Leadership Philosophy and Action Plan

Running Head: LEADERSHIP ASSESSMENT 1

LEADERSHIP ASSESSMENT 3

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MILESTONE 4: SERVANT LEADERSHIP

Comparing my self-assessment with my observer’s responses, there is no significant difference. However, there are various areas that I require to put more effort as my observers did extremely well than I did. One of these areas is “telling if something work-related is going wrong” and “giving others the freedom to handle difficult situations in the way they feel best.” in these areas, my observers did extremely well than I did.

The primary reason why I think this is so is because of the various leadership styles used. Certain leadership behaviors indeed improve and sustain the performance of individuals, groups, and organizations. This is mainly because an organization is a process that combines many components that require human talent, the structure of the business as well as an ideal business environment for success to be achieved (Learmonth, & Morrell, 2017). For instance, the democratic style of leadership involves a lot of participation in making critical decisions. This type of leadership gives every person an opportunity to participating where people exchanges ideas freely by encouraging discussion. This leadership approach focuses on the equality of everyone and the free flow of ideas through the guidance of the leaders. On the other hand, Servant leadership is an essential element in the success of companies and organizations. This is a solid concept whose potential has been realized. It is based on the principle of serving other individuals (Haneda, & Ito, 2018). The servant leaders, therefore, are much more focused on people more than on responsibilities.

This information is very critical to me because it has helped me see my areas of weaknesses and strengths. I will therefore use this to work on my weak points because I have learned that leadership can be learned, and those who desire to develop their skills in leadership can be couched. I will therefore use this as an opportunity of working on my weak areas to become a more complete leader.

References

Learmonth, M., & Morrell, K. (2017). Is critical leadership studies ‘critical’?. Leadership, 13(3), 257-271. Retrieved from: https://journals.sagepub.com/doi/full/10.1177/1742715016649722

Haneda, S., & Ito, K. (2018). Organizational and human resource management and innovation: Which management practices are linked to product and/or process innovation?. Research Policy, 47(1), 194-208. Retrieved from: https://www.sciencedirect.com/science/article/abs/pii/S0048733317301786