1

Module 6: Paper 3

Katie Byers

Arizona State University: College of Integrative Sciences and Arts

OGL300-89887: Theory and Practice of Leadership

Dr. Charlotte Newman

December 3, 2021
 2

Module 6: Paper 3

Leadership has become the standard through which I want to live my life. I have learned

so much in OGL300 about the different leadership styles and how the implementation of each

has a different effect on organizations and the people that embody them. It is important to note

that though certain leadership styles are effective in some teams, they may not be effective in

every team, nor in each individual member of a given team. This demonstrates that a leader must

think critically about the different styles of leadership he or she wishes to employ and be flexible

in the implementation of each. In addition, the psychosocial roles between leader and follower

must be personalized to fit the developmental and motivational levels of each follower. In this

respect, I find leadership to be a vital psychological reciprocal relationship between human

beings within any organizational environment; these can include familial, social, and

professional environments (Northouse, 2021).

There are three leadership theories I will present that resonated most deeply with me

throughout this course. Each theory I present is considered relationship-oriented leadership and

confirm my belief that these styles are vital to human relationships, not only in organizational

settings, but in everyday life as well. First, leaders who employ an authentic transformational

leadership style work to change the status quo. These kinds of people have a strong sense of core

values and desire to, to paraphrase Mahatma Gandhi, be the change they wish to see in the world.

Transformational leaders operate with a high level of integrity and set an example that followers

are motivated to mirror, thereby increasing the overall positivity of the organizational climate

and total productivity. This is achieved through promoting and exhibiting behaviors and values

such as idealized influence, inspirational motivation, intellectual stimulation, and individualized

consideration (Northouse, 2021).

 3

Second, Blanchard’s SLII model presents an approach to leadership that underscores the

importance of valuing relationships with others. The way the leader interacts with and responds

to the follower is measured by the development of the latter. For example, a leader can apply a

supportive style when they perceive the follower is motivated and prepared to complete tasks,

but maybe lacks the confidence to accomplish those tasks independently with confidence

(Northouse, 2021).

Lastly, and arguably my favorite, is the servant leadership style. I am inspired and

motivated to emulate this style of leadership because I believe it to be humanity’s greatest

revelation. The tenets advocated in this style are superlative to any other approach to leading

others that I have learned yet. The servant leader exhibits the ability to be a good listener and

show empathy. They are also devoted to stewardship and the growth of people and their

community. I see this a noble undertaking that anyone can strive for no matter their origin or

background (Northouse, 2021).

To the contrary, there are a couple of leadership styles that did not resonate with me quite

as strongly. In fact, I am averse to these styles having experienced the negative effects of such

leadership in my organizational climates as well as on my mental, emotional, and physical

health. Authority-Compliance Management from Blake and Moulton’s leadership grid describes

an approach to leadership which is extremely task-oriented with little care for people. These

leaders motivate their followers through intimidation and control, often using people only as a

means to accomplish their own goals. Perhaps they believe that their followers are not competent

nor capable enough to accomplish tasks without being dominated (Northouse, 2021).

Toxic or pseudo-transformational leadership is another leadership style that I did not like.

I have experienced this firsthand in many different environments and it does not serve to build up
 4

people or community. It is a very selfish, greed motivated style, that often facilitates the abuse of

those under the leadership of these type of people. Considered the “dark side of leadership,

pseudo-transformational leadership styles can be terribly destructive. These leaders present

behaviors that are self-promoting, lack a strong standard of ethics, and frequently express a

hateful worldview (Northouse, 2021).

Servant leadership is the approach which most closely aligns with my values, and

personal and professional development goals. I have read many philosophical works attributed to

such great thinkers and authors such as Emmanuel Kant and Henry David Thoreau. Thoreau’s

self-reflections in Walden presented a perspective of deep-seated ethics, self-reflection, personal

accountability, and responsibility to one another and community. I have decided to follow and

emulate great servant leaders despite my exposure to intolerance, cruelty, and emotional

detachment in great portion of society which showed me all the ways in which I do not want to

live and interact with those around me, let alone lead.

I was pleasantly surprised by the results of my Followership Questionnaire. I received

high scores in both independent thinking and active engagement which indicates an exemplary

followership style. I am aware because of my past experiences that I can often respond in

alienated and conformist ways to avoid conflict. My heart cannot take the pain of such

interactions in a consistent and frequent manner. Reflecting on the way that I answered each

question on the leadership instrument, I can see confirmation of my own strengths, resilience,

and diligence and my authentic desire to contribute not only to my best and highest good, but to

that of my community as well.

Notwithstanding my initial lack of confidence in my answers and my overall followership

ability, the results were a great encouragement to me in my ability to overcome traumatic

 5

experiences without being changed fundamentally for the worse. In contrast to those who lean

toward authoritarian and pseudo transformational leadership styles, I have risen to the challenge

of becoming better than those who tried to break me and to ensure that I set a precedent of loving

service, holding the dignity of others in the highest regard, and prioritizing reciprocal growth.

My hope is that through consistent servant leadership people can edify others and

establish moral and ethical fortitude that can propel humanity into a more constructive paradigm.

My vision for each human being is to feel valued, self-efficacious, interdependent, and

possessing soundness of mind, body and belonging. In addition, I see exemplary followers

becoming great leaders as they practice purposeful, positive habits which transform into

exemplary character.

Likewise, followers can effectively change leaders as they demonstrate authentically

virtuous behavior. This may be a difficult obstacle to overcome, but with patience, due diligence,

and consistency over time, I believe it can be accomplished. This is not dissimilar to any process

of growth and development. It must be that each person, no matter their role, ensures the right

content in the right context is provided. Furthermore, if servant leadership is expected to succeed

in the organizational environment, it must be established in the home first.

When completing the Recurrence simulation with my team, I observed a strong

democratic style of leadership in each stage. The first stage was a learning opportunity in which

the chaos of not knowing the roles, the rules, and how to properly manage time abounded. My

team was able to create more structure by establishing expectations of one another, a schedule,

and accessibility of one another to consult on important decisions to be made in the game. My

team was able to thrive through the sharing of decision-making power allowing for significant
 6

pressure on any one person to be lifted. Once this occurred, I believe my team was able to enjoy

and appreciate lessons within the simulations more fully.

The most important aspects I learned from the simulation were the values of

communication, structure, shared responsibility, and working toward a common goal. With these

values in place, my team was able to accomplish more together than when each member

attempted to work within his or her assigned role independently. Furthermore, accomplishing

such a feat allowed for my team to share our successes and failures with one another lightening

the accompanying moods and burdens.

The simulation felt realistic in terms of the need to respond to inevitable and unexpected

challenges. Challenges like these arise daily in the real world. People can see evidence of small

problems to global catastrophes on the news and how leaders respond to each in turn. The

determinate factors of how one will respond to obstacles in the future will be how one has

developed his or her character up to that point. It is known that such obstacles can be character

builders in and of themselves. Ultimately, a better value system ought to be nurtured and applied

when people are young if it is to be expected that they respond better than is often seen.

Regarding my choices in the simulation, I made them based on my own values and

perceptions of the challenges themselves. My character was merely a mask for my real self. Each

challenge was read thoroughly in order that I might fully grasp the urgency and effect on each

person or group involved. It was helpful that there were multiple choice options in the game, as I

am not sure how I would have handled the scenarios otherwise. I would enjoy having the

opportunity to play Recurrence again, or a similar game. I feel like I had the opportunity to

experience the challenges firsthand and learn from each scenario. I also learned from my

teammates and enjoyed the opportunity to work with them as well. 

 7

References

Northouse, P. G. (2021). Leadership: Theory and practice (9th ed). SAGE Publications.