I was pleased with the reflection that it caused me to do, as well as with the feedback I received. I figured I would share, in case anyone is interested. At that time I had no idea that that Boy Scouts of America would become my education, serve as my passion, and form one of my largest social circles. I progressed through the ranks, serving as every major youth leadership position, earning leadership, rank, and religious awards, and even developed a youth leadership course for the University of Scouting.
Brooklyn, NY Introduction This paper presents a model of holistic leadership that is proposed for inclusion with the integrative class leadership theories.
It positions holistic leadership as a synthesis of full participation models and developmentally-oriented leadership theories by building upon theories of holistic development.
To support its thesis, it begins with an overview of the evolution of leadership theory. Holistic leadership is then defined with its distinguishing elements placed within the context of contemporary leadership literature. The paper concludes with a statement of the theory's fundamental assumptions, its implications for leadership development, and its potential as a supporting framework for future research.
To lead is to inspire others to realize their best potential.
While many other definitions of leadership exist, leadership practitioners who meet this standard are likely to be successful more often than not. This paper offers an emergent theory of leadership built upon the class of theories most closely aligned with this goal.
It then integrates them with theories of holistic development that offer insight into the most effective ways to access the best potential of enterprise members. Leadership Paradigms As Lussier and Achua note, leadership has evolved over the past sixty years to produce four major paradigms: In some respects, each paradigm shift emerged as an evolutionary consequence of both the strengths and the limitations of the paradigm that preceded it - each in its own way offering a perspective on how to inspire that best potential in the individuals and groups being led.
Of these paradigms, the integrative class which includes transformational, servant, and authentic leadership theories, builds upon behavioral, trait, and contingency theories by extending the leader's impact beyond task fulfillment to the process of leadership itself.
The expectation is that by attending to the motivational needs of followers, better outcomes are likely to ensue.
However, despite the soundness of this premise, translating these theories into practices that deliver consistently superior results remains a challenge for most practitioners.
This paper associates the cause with three perceived limitations of the current crop of integrative theories: They do not extend themselves far enough into the realm of follower motivation; Many continue to rest the locus of causality in leadership processes with the leader; and Most do not fully explore the systems implications of the leader, led, and context triad.
Therefore, an opportunity exists for a leadership theory that addresses these shortcomings.
Holistic leadership proffers seven fundamental assumptions about the nature of effective leadership: Successful outcomes result from an orientation toward development.
The healthiest and most productive development is done collaboratively. The leadership unit shapes the context of collaboration. The core leadership unit is the individual, which makes every participant a leader within his or her own sphere of influence.
The intrinsic desire for meaningful purpose suggests that every individual wants to realize his or her best potential.
Holistically-led collaboration requires that the participant's right to self-determination be respected. The exercise of self-determination in a way that realizes the individual's best potential, results from an iterative process that must be supported. This paper presents holistic leadership as that next step in the theoretical progression of the integrative paradigm.Professors assign reflection papers so they can see how much you move from point A to point B.
Here are some scenarios: your class readings challenged you to think (or feel) a different way your training asked you to perform a task in a particular manner you watched a film and were asked to reflect on it.
A reflection paper, from a writing standpoint, can be a challenge.
🔥Citing and more! Add citations directly into your paper, Check for unintentional plagiarism and check for writing mistakes. REFLECTING ON EXPERIENCE FOR LEADERSHIP DEVELOPMENT Abstract Adrian Y.L. Chan, Ph.D University of Nebraska, Advisor: Fred Luthans This study proposes that being reflective or ruminative about one's leadership.
Turnitin provides instructors with the tools to prevent plagiarism, engage students in the writing process, and provide personalized feedback.
Leadership 1 Final Reflection Paper Based on the insights you have learned about leadership from the readings, reflect carefully about your own personality, your strengths and areas you would like to improve.
T NEVER HURTS TO BE REMINDED of the need for humility. We tend to fall back on transactional relationships and rule-based leadership. Edgar Schein and Peter Schein call this Level 1 based leadership.
Reflections on Leadership. Thomas E. Cronin. for the Navy Command Leadership School (CLS) Leadership is one of the most widely talked about subjects and at . The rhetoric of innovation is often about fun and creativity, but the reality is that innovation can be very taxing and uncomfortable. Quotes. What information consumes is rather obvious: it consumes the attention of its recipients. Hence a wealth of information creates a poverty of attention, and a need to allocate that attention efficiently among the overabundance of information sources that might consume it.