Running head: ETHICS, TRANSFORMATION, AND SERVICE 1

Ethics, Transformation, and Service:

Three Pillars of my Leadership Philosophy

Sarah Sampe

Northern Arizona University

Abstract

Leadership is about people. This paper outlines my leadership philosophy built on three pillars of

leadership: ethics, transformation, and service. My leadership is rooted in ethics. Respect for

others is at the core of who I am as a person and is how I best lead. In addition, to a foundation

of ethical behavior, I also lead from a transformational and servant perspective. I lead by

example, motivate and encourage others, and have a profound respect for others. This paper

outlines my thoughts on each of these pillars and how that informs daily decisions I make

through my leadership. This paper also describes my plan for action to develop further in my

leadership abilities. Professional development and belief in self are at the core of my plan and in

the steps I will take toward growth moving forward.

Ethics, Transformation, and Service:

Three Pillars of a Leadership Philosophy

I believe that leadership is about people. A leader leads by example, empowers others

through motivation and encouragement, respects the ideas and values of others, and helps to

support others to see and realize their potential. I view my leadership philosophy as three

different but interrelated pillars. These pillars are built on ethical, transformational, and servant

leadership. My leadership philosophy is engrained with an understanding and commitment to

being a leader deeply rooted in ethical actions and beliefs. In addition to ethics, I believe that

motivating and empowering others through transformation is the core of leadership. Finally, the

third pillar made up of servant leadership, describes a commitment to serve and to recognize the

needs of others.

Commitment to Ethics

I believe that leaders should first and foremost commit to ethical behavior. Northouse

(2013) describes five principles central to ethical leadershiprespect, service, justice, honesty,

and community (p. 430), which drive my leadership philosophy. My daily behavior is rooted in

these five principles and central to how I would describe myself as a leader. I am an honest and

fair person, respectful to others, dedicated to the development of others and the work

environment. These five principles guide me in my belief on how to best lead. In every aspect of

my beliefs I make decisions, build ideas, state opinions, and develop others keeping faithful to

these guiding ethical principles. This pillar of my leadership philosophy informs my leadership

actions through transformational and servant leadership.

Striving to Transform

Transformational leadership is the roots of my beliefs on leadership and another pillar in

my leadership philosophy. The explanation that Northouse (2013) gives, perfectly sums up my

ties and belief in transformational leadership, stating:

Transformational leadership is a process that changes and transforms people. It is

concerned with emotions, values, ethics, standards, and long-term goals. It includes

assessing followers motives, satisfying their needs, and treating them as full human

beings. Transformational leadership involves an exceptional form of influence that moves

followers to accomplish more than what is usually expected of them. (p. 185)

Transformational leadership is focused on changing and transforming people (Northouse,

2013, p. 185). I believe that leaders have an opportunity to shape those who follow. Change isnt

about changing who they are as people, but helping them to become who they aspire to be. As

Northouse (2013) explains, transformation leadership is the process whereby a person engages

with others and creates a connection that raises the level of motivation and morality in both the

leader and the follower (p. 186). Motivating and encouraging others to believe in greatness is

central to who I am as a person and who I aspire to be as a leader. I feel that those in power can

help others to see who they can be and give followers every opportunity to grow into that person.

Respect for others is also important to transformational leadership. As the statement

above by Northouse (2013) states treating them as full human beings (p. 185) is of utmost

importance to me and my leadership philosophy. I believe that when people feel that they are

valued they are motivated to be their very best. I think every person brings unique qualities,

skills, and talents to the table. In his discussion about ethics in leadership Northouse (2013)

states leaders have an ethical responsibility to treat followers with dignity and respectas

human beings with unique identities (p. 428). Each person is defined by their experiences, and
ETHICS, TRANSFORMATION, AND SERVICE 5

those experiences help to shape and develop who the person is. A good leader can recognize

those individual qualities and apply them to any given situation in the organization.

In Bass full range model of leadership, seven factors of transformational and

transactional leadership are listed (Northouse, 2013, p. 190). Of the seven factors, four factors

are attributed to transformational leadership. The second of these factors is inspirational

motivation, which describes my views on the importance of motivation. Northouse (2013)

characterizes the factor of inspirational motivation as, descriptive of leaders who communicate

high expectations to followers, inspiring them through motivation to become committed to and a

part of the shared vision in the organization (p. 193); team spirit is enhanced by this type of

leadership (p. 193).

My commitment to high expectations is communicated through my commitment to

individual excellence. I strive to be a person committed to excellence in all things, my work

ethic, professionalism, and efficiency are ways that I lead through example. Leading by example,

and modeling expected behavior is essential for having a culture of shared responsibility and an

organization with a shared vision.

Northouse (2013) describes the importance of modeling in the explanation of Kouzes and

Posners model of leadership, which includes five practices central for leaders to accomplish

great things (p. 198). One of these practices is to model the way (Northouse, 2013, p. 198).

Modeling the way involves being clear about your own values and philosophy, expressing them

with your own voice, and setting a personal example for others by your own behaviors

(Northouse, 2013, p. 198). Modeling is imperative to my philosophy of leadership. I dont feel

that I can hold others to high expectations unless I hold myself to the same standards. My staff

understands who I am as a leader because I show it to them every day. For example, I
ETHICS, TRANSFORMATION, AND SERVICE 6

communicate effectively. In our organization, it is critical to communicate to students and other

stakeholders in a concise and efficient way. Email, for example, is used daily in our work.

Students often ask important time sensitive questions in email form, and we must respond

promptly to answer their questions. I often offer screen shots of confusing websites or list step by

step directions to help with processes to my students to help answer their questions. I expect that

my staff is also able to offer this type of assistance. I model this expectation of written

communication to my team so that they understand that this is an expectation and an example of

the standard I to have for myself.

Additionally in inspirational motivation, Northouse (2013) explains that, in practice,

leaders use symbols and emotional appeals to focus group members efforts to achieve more than

they would in their own self-interest (p. 193). I believe that using encouraging words and

positivity helps to motivate others. Respect is given and implied when encouraging words are

shared. Northouse (2013), states when a leader exhibits respect to subordinates, subordinates

can feel competent about their work (p. 432). When a person feels that you believe in them,

they in turn believe in themselves, and they are more willing to work hard and put in full effort.

One of the best ways that I practice motivation is through weekly encouraging emails to

the students with whom I work. In my position as a Strategic Learning Specialist, I have the

unique opportunity to lead students through their undergraduate journey at The University of

Arizona. The students that I serve have attention and learning challenges. Their journey through

the university experience is often difficult and a daily challenge. I have found that they have very

often not been encouraged to pursue education after high school; some were told they would not

make it through high school. The Northouse (2013) explanation of transformational leadership,

defines how important transformational leadership can be to followers with this experience
ETHICS, TRANSFORMATION, AND SERVICE 7

stating that it moves followers to accomplish more than what is usually expected of them (p.

185). I feel it is my duty to remind them that they are capable of greatness, and I take the time

every week of the semester to tell them that. I send an email that includes a thought of the week,

which are most often motivational quotes. I then apply the quote to ways that they can challenge

themselves to be better in that week. Motivating them to be the best version of themselves leads

to the feeling of empowerment and is something that is important in my leadership philosophy.

Transformational leadership is essential to helping followers feel empowered and

encouraged, especially when they are asked to contribute and trusted to try new things

(Northouse, 2013, p. 200). As a leader, it is paramount to me that my staff and students believe I

have confidence in their abilities. I think this confidence is essential to developing trust amongst

followers and makes a leader effective at working with others (Northouse, 2013, p. 200). I strive

to build an environment of positivity and belief. The results of transformational leadership, as

Northouse (2013) describes, is people feeling better about themselves and their contributions to

the greater common good (p. 200).

Committed to Serve

People feeling better about themselves is an important aspect involved in my leadership

philosophy especially as it relates to the final pillar of servant leadership. Wheeler (2012)

describes ten principles attributed to servant leadership, one of these principlesfacilitate

meeting the need of others (p. 28), is an important part of my leadership philosophy. Wheeler

(2012) sums up with three words, the importance of this principle to my philosophy, stating its

about relationships (p. 28). Building relationships of mutual respect guides my everyday

leadership practice.
ETHICS, TRANSFORMATION, AND SERVICE 8

Involved in this principle of meeting the needs of others is, as Wheeler (2012) describes,

probing for and recognizing potential; seeing interrelationships of ideas, people, and structures;

and helping others to be most effective (p. 28). I often go home exhausted with thoughts of how

I can make the work environment better to promote the work of my staff and students. I ask

myself questions daily to guide my practice. Questions such as, how can I help this employee to

grow? How can I be of more service to my students? What can I do to build staff morale? I take

responsibility for leading as I view it as a valuable opportunity to develop others and additionally

grow as a professional. Wheeler (2012) informs these questions stating servants know that

getting things accomplished is achieved through others so their task is to find ways to make it

happen (p. 16); further, servant leaders believe that success is within the community and

determined by the commitment, responsibility, and effort of all those involved (Wheeler, 2012,

p. 22).

Dedicated to Action

I am dedicated to building an action plan that develops my leadership skills through

professional development and belief in self. Development professionally is central to my

leadership action plan. Participation in professional development opportunities is the first item I

will begin to research. I first became aware of the Donna M. Bourassa Mid-Level Management

Institute through McCurtis, Jackson, and OCallaghan (2009, p. 76). This institute would be an

incredible opportunity to develop my skills by enhancing my experiences and seeking new

opportunities to develop. McCurtis et al. (2009) describe the institute as a way to prepare

midlevel professional with 5 or more years of experience with the necessary skills to better

understand increasingly complex and changing campus communities(p. 76). The institute

consists of a week-long curriculum that includes group seminars and discussions, in addition,
ETHICS, TRANSFORMATION, AND SERVICE 9

access to a discussion listserv (McCurtis et al., 2009). As a midlevel professional who has been

at the university for almost nine years, this institute would be a perfect opportunity to explore.

As part of my action plan, I will complete a professional development request within my

department to attend this institute.

In addition to the request mentioned above, I will also complete a request form to apply

for The University of Arizona Academic Leadership Institute (UA-ALI). According to The

University of Arizona (2012), the UA-ALI serves both to strengthen the skills of those who are

already in leadership positions and to provide a venue for career development for those who are

seeking opportunities to lead (About the UA Academic, para. 1). The Institute invites

emerging leaders within the university to apply for the program; I will answer this invitation to

apply.

Also relevant to professional development, is developing my knowledge of finances and

budgeting on an institutional level. DeZure, Shaw, and Rojewski (2014) lists finding ways to

enhance skills in the area of finance and budget as another important practice (Productive

Practices of Faculty section, para. 1). I am skilled at personal budgeting, but I need to develop

these skills and apply them to the scope of higher education. These skills will be necessary to my

ultimate goal of becoming a senior level professional or director.

The final item important to my professional development will be involvement in

professional associations. Abney and Richey (1991) and Gorena (1996) note participation in

professional associations and organizations as an opportunity to develop (as cited in Jackson and

OCallaghan, 2009, p. 60). I have heard from many higher level professionals that involvement

in professional associations is important to understanding the environment of higher education as

well as building a network of professional colleagues. I will seek information on getting involved
ETHICS, TRANSFORMATION, AND SERVICE 10

in as least one student affairs organization, such as Student Affairs Professionals in Higher

Education (NASPA); as well as one specific to my current area of expertise, such as LDA

(Learning Disabilities Association of America). Essential to professional development is making

others, specifically my supervisor and department director, aware of my desire to grow

professionally. DeZure et al. (2014), lists the importance of not waiting to be asked or invited to

take on more leadership roles (Productive Practices of Faculty section, para. 1). Key to my

development is my commitment to let others know I am interested and capable. Being qualified

and competent for leadership roles is something I work at on a daily basis.

The second item in my professional development plan is a belief in self. I will continue to

develop my confidence in myself, by seeking opportunities in my current department to show my

skills as a leader and ask for responsibilities that allow me to show my capabilities. Opportunities

are often limited in higher education and can become more limited if a person is not perceived as

a potential leader, as Nidiffer (2001) explains limiting who is perceived, and therefore

subsequently chosen, as a leader stifles the individuals whose aspirations are dashed (p. 104). I

refuse to have my aspirations dashed and will work hard to make my goals known and achieved.

Nidiffer (2001) provides motivation with this statement on perceived limitations of individuals

not seen as leaders, it also deprives higher education of their talent and insight and the hope that

new leaders might find solutions to persistent problems (p. 104). If I want to lead people to

make their potential known I must lead by example. I must fight to make my ideas and solutions

available to make a change within any organization I am involved in, now and in the future.
ETHICS, TRANSFORMATION, AND SERVICE 11

References

DeZure, D., Shaw, A., Rojewski, J. (2014). Cultivating the Next Generation of Academic

Leaders: Implications for Administrators and Faculty. Retrieved from

http://www.changemag.org/Archives/Back%20Issues/2014/January-

February%202014/cultivating_full.html

Jackson, J. & OCallaghan, E. (2009). Ethnic and Racial Administrative Diversity:

Understanding Work Life Realities and Experiences in Higher Education: ASHE Higher

Education Report, Volume 35, Number 3. doi: 10.1002/aehe.3503

McCurtis, B. R., Jackson, J., & O'Callaghan (2009). Developing Leaders of Color in Higher

Education. In A. Kezar (Ed.), Rethinking Leadership in a Complex, Multicultural, and

Global Environment: New Concepts and Models for Higher Education. Sterling, VA:

Stylus.

Niddifer, J. (2001). New leadership for a new century. In J. Niddifer & C. Bashaw (Eds.),

Women administrators in higher education: Historical and contemporary perspectives

(pp. 101-131). Albany, NY: State University of New York Press.

Northouse, P. (2013). Leadership: Theory and practice (6th ed.). Thousand Oaks, CA: SAGE

Publications, Inc.

The University of Arizona (2012). About the UA Academic Leadership Institute. Retrieved from

http://ali.arizona.edu/home

Wheeler, D. (2012). Servant leadership for higher education: Principles and practices. San

Francisco, CA: John Wiley & Sons, Inc.