Philosophy of Leadership Statement

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 Philosophy of Leadership Statement

What do you think about leadership? What has influenced your thoughts?

The role of leadership pertains to what is inside us; if we wish to live each day, we all

must view leadership in our unique ways. What to accomplish in life is not the fundamental

practical-moral issue; rather, it is the kind of man to be (Cunliffe, 2009, p. 94). Knowledge

workers who feel unappreciated will not even attempt to compete in a world with fierce

competition. To leverage the benefits that result from collective responsibility, the standard

bearer in each of us should develop diversified and diffused leadership by supplying governance

to the outer reaches of our institutions. I aim to continuously model this philosophy with my

personality in ways that foster cooperation toward a common goal.

Companies exist to maximize folk's abilities and skills. My goal in a method of social

impact is to develop more figureheads who will draw out the best in their fellow skilled workers

to enable them to collaborate more effectively and achieve more than they had ever thought

possible. Governance is an obligation that must be shared by everyone involved in managing and

influencing the leadership principle. The statement implies guidelines for how I like to lead and

affect others, what I cherish, what I demand from colleagues, what I cannot tolerate, and—most

importantly—what kind of setting I am dedicated to fostering.

What key leadership experiences have informed your thinking?

A manufacturing company appointed Jane as a new manager to boost output and morale.

She got to know each worker, encouraged open communication, and gave Tom a unique project

to show his abilities. Jane gave Tom a special project because she saw his potential and wanted

to test his skills. She gave him the resources and support he needed to take leadership of the
project. Tom managed his employees and devised innovative solutions that improved

productivity and reduced waste. Tom's motivation and morale significantly rose due to the

initiative's great success. Tom's transformation inspired the other team members to put more

effort into their work. The incident serves as a reminder of how crucial it is to maximize team

potential and accomplish organizational goals by emphasizing employee strengths, encouraging

open communication, and offering opportunities for advancement.

Do you believe that leadership is positional? Why or why not?

Positional and non-positional leadership are both important. The power and

accountability that come with a particular job or title inside an organization are called positional

leadership. Formal power and decision-making authority, exercised through the authority placed

in the individual's function, are frequent characteristics of this leadership. Non-positional

leadership, on the other hand, describes an individual's power over others independent of their

official title or position inside an organization. This kind of leadership is centered on personal

traits like experience, charisma, and credibility, and it is frequently demonstrated through

mentoring, coaching, or personal example (Frost & Network, 2019). An informal team leader

who regularly sets an exemplary example and motivates others to provide their best effort would

be considered a non-positional leader. In conclusion, leadership can have both positional and

non-positional forms, which are critical in various contexts and circumstances.

When do you share your vision as a leader?

As a leader, I must convey my vision to people as soon as possible and do it effectively.

Sharing a vision soon paves the way for the objectives and projects we will be working on while

establishing a clear purpose and direction for my company. While communicating my vision,

timing, inspiration, clarity, and involvement are some things I have in mind. On timing, I pick an
occasion, like a team meeting or an all-company presentation, when my group is most attentive

and interested. I ensure that my vision appropriately reflects my values and objectives and is

clear and succinct. Through inspiration, I draw a picture of the future resulting from realizing my

vision and explain why it is significant to my team and me. I know that being a leader entails

more than expressing my goals. It also involves motivating and directing people to cooperate in

achieving a common goal.

Under what circumstances are you willing to take risks?

As a leader, taking calculated risks may be key to fostering innovation and success.

Nevertheless, before I make a choice, I must carefully analyze the possible outcomes and balance

the advantages with the risks. One of the circumstances I can be willing to take risks is when

there is a high potential for gain. If there is a high likelihood of gain, I might think about taking a

chance. For instance, if a new business endeavor or product launch is successful, there may be a

significant reward potential. Additionally, when there are no alternatives, I take a calculated risk

to handle a challenge or capture an opportunity when there are few alternatives or no other

workable solutions. Lastly, during market disruptions, taking chances might help you remain

ahead of the competition and achieve a competitive edge in sectors or marketplaces that are

changing quickly.

What personal principles are you not willing to violate?

One personal conviction that I would never be ready to compromise includes integrity; I

place high importance on integrity, and even in trying circumstances, I would not compromise

my honesty and veracity. Additionally, accountability is critical as well as a leader. I am

accountable to my team and accept responsibility for my choices and actions. I would not avoid

accountability. I also hold fairness in high regard and would never act in a way that would
unfairly favor one group over another (Hiebert & Klatt, 2021). Most importantly, I value respect,

regardless of a person's position or status; I cherish respect and would never act in a way that

denigrates or disrespects them. Nevertheless, I appreciate transparency and would refrain from

acting dishonestly or secretively. I also constantly try to be honest and upfront with my team.

How do you make decisions? Are they based on evidence or intuition?

I am a leader who makes decisions based on logic and gut feeling. Unlike intuition,

which relies on my instincts, experiences, and insights, evidence-based decision-making employs

data, facts, and study to guide decisions (Albejaid et al., 2020). Focusing entirely on data might

result in an over-reliance on data and disregarding context and lived experience. However,

relying only on intuition might lead to unwise choices and a lack of responsibility. Thus, I

support my intuition with facts to make conclusions. I hope to combine the two in order to make

decisions that are well-informed, fair, and founded on a complete grasp of the circumstances.

What decisions do you make individually, and what do you make collectively?

Personal growth, self-care, and tactical decisions are all things I decide individually. I

take the initiative when it comes to making choices for my personal growth and development,

such as selecting possibilities for education and training. On self-care decisions, it is crucial to

put one's well-being; first, I choose my own time off policies and boundary-setting strategies

(Vroom, 2019). In tactical decisions, I take the initiative and make the decisions alone when they

are limited in scope and only apply to a certain project or activity. On the other hand, one of the

decisions I make collectively is strategic decisions. Important choices that have a big impact on

the organization, such as modifying the mission or strategy of the company, are made in concert

with all relevant parties. Additionally, decisions that affect many groups' and departments'

resources or the improvement of processes are made in conjunction with those groups and
departments. Ultimately, decisions with an ethical or moral component, such as those dealing

with workplace discrimination or harassment, should, in my opinion, be made with the

participation of relevant experts and stakeholders.

How do your personal beliefs (e.g. religion, culture, inclusiveness, etc.) affect your

leadership philosophy?

My culture as a leader can greatly impact how I manage to get the greatest performance

out of my team. My leadership style and behavior may be influenced by many cultural values,

conventions, and beliefs, which impact how I inspire, relate to, and collaborate with my

employees. For instance, how my culture perceives the allocation of power affects how I handle

authority and make decisions (Hutton, 2018). I could be more dictatorial and directive in cultures

with a high power gap, while I might need to be more democratic and participatory in cultures

with low power distance. The culture's emphasis on individual success versus group success can

also impact how I inspire my staff. I need to concentrate more on praising individual

achievement in individualistic cultures while emphasizing group cohesion and collaboration in

collectivistic cultures.

How do you respond when your leadership beliefs or practices are challenged?

Depending on the situation and the type of challenge, I may react differently when my

leadership methods or values are questioned. However, one of my responses is to become

defensive. In other circumstances, I can become defensive and reject the criticism because I think

it is an assault on my character or competency. In other situations, I might adopt a more

reflective stance and see the difficulty as a chance for development and self-improvement. I

might reflect on my principles and methods while looking for criticism and advice from others.

In order to meet the challenge, I might also accept change and modify my leadership style. I
might be open to modifying my thoughts or behaviors in response to new information or novel

situations.
 References

Albejaidi, F., Kundi, G. M., & Mughal, Y. H. (2020). Decision making, leadership styles, and

leadership effectiveness: An amos-sem approach. African Journal of Hospitality,

Tourism, and Leisure, 9(1), 1-15.

Cunliffe, A. L. (2009). The philosopher leader: On relationalism, ethics, and reflexivity—A

critical perspective to teaching leadership. Management Learning, 40(1), 87-101.

Frost, D. C., & Network, H. ENHANCING TEACHER PROFESSIONALITY: THE POWER

OF NON-POSITIONAL TEACHER LEADERSHIP. PEDAGOŠKI (P) OGLEDI.

Hiebert, M., & Klatt, B. (2021). The encyclopedia of leadership. McGraw-Hill.

Hutton, D. M. (2018). Critical factors explaining the leadership performance of high-performing

principals. International Journal of Leadership in Education, 21(2), 245-265.

Vroom, V. H. (2019). Some personality determinants of the effects of participation. Routledge.