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Power that drives long term change and lasting influence

For this unit, you will produce an after action report (about 5-7 pages) evaluating leadership and interagency issues based on this film and any other research you conduct. (Note: you do not need to find fault with every, or any, selected elements you choose; feel free to highlight and discuss positive instances of leadership and interagency applications.) Think about all of these issues from both sides. Complete the following:

So what moves leaders and others to action?


These perspectives on holistic development map to elements of the leadership theories that have retained their salience and applicability over time. They include the relationship between leader personality traits and leadership performance; personal and organizational values and leadership behavior; leader influence and follower motivation; and follower motivation and organizational performance. Further, this convergence of holistic development and integrative approaches to leadership presage the type of learning organizations described by Senge (2006).

Research on The Leadership Challenge

Daft, R. L. (2008). The leadership experience (4th ed.). Mason, OH: Thomson/South-Western.

The needs and values of strategic leaders shape their vision to create (or destroy) value. By uncovering these drives, leaders can motivate the workplace culture to implement strategies further and faster in the organisation. The conceptual framework in figure 3 illustrates that a leader’s values are antecedents of vision in service of creating value for shareholders and stakeholders.

The prevailing views of leadership present it in dialectical terms (Popper, 2004). The leader's relationship to the led, the team to the organization, the goal relative to the context - leadership interactions are reflexively treated as a series of causes and effects. However, in reality these interactions are typically nonlinear. This helps to explain why achieving the most desirable leadership outcomes remains unpredictable despite the compelling theses offered by situational and integrative leadership theories. Every individual, entity, or event that is impacted by a leadership process produces its own effects through the idiosyncratic responses being generated. Accordingly, however else leadership is defined, it must also be regarded as a "complex, dynamic and adaptive process . . . integrated" across a "broad range of elements" (Magnusson, 2001, p. 154). By doing so, it is also recast as a holistic process which provides the starting point for the leadership theory presented here.

Power, Influence, and Leadership - Future Of Work

2 For more information on the Holistic Leadership Competency Model, contact the author.

People spend thousands of hours developing their technical skills. They might get higher degrees or gain new certifications. There’s almost a false sense that when I’m promoted, I’ll just be a leader. Leadership is behavioral development and understanding that I have to be credible, I have to meet and exceed standards. I need to have the sense of service and I have to proactively do things that add value to other people. I need to be accountable when I’ve made a mistake. We often find ourselves working with someone who hasn’t had a chance to learn, test and develop these fundamental leadership skills.

How should federal agencies and other organizations cultivate future leaders? Is it formal education, mentoring, coaching or all the above?

Keywords:   Education, Leadership, Theories, Styles, Principles, Methods, Management, Policies and Practices
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Leadership, Power, and Influence | Rush Prime Essays

The theory and resulting definition of holistic leadership presented here is not the first or only one attempted. On her website, Orlov (2003) describes holistic leadership as a methodology focusing on systemic development that impacts "oneself as leader, others as followers, and the environment" all resulting in "a journey that leads toward transformation at the individual, team, and organizational/community levels" (p. 1). Taggart (2009) offers a holistic leadership model on his website that he refers to as an "integrated approach to leadership." It includes components such as organizational teaching, personal mastery, reflection, inquiry, stewardship, visionary and strategic action, results orientation, thought leadership, power-sharing, collaboration, and nurturing. Similar to Orlov, Taggart's model also addresses a psycho-spiritual triad of personal wellness focused on mind, body, and spirit.

Leadership, Power, and Influence

The evolution of leadership theory as articulated above has, when joined with theories of adult holistic development, provided a kaleidoscopic image of the learning organization. The articulation of holistic leadership theory that follows seeks to bring that image into a more unified focus. Emerging from these precepts, holistic leadership is defined as a values-based approach to producing optimal outcomes through the collaborative development of all participants in the process, at all levels of functional performance.

Leadership Power and Influence | Custom PHD Thesis

Tice (1993) describes holistic leadership as a people-centered approach that is both process and outcome oriented. Participants at all levels of the organization share responsibility for the activities that contribute to successful functioning and produce an environment where the organization serves more as an interactive and self-reinforcing community then a top-down hierarchical structure. These depictions of holistic leadership align with the prevailing research on adult holistic development which - when integrated with the integrative paradigm of leadership theories - transmute into the singular theory of holistic leadership presented here. A closer inspection of each element of the definition of holistic leadership will illustrate how.

The impact and influence of leadership style on …

Leadership ethics is the most readily identifiable example of a values-based approach to leadership. Ethics and moral orientations are values representations and have been directly linked with servant and values-based leadership styles (McCuddy, 2008). However, the very definition of a value suggests that a "values-based approach" can be broadly defined. In quoting Pearsall and Trumbell (2003), McCuddy describes values as those principles, standards, and judgments that one deems as significant or important. He proceeds to suggest that elevating standards on a personal level will not necessarily correlate with what is "good, right, fair and just" according to the standards of others. Thus, a values-based approach in this or any context must be explicitly defined.

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