When reading the chapter on the Relational Leadership Model, I was intrigued almost instantly by the following: "Leadership is inherently a relational, communal process" (p.74). Anyone that knows me knows that I am a people person. I prefer to eat, exercise, work, go, do, and be around other people at all times. The RLM concept of PURPOSEFUL leadership also hits home with me because I am a plan man. By no means am I someone that likes to dive in right away. *cough* Eric, read the bottom of page 104 *cough* When in groups, I like to analyze where we stand and what is the best way to get where we need to go. I definitely take it upon myself to make sure everyone is on the same page regarding the desired result so we don't get to the end and say, "What the heck happened? We just wasted all this effort and accomplished nothing!"
"Your individual, purposeful commitment to the shared vision of a group project means you will do your part, share resources, and support your teammates because you expect the same of them" (p. 82).
There is no doubt that I like to work in groups, take on challenges, and complete projects together. I certainly desire a shared vision, but I will probably make my personalized vision known to the group because 1) I think it will work and 2) I am not afraid to throw it out there and receive constructive criticism. In this same regard, I will always welcome the opinions/personalized visions of others (hoping for a shared vision); however, if a group member does not willingly offer his/her vision, it is not in my nature to seek it out. This aspect of the RLM--INCLUSIVENESS--is definitely something I can work to improve. There is also room for improvement in my ability to listen with empathy. In general, I tend to talk more than listen, in part, because "significance" is on of my top five strengths, but mostly because I am excited to share with others and facilitate progress within the group. One aspect of inclusiveness that I am comfortable with is DiVeRsItY. As a minority I am always willing to embrace diverse people, opinions, and situations.
"Empowerment is likely to happen in organizational environments where people recognize that things can always be better than they are now" (p. 95).
EMPOWERMENT has two dimensions:
1) The sense of self that claims ownership, claims a place in the process, and expects to be involved... Check. This concept, which I equate with self-empowerment, is something that is very comfortable to me.
2) A set of environmental conditions that promote the full involvement of participants by reducing the barriers that block the development of individual talent and involvement... Work In Progress. Like inclusiveness, I am still developing this skill.
Another critical aspect of empowerment with which I am comfortable is Power. I have previously been exposed to the various sources of power and the potential outcomes. I have experienced power-hungry peer leaders and the negative effects of this style of leadership. Honestly, they just needed to read page 96 and realize that "empowerment and delegation are not the same thing." Marginality is something that I usually try to avoid/eliminate because I have experienced the negative emotions and results that are associated with it. In some instances, I will even take it upon myself to actively welcome new members to a group or new students to the classroom in an effort to make them feel at home :)
We are taught about ETHICS--what right and what is wrong, what is good and what is evil--from an early age. Thus, it is easily understood why leaders need to be ethical, moral, values-based, honest, etc. It is much more difficult, however, to understand why individuals so often struggle with turning these concepts into practice, why leaders do not always lead with integrity, and why corruption and scandal are so rampant in today's society. To me, the answer is fairly simple: leading with integrity, ensuring that all of your actions and decisions align with your ethical standards, is HARD. It is easier to cheat on a test than study for hours on end. It is easier to take a few dollars from the money you are counting than to stay and work overtime. Staying true to your principles is hard, especially in today's competitive climate where the pressure to succeed is so high--as is the probability that if you are not cheating to get ahead, somebody else is. Apparently, Komives, Lucas, and McMahon agree with me:
"The task of leading by example is not an easy one. Most, if not all, leaders begin with the goal of wanting t do the right thing. Some leaders get derailed by pressure or the temptation to trade leading for the common good with leading for personal gain or the uncommon good" (p. 102).
To me, the concept of PROCESS-ORIENTED leadership goes hand-in-hand with purposeful leadership. When working in groups, I am very goal- and task-oriented, always working with the final product in mind. One aspect of being process-oriented is cooperation.
"Researchers concluded that 'cooperation is superior to competition in promoting achievement and productivity'" (p. 105)....
"Uh oh!" says the student whose number one strength is "competition" (me)
As the authors go on to describe, however, it is beneficial to maintain cooperation within groups when competing against external factions--something at which I am very proficient. I am also comfortable with collaboration and meaning making. I am less comfortable with reflection and contemplation. To be honest, I kind of despise it... Whenever I am asked to take a minute and think or, even worse, write about my experiences and what they mean, I usually frantically look for the nearest exit and say to myself: "Dear God, make me a bird. So I can fly far. Far far away from here..." (Any Forrest Gump fans out there?) While I don't mind participating in group reflection or discussions of our/my successes and failures, I suppose this whole concept of personal reflection and contemplation is something I can work on in the future.
ASSIGNMENT PART 2: We’re going to ask you to pick a children’s bookand examine how it reflects one component of the Relational Leadership Model, or event the entire model. Head out to B&N for inspiration, perhaps. Or maybe just venture into a new space with your eReader. Even a good ol’ fashioned library could do you some good. You’re not expected to buy the book, but you do need to read it, and you need to share with us how the book relates to the model, (see what we did there?) If you can, share with us some pictures from the book- you know, for the full effect.
One of my favorite books as a child was The RAINBOW Fish. For those of you that don't recall, the rainbow fish is the most beautiful fish in the ocean, and he knows it. His beauty has gone to his head, making him act conceded and even be rude to his friends. When his friends all abandon him, he knows that there is something wrong, but can’t imagine what it is. He finds the wise old octopus and asks for some advice. The octopus tells him to share some of his beauty with others, and to begin looking at the beauty that comes from the inside as being what really matters.
To understand this in terms of the Relational Leadership Model, let's change just a few phrases. Here's what it looks like...
The rainbow fish is the most outstanding leader in the ocean, and he knows it. His leadership skills have gone to his head, making him act conceded and even be rude to his fellow participants. When his colleagues all abandon him, he knows that there is something wrong, but can’t imagine what it is. He finds the RLM Guru and asks for some advice. The Guru tells him to share some of his leadership with others, and to empower them to accomplish positive change.
