Ability, Oral Communication, and Understanding My Own Strengths and Weaknesses with a rating of 4 (highly effective). In the categories of Setting Direction, Results Orientation, Written Communication, Sensitivity, and Developing Others, the ratings of peers, subordinates, and supervisor responses were generally 4 (highly effective).In contrast, the personal median ratings were 3 (satisfactory) in the area of Setting Direction and 5 (outstandingly effective) in the area of Written Communication.

Category Peer Median

Subordinate Median

Supervisor Median

Personal Median

Setting Direction 4 4 3.5 3Teamwork 4 4 4 4Sensitivity 4 4 4 5Judgment 4 4 4 4Results Orientation

3 4 3 4

Organizational Ability

4 4 4 4

Oral Communication

4 4 4 4

Written Communication

4 4 4 5

Developing Others

3 4 4 4

Understanding My Own Strengths and Weaknesses

4 4 4 4

Who am I?

According to the MBTI personality inventory I am an ISFJ, with SJ tendencies that coincide with my use of LCI first patterns of sequencing and precision. I have been an educator for twenty five years and I have always had a sense of duty and loyalty when it comes to my work. I am a big rule follower and I try to please everyone. I need for my work environment to be orderly, friendly, cooperative and harmonious. I take pride in the fact that I am considered dependable, and I strive to help others. I feel teamwork is essential. I approach new tasks with full force in an organized sequential manner. I give careful thought to a task before I begin it, and I tend to base my decisions primarily on values. I am always writing down lists or notes to myself to aid me in completing tasks in a thorough and accurate manner. This can sometimes cause myself or others great anxiety, because I want perfection.

How does who I am relate to my effectiveness as a leader?

A successful school leader influences student achievement by his/her influence on other people or features of their organizations, and through their influence on school processes. I feel I enable others to do their job effectively by offering intellectual support and stimulation to improve their work, and by providing models of practice and support as a lead teacher.

I set directions for my school by developing shared goals, monitoring organizational performance through classroom walkthroughs, and promoting effective communication. I share in creating a productive school culture, modifying organizational structures that undermine the work, and I help to build collaborative processes.

Previous descriptions about me suggest that I am an individual with a positive attitude, strong work ethic, excellent listening skills, and I care. My vision and purpose for school is to increase student achievement. I set clear goals and I obtain them. I recognize everyone as a contributing member of the team. It is very important to me that it is communicated to everyone his/her role, expectations, and that we are all working toward a common goal to share the school’s vision. Also, I feel that the school environment should be a safe, fun, and inviting environment for students.

How do I see myself as a leader in an organization? In the very near future I vision myself as an assistant principal or principal in a local school system. I feel the leadership experience I have gained in the last five years as a lead teacher, principal designee, and summer school coordinator for all the schools in the county has laid down the foundation I need to succeed. I have been able to reflect over my experiences and continue to grow professionally.

Impacts on My Leadership Platform

The most prevailing impact on my leadership platform is my desire to make my mark in education. I want to make a difference and reach my highest goals. I want to expand upon the qualities I already exhibit and develop a sense of maturity in accepting self-inflicted disappointments when I make mistakes. I want to continue to grow personally and professionally by taking the most challenging tasks in a positive approach.

Some other impacts on my leadership platform have been my interactions with my students, colleagues, professors, friends, and cohort members. I have gained so much from their insight, expertise, educational discussions, and teamwork. Finally, my coursework and professional conference attendance has helped me to grow personally and professionally. I am learning to push past my limitations and flourish.

Stage 2: The Purpose of Leadership

Leadership can be defined in its simplest term as social influence. However, I found it is much more complex than that. The purpose of leadership to me is to guide and create meaning and purpose for the members of the organization so that they can contribute to making the organization’s educational vision and beliefs come to full fruition.

According to Drath (2001), a leader can achieve this by accomplishing the three leadership tasks of setting direction, creating and maintaining commitment, and facing adaptive challenges. I agree that this will provide the organization’s team members with a clear focus and understanding, and buy-in from the organization.

Teamwork is an essential component of a successful organization. I feel the leader needs to provide the guiding force, but at the same time he/she needs to empower the other members of the organization to share their expertise and views.

Additionally, the leader needs to encourage the members of the organization to realize their potential by seeking new professional challenges. I rely on the relational dialogue leadership principle to allow my organization the opportunity to have a shared vision and at the same time to allow for multiple perspectives to achieve leadership tasks.

The Relationship Between the Leader and His/Her Constituents

I feel in order to promote a positive and caring relationship with one’s constituents, a leader must develop trust, respect, and credibility. An important component of this is authenticity. Halpern and Luber (2003) state that there are three rules to authenticity that distinguishes leaders with genuine leadership presence. These rules are: accept yourself and be open to growth, live your values, and connect authentically with your work. I believe in this wholeheartedly. This reverts back to knowing your leadership style, vision, strengths, and weaknesses.

In order to have a cohesive and functional organization, all stakeholders must have a sense of trust, commitment, accountability, lack a fear of conflict, and be attentive to results (Lecioni, 2002). This can be achieved by team building activities, retreats, and professional staff development trainings. With this in mind, it is important for the leader to encourage participation of external stakeholders in order to support, build, and gather valuable resources for the school. It is equally important for the leader to develop community, professional, and organizational learning to enhance the organization’s culture. Choosing the appropriate leadership framework will ensure that all facets of the organization are considered, and that healthy relationships are maintained. Conditions in Which Shared Leadership is Successful

Ensley, Hmioleski, and Pearce (2006) define shared leadership as “ A team process where leadership is carried out by the team as a whole, rather than by a single designated

whole, rather than by a single designated individual.” Personally having a more collaborative style

of leadership, I tend utilize shared leadership often. I feel it is most successful when all organizational members understand their role, and the limits of decision-making are defined. Clear communication is the key to establishing a climate in which members of the organization do not feel inhibited to take chances, or take initiative to complete tasks. Through effective communication, a well-developed organization will further develop and reinforce existing relationships. There will be an increase in commitment, vested interest, accountability, equity, and a sense of accomplishment from the organization’s members.

Motivations that Influence Constituents to Contribute Wholeheartedly

All stakeholders of an organization want to be valued as human beings and feel their voice and opinions are heard. As a team member, I myself, do not want to be micro-managed, but instead want to be a part of a collaborative organization. Constituents want to be a part of an organization that share a common vision and goal to provide the best education possible to all students. wholeheartedly, a leader must promote a trusting and caring atmosphere by demonstrating excellent listening, communication, and interpersonal skills needs.

This reverts back to the text, The Five Dysfunctions of a Team and its prevailing message that if a leader instills trust, accountability, attention to results, healthy conflict, and commitment, the organization is well on its way to building a cohesive team. Also, being able to use a muli-framed leadership approach when viewing the needs of the organization is very noteworthy in motivating the constituents for total buy-in.

Stage 3: Effective Leadership

An effective leader is a proactive individual who shares an educational vision and mission with all stakeholders of the organization. The effective leader serves as a role model for others and possesses excellent listening, communication, interpersonal, and critical thinking skills. Through his/her actions, the leader displays effective leadership skills by taking a proactive approach, being goal-oriented, prioritizing tasks in order of importance, and promoting synergy, understanding, and caring within the organization.

I feel effective leadership is present when all members of the organization are on board and strive to succeed as a cohesive group. The leader builds on strength that strengthens others. High performing teams are produced, and the team members are likely to be satisfied with their job (Drath, 2001). In addition, a positive work environment is present. The leader faces adaptive challenges by using a multi-framed approach which addresses the structural, political, human resource, and spiritual aspect of the organization in need.

Personal Characterisitics Possessed by a Successful LeaderA leader is an individual who has the role of leading and

guiding his/her members of the organization in the right direction. In order to perform this task well, one needs to possess certain characteristics. He/She needs to be open-minded and to recognize multiple perspectives in successfully leading and carrying out leadership tasks for an organization. .

Finally, a leader must be inspirational and create meaning and faith that encourages all team members that the “glass is always half full” at all times (Bolman & Deal, 2003).

Two Preferences I Possess From MBTI and LCI That are Assets in My Leadership Role

I feel the sensing characteristic in my MBTI personality type is an asset in my leadership role. I am very aware of my environment and depend on my five senses in my daily experiences. This keeps me focused on all leadership tasks and responsibilities that I always try to approach with zest and enthusiasm. In a work environment I pay attention to details, use learned skills, and tend to be very decisive. On an interpersonal level, I give loyal support and demonstrate concern for others.I feel my LCI pattern of precision is another asset for my leadership role. I enjoy new concepts and researching new information through staff development and professional conferences to enhance my leadership knowledge and skills. I am very inquisitive and ask questions to gain clarification. This is very important due to the vast global educational changes that are occuring daily. I am very detail-oriented and always write things down and prioritize them in order of importance. I have a collaborative leadership style in which I encourage all team members to share their views and expertise, and to continue to grow professionally. This in turn results in buy-in, commitment, and trust which enhances the overall successfulness of the organization.

Present and Future Leadership ChallengesEffective leaders provide inspiration,

support, and a shared vision to their team. They are able to guide their teams through challenges and uncertainty while remaining calm, strong, and focused.

Most importantly, an effective leader is a strong instructional leader that ensures success for all students. Personally, my main challenge will be to balance all the components in my life to meet the demands of family, work, and doctorate program undertakings to be an effective leader.

Time Challenges and Plan for Improvement

Time management is an essential tool for today’s leaders. Devising and implementing an individualized time management plan will aid one in organizing and setting priorities for daily tasks. This will lead to less stress at work and home. John Kennedy said it well, “We must use time as a tool, not as a crutch.” I have developed the following time management plan of improvement based on my findings of my data synthesis:

1. Create electronic folders on my computer to gain easier access to my files.

2. Establish a drop box account to organize my email/computer files wherever I go.

3. Develop and use a color file folder system to organize my paper files.

4. Create a prioritized “to- do list.” and place in the same location as the calendar.

5. Implement the 3D’s system of completing tasks. Do it yourself, delegate it, or dispose of it.

6. Establish a set time each week during school to touch base with teachers in the building to hear concerns or training needs.

The Leader I Want to Be

A successful educational leader influences student achievement by his/her influence on the members of the organization and school processes. I want to be a leader that enables others to do their job effectively by offering intellectual support and stimulation by providing models of best practices. I want to set direction for my school by developing shared goals, monitoring organizational performance through classroom walk-throughs, and promoting effective communication.

I want to share in creating productive school culture with all members of my organization, modify organizational structures that undermine work, and to help build collaborative processes. In summary, I want to be well-informed, caring, trustworthy, and known as the child advocate leader who sees the greatest potential in all children, rather than the limitations they may possess.

An effective school leader has to be able to lead with a positive and well-defined direction. Support and buy-in is needed by all members of the organization. Challenges will arise, but trust, communication, and shared ownership among all stakeholders will encourage cohesiveness. This in turn will aid the leader in overcoming obstacles, and allow him/her to be able to persevere in the leadership task areas of setting direction, maintaining and creating commitment, and facing adaptive challenges.

Personal Ethical Decision-making Approach

School leaders make decisions daily often with no policy to guide them.Ethical decision-making requires an individual to consider and select the ethical perspective and leadership approach that directly addresses the behavior of that particular leader. Some philosophers distinguish between ethics and morals while others use them interchangeably (Johnson, 2012).

Upon choosing a preferred philosophical framework to make personal ethical decisions, one needs to identify his/her own guiding ethical principles and explicit values. Explicit values define the leaders expectations in clear terms, and they motivate team members to perform beyond their comfort zone (Halpern & Lubar, 2003). By establishing these explicit values, one can set personal ethical priorities as a leader.

Philosophical FrameworkResults from my Myers-Briggs

Type Indicator and Learning Connection Inventory indicate that I am nuturing and strive for precision. Therefore my preferred philosophical framework to make ethical decisions is utilitarianism.

Stage 4: Leadership Presence

Leadership presence encompasses making connections to and empowering others. Fleming (2009) suggests that the creation of Leadership Presence involves how you present yourself, how you communicate, how you listen, how you connect, and how you respond to feedback you receive. Simply being in charge does not make one a leader. Today’s leaders must strive to be present in today’s fast-paced world and connect authentically with the thoughts and feelings of others.

Halpern and Lubar (2003) developed a PRES model of Leadership Presence that has four elements. These four elements are: Being Present, Reaching Out, Expressiveness, and Self-knowing. I am working adamantly to be able to say I possess the four elements of the PRES Model of Leadership Presence.

I am now aware of what Being Present truly means. I need to be prepared to handle the unexpected by being completely in the moment. Reaching Out encompasses building relationships by making that authentic connection, while Expressiveness means that I need to express myself in a way so that a clear message is conveyed. Finally, I need to be Self-knowing and base my decisions and values on what I truly believe as a leader (Halpern & Lubar, 2003).

360-DEGREE CURRENT REPORT

In the final phase of the 360-degree current report, surveys were completed by three peers, three subordinates, one supervisor, and myself. The data collected from the surveys were the views of the respondents in relation to my performance of the ten leadership categories and reported as median scores as seen in the table below and in Figures 1 and 2 on the preceding pages.

Upon examination of the current median scores by the peers, subordinates, supervisor, and myself, the scores varied no more than 2 points as seen in Figures 3 and 4. A peer median score of 4 (outstandingly effective) was given in all categories. Subordinate scores and supervisor scores of 3 (highly effective) were generally given in all categories except Organizational Ability which was rated a 2 (satisfactory) by the supervisor and myself. The personal median score of 2 (satisfactory) was given in all categories with the exception of Setting Direction, Team Work, Written Communication and Understanding My Strengths and Weaknesses which received scores of 3 (highly effective).

Table 2.

Summary of Current 360 Median Score Responses

Category Peer Median Subordinate Median Supervisor Median Personal Median Setting Direction 3 3 3 3 Teamwork 4 3 3 3 Sensitivity 4 3 3 2 Judgment 4 3 3 2 Results Orientation 3 3 3 2 Organizational Ability 4 3 2 2 Oral Communication 4 4 3 2 Written Communication 4 3 3 3 Developing Others 4 3 3 2 Understanding My Own Strengths 4 3 3 3

Figure 1. Bar graph of peer, subordinate, and personal current median scores. Each bar represents a median score obtained from a group of questions under each category.

0=ineffective 1=minimally effective 2=satisfactory 3=highly effective 4=outstandingly effective

Setting D

irection

Teamwork

Sensiti

vity

Judgmen

t

Results

Orie

ntation

Organiza

tional Abilit

y

Oral Communica

tion

Written

Communication

Developing O

thers

Understan

ding My O

wn Stren

gths a

nd Weak

nesses

4 5 5 5 4 5 5 5 4 5

3 3 3 3 3 3

4

3 3 33 3

2 2 2 2 2

3

2

3

Sherry Saunders' Current Leadership AssessmentPeer Median Subordinate Median Personal Median

Figure 2. Bar graph of supervisor and personal current median scores. Each bar represents a median score obtained from a group of questions under each category.

Setting Direction

Teamwork

Sensitivity

Judgment

Results Orientation

Organizational Ability

Oral Communication

Written Communication

Developing Others

Understanding My Own Strengths and Weaknesses

3

3

3

3

3

2

3

3

3

3

3

3

2

2

2

2

2

3

2

3

SHERRY SAUNDERS' CURRENT LEADERSHIP ASSESSMENT

Personal Median Supervisor Median

0=ineffective 1=minimally effective 2=satisfactory 3=highly effective 4=outstandingly effective

.

Comparison of Baseline and Current 360-DataUpon collecting the current 360 data and comparing it to the initial 360 baseline data, the current data was adjusted to reflect the baseline data score range. It can be noted in Table 5 and 6 that the median for each group varied no more than one level ranging between satisfactory, highly effective, and outstandingly effective except the personal ranking that were two levels lower in the categories of Sensitivity, Judgment, Results Orientation, Organizational Ability, Oral Communication, and Developing Others.

Table 4. Summary of Baseline 360 Median Scores

Category Peer Median

Subordinate Median

Supervisor Median

Personal Median

Setting Direction 4 4 3.5 3Teamwork 4 4 4 4Sensitivity 4 4 4 5Judgment 4 4 4 4Results Orientation 3 4 3 4Organizational Ability 4 4 4 4Oral Communication 4 4 4 4Written Communication 4 4 4 5Developing Others 3 4 4 4Understanding My Own Strengths and Weaknesses

4 4 4 4

Table 5. Summary of Current 360 Median Scores

Category Peer Median Subordinate Median Supervisor MedianPersonal Median

Setting Direction 4 3 3 3

Teamwork 5 3 3 3

Sensitivity 5 3 3 2

Judgment 5 3 3 2

Results Orientation 4 3 3 2

Organizational Ability 5 3 3 2

Oral Communication 5 4 3 2

Written Communication 5 3 3 3

Developing Others 4 3 3 2 Understanding My Own Strengths and Weaknesses 5 3 3 3

1=ineffective 2=minimally effective 3=satisfactory 4=highly effective 5=outstandingly effective

“I BELIEVE I CAN FLY”

CONCLUSION

In the past year, I feel like I have truly been able to identify a well-defined me. I most certainly have introverted tendencies, but I have been surprised by how I have become more extroverted by working with others in sharing to complete a task without having the sinking feeling I needed to do it myself. I have definitely developed a trust factor with this cohort that has helped to develop and enhance my leadership skills. A true personal leadership metamorphosis has occurred, and I am now ready to spread my wings and fly into my next educational endeavor.

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