Leadership Philosophy
Who I desire and strive to be as a leader has evolved over the last two years as I have expanded my view, definition, and comprehension of leadership. While several of the concepts about leadership theory are still constant, I have a new expanded understanding of leadership concepts and how interconnected they truly are. My personal definition of what transformational/servant leadership has evolved from the traits that a leader needed to possess, rather than what a leader can do. Several key concepts have remained paramount for my leadership philosophy: establishing trust, inciting dialogue to create collaboration, and compassion. I have found that I closely align with the principles of Transformational Leadership. Transformational leadership is defined as the process that leadership gains insight into the motivation, wants, and needs of an individual to increase their motivation and expand the transcendence of self-consciousness. I believe that my leadership philosophy foundation has remained in-tact and traits that I find to be pivotal have also manifested into a more solidified vision of who I strive to be.
Components of Leadership Philosophy
Understanding
One of the main responsibilities I have as a leader is to fully understand the mental models of both me and that of those who I lead. Mental models are deeply engrained beliefs, generalizations, or even pictures or images that influence how we see the world and how we interact in it. These mental models can include perceptions and beliefs of expectations of self and of/for leadership. Mental models are established over time through experiences and shape how we interact with others and the world. These mental models influence the way that we view our inner and outer selves, thus influencing the way that others see and perceive us. A transforming leader can take the motivations, wants, and needs of their followers and responds to them empathetically, thus legitimizing them, bringing a new meaning to their view of the world. Mental models help to define and create our ideas, define our wants and our needs. Being self-aware of my own mental models and how they might influence my decisions is critical to who I want to be as a leader.
Growth
When looking at what I want to accomplish as a leader now, it is to increase self-awareness and create transcendence for those on my team. Transcendence is more than just teaching new skills or exploring thoughts but allowing the follower and leader to grow their own thought processes and achieve a new level of self-awareness, to transcend from their previous thoughts and mental models and create new ones. The outcome is not for me to decide alone, but to be explored through dialogue as new mental models are shaped together. This growth can be both personal and professional. I am more focused on individuals own self-awareness and transcendence rather than getting the “correct” outcome. This has been a momentous change for me, as I was more inclined to lead through power, rather than through growth. I have a new awareness of the power I possess, especially based on my role and knowledge. I have the power to allow for an increase of self-awareness or transcendence with my followers.
Together
Dialogue allows for several diverse types of exchanges to occur: transference of information, self-reflection, alignment of visions and values, and building of trust. Inciting the dialogical method is paramount to my leadership philosophy. Dialogue can create mutual trust amongst the dialoguers and allows for the dialoguers to name and rename the world as they transcend their previous thoughts and grow together. Meaningful dialogue must be based on trust, and both parties must feel comfortable with exchanging information and being vulnerable. Vulnerable to innovative ideas, to disagreements, to feedback, etc. For me and my leadership philosophy dialogue allows for creation and collaboration.
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Through dialogue, a leader can translate the motivations, wants, and needs into dreams and new visions and then into action. This goes beyond surface level conversations but goes into an exploration of what can be.
Dialogue allows both the leader and follower to become active change agents, both able to transcend and transform their motivations, wants, and needs into reality and to create a new sense of awareness, growth, and to create new mental models.
Trust
Understanding the wants and needs of my followers is paramount to establishing trust. Trust for me is paramount to being successful as a leader. Not only trust in the process but having the those who I lead trust in me as well. Trust is not easily established but can be better achieved through an understanding of mental models.