1. LEADERSHIP PLATFORM
Trish Halder
LDR 601
Fall, 2011

2. LEADERSHIP PILLARS Authentic Leadership Visionary Leadership
Cultural Leadership
Quality Leadership
Service Leadership
Emotional Leadership
Encouraging Leadership
Christian Leadership

3. Definition of AUTHENTIC
Not false or copied; genuine; real
(dictionary.reference.com)

4. As an authentic leader I will:
Set direction with integrity
Take the lead while being open to others
Guide others with sincerity
Take full responsibility for my decisions and actions

5. Definition of VISIONARY
Marked by foresight and imagination
(merriam-webster.com)

6. As a visionary leader I will:
Work hard to develop a unique vision that:
inspires people;
attracts commitment; and
incorporates meaningful goals to work toward together

7. Definition of CULTURE
“A pattern of shared basic assumptions learned by a group as it solved its problems of external adaptation and internal integration, which has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.”
(Schein, 2010, p.18)

8. As a cultural leader I will:
Make every effort to understand the existing organizational culture, beyond the surface artifacts representing it
Attempt to retain the positive aspects of the existing culture
Gently reshape detrimental organizational cultural beliefs and behaviors

9. A high level of value or excellence
Definition of QUALITY
A high level of value or excellence
(learnersdictionary.com)

10. As a quality leader I will:
Strive to ensure that my department’s contributions to the organization add value by being of the utmost quality
Conduct myself in a manner above reproach
Lead by example, setting a positive tone

11. Definition of SERVANT LEADER
One who serves constituents by working on their behalf to help them achieve their goals, not the leader’s own goals
(Dubrin, 2010, p.108)

12. As a servant leader I will:
Consciously focus on others’ needs, rather than my personal goals
Engage in active listening to help determine an effective course of action
Roll up my sleeves and pitch in with the daily work when needed
Be sensitive to the needs and concerns of my group members

13. Definition of EMOTIONAL INTELLIGENCE
How leaders handle themselves and their relationships
(Goleman, 2002, p.6)

14. As an emotionally intelligent leader I will:
Be aware of my attitude and of the impact it will have on my group
Strive to set the tone for a positive environment
Go out of my way to personally connect with my group members

15. Definition of ENCOURAGE
To inspire with courage, spirit, or confidence
(dictionary.reference.com)

16. As an encouraging leader
I will:
Believe in people before they succeed
Emphasize people’s strengths
Help people remember their past successes
Visualize with people their future successes
(Maxwell, 2003, pp )

17. Definition of CHRISTIAN
Exhibiting a spirit proper to a follower of Jesus Christ; Christlike
(dictionary.reference.com)

18. As a Christian leader I will:
Continue attending church, reading the Bible, and praying to become as knowledgeable in the Christian faith as possible
Base my behavior on Christian values to lead in as Christlike a way as possible
Do my best to glorify Christ in all my decisions and actions

19. COMPETENCY TO IMPROVE:
RISK-TAKING

20. PLAN OF ACTION TO IMPROVE MY RISK-TAKING:
Fully understand the importance of risk taking to leadership
Be aware of my aversion to risk taking, and be willing to make conscious efforts to improve in that area
Seek out opportunities that stretch my comfort zone
Follow through and participate in those opportunities (see next slide )

21. MID-WEST SPARTAN SPRINT, 2011
Lessons learned in outdoor challenges can carry over into leadership: discover your strengths/weaknesses, test your limits, work as a team, have fun, face the essence of who you are and what you’re made of (Dubrin, 2010, p.271)

22. EMPATHY HARMONY DEVELOPER DISCIPLINE CONSISTENCY
TRISH HALDER’S TOP 5 STRENGTHS (as determined by the Strengthsfinder 2.0 assessment)
EMPATHY
HARMONY
DEVELOPER
DISCIPLINE
CONSISTENCY

23. EMPATHY
Description: I can sense the emotions of those around me; I hear unvoiced questions and anticipate needs; I help give voice to others’ emotional life.
(Rath, 2007, p.97)
Plan to improve: I will consciously practice empathy on a daily basis by seeking out instances in my classes, at work, and in my personal life in which I can “honor the emotions that others are experiencing”.
(Strengthsfinder 2.0 Insight Guide)

24. HARMONY
Description: I look for areas of agreement and try to find common ground, as I am uncomfortable with conflict. I prefer practical matters as opposed to debate for its own sake, and am willing to modify my objectives in the name of harmony.
(Rath, 2007, p.109)
Plan to improve: I will intentionally try to embrace harmony as a strength, and focus on its positive aspects such as helping others find common ground.

25. DEVELOPER
Description: I see the potential in others and view every individual as a work in progress. When interacting with others, my goal is to help them take small steps toward realizing their potential.
(Rath, 2007, p.89)
Plan to improve: I will seek roles that include teaching or mentoring, and will remember that I can’t give what I don’t have. To keep growing myself, I’ll engage in challenging growth opportunities such as this Masters program.

26. DISCIPLINE
Description: I appreciate structure and routine, and tend to focus on timelines and deadlines. I have a need for precision and like to feel in control.
(Rath, 2007, p.93)
Plan to improve: I will continue to utilize the time management and organizational skills that have served me well, including keeping a detailed, color-coded calendar and using lists to stay organized.

27. CONSISTENCY
Description: I am aware of the need to treat people the same, no matter their position. I believe people function best in a consistent environment where rules are clear and applied to everyone equally.
(Rath, 2007, p.77)
Plan to improve: I will cultivate a reputation for acknowledging those who deserve credit, look for ways to clarify policies to ensure they’re applied uniformly, and remember to practice what I preach so what I’ve promised is consistent with what I deliver.
(Rath, 2007, pp )

28. CURRENT LEADERSHIP STYLE SELF ASSESSMENT
Based on my Strengthsfinder results, several self-assessment quizzes in the Dubrin book, and much reflection, I would call my leadership style relationship-oriented. People will always be more important to me than the “bottom line” because I focus more on the interpersonal aspect of leadership than on the task to be performed.

29. PLAN TO MAKE CURRENT LEADERSHIP STYLE MORE EFFECTIVE
In an effort to become a more balanced leader, I will need to develop my task-related behaviors, including:
Becoming more flexible in adapting to situations
Getting comfortable asking tough questions
Learning to set direction for change
Taking risks and being willing to implement risky decisions
(Dubrin, 2010, pp )

30. REFERENCES
Dubrin, A. J. (2010). Leadership: research findings, practice, and skills (6th ed.). Mason, OH: South-Western Cengage Learning. Goleman, D., Boyatzis, R., McKee, A. (2002). Primal leadership: realizing the power of emotional intelligence. Boston: Harvard Business School Press. Maxwell, J. C. (2003). Relationships 101: what every leader needs to know. Nashville: Thomas Nelson Publishers. Rath, T. (2007). Strengthsfinder 2.0. New York: Gallup Press. Schein, E. H. (2010). Organizational culture and leadership (4th ed.). San Francisco: Jossey-Bass.