LEADERSHIP PHILOSOPHY

Leadership Philosophy

Jennifer Amato

GCU EAD - 501

Dr. Hoggard
 2
LEADERSHIP PHILOSOPHY

Knowing who I am and what I believe has been a focus for me as long as I can

remember. When I acted out as a child, my mother would often ask me why I chose to act that

way. That guided reflection helped me to understand who I am, what I believe, and why I make

the choices I make. Though the behaviors I exhibit have evolved many of my core beliefs have

remained steadfast. I value honesty, a strong work ethic, and the well-being of others. When I

was growing up, I had strong role models who showed me what it looked like to uphold these

values. However, these three beliefs resonate with me so much because I also experienced how it

feels to be close to someone who does not hold those same values. Without honesty there is

betrayal and pain. The absence of a strong work ethic leaves others working twice as hard to

cover gaps, financially and quantitatively. As a result, I rely on these values to guide my thinking

and reactions to situations and others so that my choices might not make them feel those same

negative feelings.

As I reflect on the development of my personal leadership style, I gravitate to the

transformational, authentic, and servant leader approaches. All three of these leadership styles

are rooted in values that are important to me. Northouse refers to relational transparency in

authentic leadership as “being open and honest in presenting one’s true self to others”

(Northouse, 2022). If I expect others to be honest with me, I need to be honest with them. This is

the basis of a strong working relationship. I can also show transparency in my professional

decisions, which are not always well received. However, this is when employing a

transformational leadership style is helpful. “Transformational leaders increase followers’ trust

levels by showing concern for their personal needs, demonstrating capability and persistence to

achieve the vision,” (Ling-Hui, 2022). If my followers know that I care about them, tough

decisions and conversations are easier to swallow. This can all be encompassed by aspects of
 3
LEADERSHIP PHILOSOPHY

servant leadership. I have nothing to gain by simply leading. If I lead as a servant, I put the goals

and needs of others before my own. (Northouse, 2022).

Working in education, both as a teacher and as a leader, requires a certain level of

servitude. This will be the attitude I will need to bring to my position of leadership. As Greenleaf

stated, a servant leader is “first among equals” (Greenleaf, 1970; as cited in Canavesi & Minelli

2021). I can show this in many ways; being a lifelong learner, being honest about making

mistakes, persevering through trials, and showing transparency in who I am and the choices I

make. Working under a leader who leads with a positive example makes it easier to put forth

extra effort. Building relationships with staff and encouraging them to make growth and achieve

goals creates better morale and a healthier school culture. Staff who feel supported and heard

will translate that into their classrooms and impact the engagement of students and families

resulting in increased academic and behavioral performances.

My journey into discovering and developing an effective leadership style is in its infancy.

Prior to entering this program, my exposure to leadership types was limited to traits and

management. Leaders had innate traits and managed logistical requirements. I had never

considered leaders as servants. In this short time, my perspective towards leadership has already

changed so much. Now I predict that, regardless of the other approaches I learn about in this

program, servant leadership will be at the foundation of the philosophy I create. I recognize the

work others do that allows me, a follower, to feel success and confidence. I see the importance of

leading by example, building relationships, and providing opportunities for others to make

decisions and take risks. Allowing followers and staff to leaders as a real person who works hard

and needs support creates a stronger community feel. The new understanding I have will help me
 4
LEADERSHIP PHILOSOPHY

construct a leadership style that embraces my values and allows me to inspire others in an

authentic way.

References
 5
LEADERSHIP PHILOSOPHY

Canavesi, A., & Minelli, E. (2022). Servant Leadership: a Systematic Literature Review and

Network Analysis. Employee Responsibilities & Rights Journal, 34(3), 267–289.

https://doi-org.lopes.idm.oclc.org/10.1007/s10672-021-09381-3

Ling-Hui Yang. (2022). Exploring the Relationship among Transformational Leadership,

Employees’ Commitment to an Organization, Clan Culture and Adhocracy Culture

within Taiwan’s Nurturing Foundation for the Disabled within Taiwan. International

Journal of Organizational Innovation, 15(2), 30–45

Northouse, P.G. (2022). Leadership: Theory and practice, nineth edition. SAGE Publications.