Coursework

Foundations of Leadership

I am appreciative of the introduction to the study of leadership through time, Jesuit education principles, and especially to the teachings of Paulo Freire. From this course, I determined that leadership is not simple, and even though it has been continuously defined, the science behind leadership is still relatively new. The contents of the course that resonated with me the most, came from Freire and the two distinct types of learning that he presents: “banking” concept and libertarian education. While there is much learning focused on the depositing of information from one group or another (banking concept), learning should be focused through the dialogical method resulting in acts of cognition. Through these dialogues, people become aware of more and begin to redefine the world, thus becoming leaders themselves. This course also began the foundation of my leadership style, which is strongly footed in transformational leadership practices.

Leadership & Human Potential

Dialogic Organization Development (OD) and its influence on leadership became paramount to my personal leadership theory. While components of Dialogic OD had been innately instilled in me, it was inspiring to see how Dialogic OD can be used during change initiatives, especially when used with Action Research (AR), Appreciative Inquiry (AI), and Design Thinking (DT). Appreciative Inquiry has been one of the largest takeaways for me from the entire program. Especially the concept of positive framing and flipping to focus on the desired outcome. The notion of both qualitative and quantitative research provided a large transcendence for me when it came to the difference between data and discussions. While all AR, AI and DT have different approaches they focus on the premise of generation of knowledge and transcendence, for both the leader, the organization, and the individual. While I was drawn most to AI, I saw how all approaches can be used together to ensure change initiatives are successful.

Organizational Theory & Behavior

This course introduced me to systems thinking, shared visions and mental models. Understanding our preconceived notions that influence our decisions and actions is key to being a successful leader. Mental models can influence both directly and indirectly, but being aware of them can help to ensure that their influence can be mitigated when needed and appropriate. Creating a shared vision is key for leaders, especially through the dialogic method. This can ensure there is a mutual understanding of the desired outcomes. Finally, systems thinking was introduced. I found this to be incredibly powerful, to be able to look at things through a different interconnected lens. Often in my world of HR, programs are created and do not address root issues or address how they might influence other aspects of the organization. Systems thinking brought a unique perspective to how interconnected all aspects of an organization can be.

Imagine, Create, Lead

Imagine, Create, Lead provided me with a foundation to discover, innovate, and redefine myself to become the most effective leader that I can be. Leadership is much more complex than just guiding people, supervising them, or even getting them to complete tasks, it is ever changing and is responsive to situations. Throughout the course, and immersion we examined how aspects of community and space (where we are), metanoia (learning, self-reflecting, and transcending), transcendentalism (intuition and fluidness), and renaissance (see and see again) all can influence leadership. For me one of the largest takeaways for the class was the importance to pause. The power of the pause, what I personally branded it, can be incredibly beneficial, giving time to think, to contemplate, to reflect and to respond. Taking time to self-reflect is an incredible tool, that is so often missed. Leadership is much more of an art than a science, and we are leaders and need the time to fine tune our skills, but that cannot happen without time and space.

Relational Dynamics & Organizational Development

Navigating through change can be a daunting task, especially when there are gaps between our ideal self and our real/actual self. Being an effective change agent requires us to understand the desired outcome of the change, especially when it comes to strategic vs incremental change and vision vs analytical. Four different change agents’ profiles were presented: Emotional Champion, Developmental Strategist, Intuitive Adapter, and Continuous Improver.  While none of these change agent roles are right are wrong, it is important to determine what is the desired outcome before assuming the appropriate change agent role.   I found myself connecting with both the Emotional Champion and Developmental Strategist profiles. Lastly the notion of resonating relationships solidified my perspective of the importance of dialogue, not only for being a leader but also for navigating through change.    For me, resonate relationship goes beyond an accountability partner, but a person where you can communicate openly with an honest exchange of thoughts, in a safe space. 

Organizational Change - Transformation

This course introduced me to different change models, designed to help people and organizations identify and navigate through change, focusing on how to change rather than what to change.  The Change Path Model provided a foundation for change that can be used with other diagnostic and change models. The Change Path Model framework is awakening (diagnostic), mobilization (alignment and motivation), acceleration (the change), and institutionalization (incorporating change). The Four Disciplines Model, ADKAR, and the Kotter 9 Box were some of the diagnostics and change models that I resonated with most, which can be used within the Change Path Model framework. Finally, within the framework of Awakening a SATA (Sponsor, Agent, Target, Advocate) Analysis was introduced, outlining the importance of identifying the players in a change initiative. This simple analysis is something that I do on a regular basis now, identifying the roles that are paramount to the success of any change initiative, especially the advocates and sponsors who can help ensure that the change goes across the finish line.