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    Benchmark Leadership Style and Philosophy

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    The document discusses the author's leadership style and philosophy. It identifies three leadership styles that align with the author's values: 1) Servant leadership, which prioritizes serving others, 2) Transformational leadership, which inspires followers to achieve more, and 3) Transactional leadership, which uses rewards and punishments. As an educator and future school leader, the author's goals are to create a supportive culture, motivate teachers' growth, and ensure all students' success.

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    Benchmark Leadership Style and Philosophy

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    api-490976435
    384 views5 pages
    The document discusses the author's leadership style and philosophy. It identifies three leadership styles that align with the author's values: 1) Servant leadership, which prioritizes serving others, 2) Transformational leadership, which inspires followers to achieve more, and 3) Transactional leadership, which uses rewards and punishments. As an educator and future school leader, the author's goals are to create a supportive culture, motivate teachers' growth, and ensure all students' success.

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    The document discusses the author's leadership style and philosophy. It identifies three leadership styles that align with the author's values: 1) Servant leadership, which prioritizes serving others, 2) Transformational leadership, which inspires followers to achieve more, and 3) Transactional leadership, which uses rewards and punishments. As an educator and future school leader, the author's goals are to create a supportive culture, motivate teachers' growth, and ensure all students' success.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    384 views5 pages

    Benchmark Leadership Style and Philosophy

    Uploaded by

    api-490976435
    The document discusses the author's leadership style and philosophy. It identifies three leadership styles that align with the author's values: 1) Servant leadership, which prioritizes serving others, 2) Transformational leadership, which inspires followers to achieve more, and 3) Transactional leadership, which uses rewards and punishments. As an educator and future school leader, the author's goals are to create a supportive culture, motivate teachers' growth, and ensure all students' success.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
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    The author discusses their personal values and beliefs that drive their leadership approach, which include valuing all members of the school community, displaying integrity and responsibility, and striving for self-improvement.

    The author discusses that servant leadership, transformational leadership, and transactional leadership align with their values and beliefs, though transactional leadership is not a perfect fit.

    The author says one way they will display integrity is by setting an example with their actions, such as showing pride in supporting the community and learning about each member's interests and goals.

    1

    Leadership Style and Philosophy

    Jorge Romero II

    College of Education, Grand Canyon University

    EAD-501: Educational Administration: Foundations for the Developing Leader

    Jeffrey Mehlenbacher

    April 7, 2021
    2

    Leadership Style and Philosophy

    I have personal values and beliefs that drive my thinking, decision-making, goal-setting, and

    interactions with others. To begin, every member of a school community should feel valued by their peers.

    This includes showing respect and empathy towards each other, which creates a close-knit community in a

    profession where team cooperation is valuable. Another personal value is displaying integrity and

    responsibility for the profession. Educators should strive to do the right thing by being honest with

    colleagues, parents, and students since it prevents issues from developing between members of the

    community. Another belief I have is that every teacher’s purpose should be to support colleagues and

    students unconditionally and guide them to reach their potential. A supportive culture in school will improve

    self-efficacy and empathy within the community. Lastly, another belief I have is striving to improve

    professionally and be the best version of ourselves. Educators that genuinely care for students will find ways

    to refine their abilities as education evolves over time.

    There is a combination of three leadership styles that align with my personal values and beliefs. The

    first leadership style is servant leadership. This model describes an unselfish leader that focuses on serving

    others and prioritizes the needs of others before his or hers. As illustrated by Peter G. Northouse (2019),

    “Servant leadership emphasizes that leaders be attentive to the concerns of their followers, empathize with

    them, and nurture them. Servant leaders put followers first, empower them, and help them develop their full

    personal capacities” (p. 227). This style fits well in the education setting where leaders must display

    appreciation and care for faculty and staff daily. If a school leader treats his or her professional community

    with respect and appreciation, educators will reciprocate this positive behavior towards colleagues and

    students. Furthermore, a research study was done to learn about the effect of servant leadership on leaders

    and followers based on important variables that make up an organization. The data of the research study

    showed that servant leadership has a positive impact on the connection between leaders and followers,
    3

    performance, trust within the organization, self-efficacy, and goal driven mentality of members (Sawan,

    Suryadi, & Nurhattati, 2020). Based on the specific variables that were impacted positively by servant

    leadership, it will be important to practice my personal values and beliefs that align with servant leadership

    throughout my educator career and future leadership role.

    The second leadership style that aligns with my personal values and beliefs is transformational

    leadership. This model is for leaders that give followers a new viewpoint or mindset through inspiration or

    guidance that will help members become better individuals by attaining specific traits. As noted by Yeliz

    Eratlı Şirin, Özge Aydın, and Fatma Pervin Bilir (2018), “transformational leaders search to increase their

    followers’ awareness by attracting them to higher ideals and moral values such as freedom, justice, peace

    and kindness rather than low feelings such as fear, greed, jealousy or enmity and grudge” (p. 2009). This

    style fits well with my values and beliefs because I believe leaders should support their peers and students

    by sharing or teaching knowledge and skills that will improve the abilities of followers in the profession. As

    members gain wisdom, they will begin to implement it in the classroom for student learning.

    The third leadership style is transactional leadership. This leadership model is a direct leadership

    model where the leader encourages followers to achieve a goal in return of individual recognition or

    rewards. As stated by Natalie Khan (2017), “Leaders are those in positions of power, providing rewards and

    punishments (carrots and sticks) as part of leader-follower relations. This supports adherence to policy,

    regulations, and the status quo” (p. 181). Transactional leadership gives educators extrinsic motivation to

    complete a task, but I also believe educators should have intrinsic motivation since the best reward is seeing

    students learn and improve academically. This model of leadership did not align with my beliefs and values

    distinctly since it creates a direct leader-follower connection where the goal is to gain something as opposed

    to doing it for the satisfaction of others. Also, it lacks meaningful empathy and compassion for community

    members.
    4

    As a school leader, it will be important to act with integrity and fairness to ensure a school system of

    accountability for every student’s academic and social success. One way I will display integrity is by setting

    an example with my actions. One illustration is showing pride in supporting the community and learning

    about each member including their interests and goals as educators. Also, school leaders should

    acknowledge when they make mistakes because this shows that it is acceptable to be wrong while striving

    to learn. As well, it is crucial for school leaders to treat everyone with fairness. This creates a safe

    environment for everyone involved and educators become influenced into treating students and families

    with fairness.

    My philosophy as an educator and future school leader is an emerging model of effective and

    inspirational leadership. My priority will be to create a campus culture that promotes positivity and support

    for educators, guest teachers, staff, students, and families. Additionally, I will model respect and empathy

    towards educators to make sure they reciprocate this behavior with students and families. Lastly, my goal

    will be to motivate teachers to gain growth and development of skills in the classroom through professional

    opportunities. This will result in effective instruction and higher student achievement overall.
    5

    References

    Khan, N. (2017). Adaptive or transactional leadership in current higher education: A brief

    comparison. International Review of Research in Open and Distributed Learning. 18(3),

    178–183. https://search-ebscohost-com.lopes.idm.oclc.org/login.aspx?

    direct=true&db=eric&AN=EJ1142294&site=eds-live&scope=site

    Northouse, P. G. (2019). Leadership: Theory and practice. SAGE Publications.

    https://www.gcumedia.com/digital-resources/sage/2018/leadership-theory-and-

    practice_8e.php

    Sawan, F., Suryadi, & Nurhattati. (2020). Servant leadership: Antecedent factors, impact, and

    education theories used as researcher’s perspective. International Journal of Higher

    Education. 9(5), 60–75. https://search-ebscohost-com.lopes.idm.oclc.org/login.aspx?

    direct=true&db=eric&AN=EJ1270513&site=eds-live&scope=site

    Sirin, Y. E., Aydin, Ö., & Bilir, F. P. (2018). Transformational-transactional leadership and

    organizational cynicism perception: Physical education and sport teachers

    sample. Universal Journal of Educational Research. 6(9), 2008–2018. https://search-

    ebscohost-com.lopes.idm.oclc.org/login.aspx?

    direct=true&db=eric&AN=EJ1189931&site=eds-live&scope=site

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