Running head: WHAT IS LEADERSHIP?

Sophie J. Boyer Phase I: What is Leadership? Seattle University

WHAT IS LEADERSHIP? Dear Future Self,

Unanticipated self-reflection and awareness has been awakened quickly and with a jolt. Simple questions regarding leadership caused me to stop suddenly and take note of my reactions. How do I define leadership? Why do we have leaders and what should they be doing? Am I a leader why or why not? Expecting a broader and less personal lens through which this class would be approached, I am struggling to answer these questions as I critically reflect on my own journey of leadership. This letter is intended to express my openness and reflection of where I stand now with my leadership development. Two, five, or ten years from now, I hope that these words, ideas, and self-perceptions have grown and developed. Before beginning this class, I never critically thought about how I would define a leader or explain the purpose of leadership. It was simply a part of everyday interactions, and I easily took leadership and leaders for granted. I believe an essential purpose of leadership is creating change, whether for a small or very large group of people. Leaders work with others in order to enact a transformation that will benefit the group, and hopefully extend to benefit a larger community outside of the original set of individuals. Leadership also serves as a model and arena in which to create and maintain relationships; it builds communities of leaders who have the ability and readily available support to assume ownership for their ideas, actions, and words. Komives, Lucas, and McMahons (1998) relational leadership model (as cited in Komives, Owen, Longerbeam, & Mainella, 2005) supports this analysis by stating, leadership [is] a relational process of people together attempting to accomplish change or make a difference to benefit the common good (p. 594). A second purpose of leadership is the development and conveyance of a shared vision, mission, and values. Without those, how effectively would individuals work together for a

WHAT IS LEADERSHIP?

common goal or purpose? Kidder (1995) also describes the importance of vision in relation to the purpose of leadership it [leadership] is about articulating shared values and developing a vision for the future since that, after all, is how consensus is built and gridlock broken (p. 101). Leaders and leadership are necessary in order to generate change, create communities of leadership, and establish common visions and values. If I have determined what the purpose of leadership is what then should effective leaders actually do? First and foremost, effective leaders need to grasp that their leadership role should not be utilized in a way to control or exert authority over others. The Social Change Model of Leadership Development (n.d.) emphasizes the importance of collaboration, and from that, I extend the idea further to include consistent, intentional, and successful delegation. One individual cannot, and should not, attempt to do it all leadership is a group process, not an individual talent show. With successful teamwork, collaboration, and delegation, the idea of controversy with civility also becomes imperative. Effective leaders are able to attend to disagreements quickly and professionally while respecting and validating the feelings and concerns of all involved. This is an area in which I feel I have much growth to do, as I tend to avoid conflict and attempt to appease everyone (hopefully you are better at this, future self!). A second aspect of an effective leader is continual growth and appreciation that leadership is a never-ending process of development. The Social Change Model of Leadership Development (n.d.) also confirms this idea. To me, there are three essential components to the idea of leadership as a process. First, being able to admit failures and mistakes is crucial to effective leadership. We all make mistakes, I know I have and will again in the future, but it is sometimes difficult to take ownership for them and accept the potential consequences. Second, an effective leader will also have a thorough understanding of his or her multiple identities, while

WHAT IS LEADERSHIP? acknowledging and valuing the continual learning that takes place in regard to identity

development. Within naming and valuing your own identities, it is also important to understand how those identities intersect with one another and potentially affect a leaders perceptions and ability to effectively collaborate and delegate. As discussed by Linder and Rodriguez (2012), intersectionality theory emphasizes the need to understand identities as interactive rather than additive[and] influence[s] how people experience their environments and how others respond to their identities (p. 385). Finally, an effective leader who fully recognizes that leadership is a process will carve out time for self-care and reflection. You cannot be an effective leader, Sophie, if you do not make time for yourself. The most difficult question has yet to be addressed do I identify myself as a leader? I cannot remember a time before this class when someone directly asked me if I saw myself as a leader. I was so caught off guard when the question was posed during class; I did not know how to answer the question, and felt immediately uncomfortable about saying yes. I have attempted to self-reflect on this personal question, and I am still somewhat uncertain about my feelings and reactions to it. With time, I hope to gain more clarity. I find that I can more easily identify leadership traits in other individuals, and am quick to name someone else as a leader. So I then wonder, why do I not see those qualities in myself if I know how to identify them? I have held leadership positions in the past (and yes I understand that leadership is not necessarily about a position), I have been told I am a leader, and I seek out leadership opportunities. I acknowledge I still have work to accomplish with regards to my leadership development I believe we all do on some level but I feel as if I should readily and happily claim the identity of being a leader even knowing there is work to be done. What then holds me back from saying so?

WHAT IS LEADERSHIP?

In speaking with my partner about this very same question, he said to me, Sophie, its all about the c-word with you confidence. I struggle to feel confident in my abilities, my decisions, and in myself. It is something I am already working on, but I had not realized how it affected my view of myself as a leader until the question was asked are you a leader? As we discussed in class, I would place myself in the reevaluating section moving toward the internal locus of identity development. I am slowly learning that my experiences and knowledge are valuable and should definitely inform and shape my identity as a leader. I matter. I am needed. I need to give myself as much grace as I provide to others. I am confident. I am a leader. What advice can I give you, future self? One, remember that leaderships purpose is to enable change in order to benefit the common good. Do not underestimate the power of a shared and passionate vision, mission, and values; a small group of people who share a common goal and who utilize all aspects of effective leadership, can make a big difference. Two, understand and accept that leadership is a process, which requires ownership of mistakes, identity development, and self-care. Three, do not expect that all leadership must come from one person; find individuals who can each contribute their expertise, aptitude for building lasting relationships, and management skills. Four, continue to develop your self-confidence. It is crucial not only to your ability as an effective leader, but also to you as an individual, a professional, a partner, a friend, a family member, and a future mother. Finally, learn to humbly, yet with certainty, claim your identity as a leader. It is in you it is time to let it out.

With love and grace, Me

WHAT IS LEADERSHIP? References

Kidder, R. M. (1995). How good people make tough choices: Resolving the dilemmas of ethical living. New York: HarperCollins. Komives, S. R., Owen, J. E., Longerbeam, S. D., & Mainella, F. C. (2005). Developing a leadership identity: A grounded theory. Journal of College Student Development, 46(6), 593-611. Linder, C., & Rodriguez, K. L. (2012). Learning from the experiences of self-identified women of color activists. Journal of College Student Development, (53)3, 383-398. The social change model of leadership development. (n.d.). Excerpt from: The social change model of leadership development: Guidebook version III. Los Angeles: The Regents of the University of California.