Leadership Theory and Education S2a

Michael Johnson

My journey to this point in my life has never revolved around getting to the next level in
the educational version of the corporate ladder. It has always been about educating youth in a
manner that is both engaging and effective. Over the past few years I have committed myself to
learning and implementing the new initiatives within education, as well as becoming a resource for
others who choose to join in the direction current leaders have chosen to go. I guess what I am trying
to say is that, I didnt set out to be a leader, leading has found me.
Most people who become good leaders dont set out to become leaders. They simply set out to
become themselves, in an authentic manner. (Warren Bennis via Asghar 2014). I believe
that Mr. Bennis has seen over his 80+ years that people will follow and serve the greater good, if they
know the person in charge knows who they are and will stay true to that position. This has
been my experience in education. If there is a definition other than to lead people, it would need to
encompass the need of elevating the performance and commitment of those around me.
When looking at the various leadership styles and trying to fit myself into an individual group, I
found that often times part of me was here and parts were there. I connect with as many as six
leadership styles: Adaptive, Authentic, Transformational, Charismatic, Servant, and Spiritual within
one leadership characteristic and as few as one, Authetic, in other leadership characteristics (Avolio,
Gardner 2005). Putting on so many hats in the world of leading, I don't believe one style will fit all in
any situation. I did however find that one style, Authentic, jumped out at me more often than others

Leadership Theory and Education S2a

Michael Johnson

when looking at leadership traits I believe to be important.

The times of evolving change require leaders with a stable philosophy of the self, as well as of
others in the organization and community (Novicevic, M. M., Harvey, M. G., Buckley, M., Brown, J.,
& Evans, R. 2006). Authentic Leaders provide stability in the decision making process. I connect best

with Authentic Leadership Theory because I can accept who I am and remain true to that strong moral
fiber, use these ideas to build community with a long term vision. Because of these important traits
members are likely to buy into the direction chosen, encouraging success. There are several other key
traits to the Authentic Leader, I have chosen these few to highlight based on their importance to me.
Character is a cohesive approach to conducting yourself, interacting with others, and
representing the organization (Bradberry, Greaves 2012). Adaptive Leadership, I find to validate my
belief in my leadership style. Like Authentic Leadership, Adaptive demands self awareness, integrity,
information sharing and life long learning. Under the definition of either leadership style may come
different verbiage, but the message remains the same. Establish your beliefs and stay true to them.
Communicate these beliefs and include others in the process of decision making. Model your beliefs
and continue to grow as an individual, go beyond the expectations.
All the good holistic components of Authentic and Adaptive Leadership styles will encourage
the members in the community to participate, implement, and revise. Core Leadership incorporates the
risk taking and courage needed to be that leader. The so called leap of faith needed to trust your
laurels and believe in your methods come from those people that are born to lead (Bradberry,

Leadership Theory and Education S2a

Michael Johnson

Greaves 2012).
It is fairly hard to pigeon hole yourself into one method or another. Personally, I believe doing
so may limit your effectiveness as a leader and cost you followers and production. A well rounded,
thoughtful individual who bases decisions on truth, consequences, fairness, and character will lead, and
people will follow.
To lead requires vision, I hope to be the kind of leader that sets the wheels in motion for higher
student achievement. My years in the classroom have equipped me with a wealth of knowledge in

terms of what I see as quality skills in leadership as well as ways I would choose to do differently.
I mentioned earlier in the week that one of my motivations for pursuing an administration certificate
was to help me understand the process that administration may go through to make their decisions,
specifically the ones that directly affect me. By understanding their process, and possibly some
circumstances, should help me be a better cheerleader for their cause, perhaps improving student
achievement.
The rubric activity which involved the four way model of effective decision making was
something that I really connected with. I believe that district decision makers need to consider all the
information available, how consequences may affect the community at large, consider universal rights
as well as impact the decision may have on others. The importance of looking to the greater good vs
the common good, and knowing the difference between the two and what the impact may be if

Leadership Theory and Education S2a

Michael Johnson

misidentified could play out.

Sometimes a leader and a company are granted the opportunity to demonstrate their
authenticity publicly. Unfortunately, these occasions often come at a moment of crisis.
such was the case when Johnson & Johnson discovered its tylenol products were being
tampered with and contaminated. Jim Burke, then chairman and Ceo, quickly removed
tylenol from pharmacy shelves, orchestrating a heroic corporate effort to minimize harm
to customers. (Champy 2009)
Although Jim Burke probably did not have all the information that he would have liked at the
time, he acted quickly and decisively. Focusing on the greater good paid off for the Johnson &
Johnson Corporation. Those who are deeply aware of how they think and behave and are perceived by
others as being aware of their own and others' values/moral perspective, knowledge, and strength;
aware of

the context in which they operate; and who are confident, hopeful, optimistic, resilient, and of high
moral character (Avolio, Gardner 2005). I hope to emulate these characteristics Avolio and Gardner
highlight from their explanation of Authentic leadership.
Mentioning strength that I think I may have to be an effective leader kind of seeds the idea that
I have something figured out and that I am successful at it every time. Certainly that is not the case.
What I have figured out is that I am passionate about what I do and by working hard to perfect my craft,
others have come with on that adventure. I enjoy talking with people about their interests,

Leadership Theory and Education S2a

Michael Johnson

learning who they are and what makes them go. I have had the opportunity to work with many student
teachers as well as inexperienced staff over the years and have truly enjoyed seeing them grow. Some
in the relm of education, and some not.
In those experiences, when things have not gone as well as hoped, I would be willing to blame
the communication that was missed somewhere along the line. Its hard sometimes to be brutally honest
with someone and I believe that I have gotten much better managing that emotion now more than in the
past. I always tend to believe that inexperienced educators are not where I want them to be because the
experience is just not there yet. I continue to push myself to communicate my ambitions and desires
with my peers in a more effective manner so that we as a team can move our students in the right
direction.

Leadership Theory and Education S2a

Michael Johnson

Asghar, R. (2014, June 16). Why Real Leaders Don't Set Out To Become Leaders. Forbes. Retrieved

June 16, 2014, Retrieved from http://www.forbes.com/sites/robasghar/2014/06/16/why-real-

leaders-dont-set-out-to-become-leaders/

Avolio, B.,Gardner, W. (2005). Authentic Leadership Development: Getting To The Root Of Positive

Forms Of Leadership. The Leadership Quarterly 16, 315-338. Retrieved from

http://www.keyleadership.com/Downloads/Authentic%20Leadership%20Development%20.pdf

Bradberry, T., & Greaves, J. (2012). Leadership 2.0. San Diego, CA: TalentSmart.

Champy, J. (August 03, 2009). Authentic leadership. Leader to Leader, 2009, 54, 39-44. Retrieved
from

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Novicevic, M. M., Harvey, M. G., Buckley, M., Brown, J., & Evans, R. (2006). Authentic Leadership:

Leadership Theory and Education S2a

Michael Johnson

A Historical Perspective. Journal Of Leadership & Organizational Studies (Baker College),

13(1), 64-76. Retrieved from

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