MSLD 511 Personal Blog

Within the handful of professional jobs I’ve had the opportunity to be a part of since my undergraduate program, I do not believe I have had a transformational leader. However, within my time in academia at Grand Canyon University, I had a professor that greatly shaped my 3 years of studies and who I would consider a transformational leader. Bernard Bass defines a transformational leader as someone who, “… inspires, intellectually stimulates, and is individually considerate of [the followers]. Transformational leadership may be directive or participate. Requiring higher moral development…” (1998, p. 9). My professor exhibited qualities such as these, as she inspired students to do more within their academics, to work harder, to think outside the box and to push themselves. This professor not only inspired me academically but also professionally and even outside of the career field. She was loyal to her students, had the ability to stimulate intellect and inspire participation. Sh...

To breakdown the idea of effective and emotion-connecting leadership using an atypical method is eye-opening. The way Italy Talgam pulled leadership qualities from movements and facial expression of conductors deepened my understanding of the leadership style known as Leader-member exchange (LMX). As Peter Northouse describes, “[In LMX] the central concept is the dyadic relationship that a leader forms with each of the leader’s followers” (2016, p. 144). Leader-member exchange boils down to a theory in which leaders are intentional in their relationship with their followers. They evolve with their subordinates and include them in team decisions so they feel valued, having a say in how the group’s goals are achieved. Graen and Uhl-Bien further describe that, “… effective leadership processes occur when leaders and followers are able to develop mature leadership relationships (partnerships) and thus gain access to the many benefits these relationships bring” (Graen, et al., 1995 p. ...

This week my class and I learned about the Path-Goal Theory, which boils down to how a leader motivates his/her followers to achieve goals (Northouse, 2016, p. 115). Within our studies, it reveals that there are numerous ways to lead and motivate others, and often it can simply depend on the situation. I completed the Rotter’s Locus of Control Scale Test, which measures expectancy of internal or external control for reinforcement. The test results revealed that my locus of control is internal. As Rebecca Vandegrift and Jonathan Matusitz defined in their article, Path-Goal Theory: A successful Columbia Records Story (2011), “Locus of Control is a psychological term that refers to a person’s personal belief on what causes good or bad. An internal locus of control means they openly take responsibility for their wrongs” (p. 353). First and foremost, I fully agree with the results as I subscribe to the belief that individuals should always take responsibility for their actions. Only ...

Ken Blanchard said in his article Situational Leadership (2008), “ Effective leaders adapt their style according to the development level of the people they are managing” (p. 19). While there are many avenues in which I practice leadership in my life, there are two that are a part of my everyday operations. In their 1981 article Management by Grid Principles or Situationalism: Which? Robert Blake and Jane Mouton muse that, “…the exercise of leadership is controlled by the situation. Because no two situations are alike their conclusion is that there is no “one best” leadership style on which to base practice or behavior” (p. 440). I practice directive leadership in my day to day role at Embry-Riddle Aeronautical University, but I utilize supportive leadership in my relationship with my husband.   Directive behavior is defined as, “[behaviors that] help group members accomplish goals by giving directions, establishing goals and methods of evaluation, setting timelines, definin...