Summary of My Leadership Style

Thus you must use reflective practices to understand what kind of leader you will become. A platform can be defined s a declaration of the principles on which a person or a Group of persons stand by. It generally encompasses strongly held beliefs of an individual which guide his or her actions. According to Segregation & Strata, an educational platform “is made up of those basic assumptions, beliefs, attitudes and values that are underpinnings of an educator’s behavior” (2001, p. 84).

They also affirm that “just as a political party is supposed to base its decisions and actions on a party platform, so too educators carry on their work, make decisions, and plan instruction based on their educational platform” (Segregation &Starrat, 2001, . 70). Prospective School Leaders’ Educational Platform: A Reflection Prior To Action Tool Martha N. Abandon “Once an educational platform is elaborated in written form, all respondents affirmed that it can be used in several ways with specific professional purposes.

The data suggest that an educational platform can be used as a component of a professional portfolio, as a guide for action, as a reference for leadership actions, and as a reflection tool” (p 15). Finally, it is relevant to state that providing opportunities for reflection prior action may have implications for school leadership preparation programs. Thus, it is imperative to create and test innovative approaches to facilitate the development of a proactive school leadership and the habit of reflection as those in preparation programs transition from a teaching role to a leadership role.

While the literature suggests that some preparation programs have incorporated reflection as a means to facilitate the connection of theoretical knowledge and field practices (Stockpot, 1990), it is important to expand the opportunities for reflection before entering a leadership role. During my coursework I learned about the variety of leadership styles, I have been able to take something positive from each style. My personal preference is the “Charismatic leadership and Transformational” and the most likely choice for me to use when in a leadership role.

An educational platform may include the aims of education, views of knowledge, and the social significance of student’s learning, the image of the learner, the image of the curriculum, and the image of the teacher, the preferred pedagogy, and the preferred school climate (Segregation &Starrat, 2001, up. 78-79). Charismatic dervish can be understood in terms of its effects, such as group members’ trust in the actions and thoughts of the leader’s beliefs. One study described that the effects of charismatic leaders can be divided into three proportions: referent power, expert power, and job involvement.

Charismatic leadership develops job satisfaction (Yuk, 2002). President Obama and Gandhi are two examples of Charismatic leaders. My favorite fictional Charismatic leader is James T Kirk. Charismatic leaders can be subdivided into five categories: socialized, personalized, office-holder, personal and divine. Charismatic leaders have visions, incredible communication skills, the capability to inspire and trust, and the capacity of making feel individuals capable of doing anything.

They also have action orientation and energy, are emotionally expressive and warm, romanticizes risk, use no conventional strategies, have a self-promoting personality, and emphasize being dramatic (Dublin, 2001). The most effective leadership style in motivating employees is the transformational leadership style. The transformational leadership style empowers its employees by creating n environment, which is motivating and stimulating (Yuk, 2006).

Motivating employees creates the belief in the goals of the organization and provide the employees with a feeling of belonging, which existed in the unit before his arrival. Transformational is defined as a leadership approach that causes change in individuals and social systems. In its ideal form, it creates positive change in the followers with the end goal of developing workers into leaders. Enacted in its authentic form, transformational leadership enhances the motivation, oral and performance of his followers through a variety of tools.

These include connecting the follower’s sense of identity and self to the mission and the collective identity of the organization; being a role model for followers that inspires them; challenging workers to take greater ownership for their work, and understanding the strengths and weaknesses of workers, so the leader can align works with tasks that optimizes their performance. In order to create an impact, normally, the transformational leader tends to overhaul the organizational culture or subculture.

The specific technique changes include raising individual’s awareness of the importance of certain rewards and getting individuals to look beyond their self-interest for the sake of the team and the organization In order to create an impact, normally, the transformational leader tends to overhaul the organizational culture or subculture. The specific technique changes include raising individual’s awareness of the importance of certain rewards and getting individuals to look beyond their self-interest for the sake of the team and the organization (Anonymous, 2006).

Transformational leaders have characteristics similar to those of other effective leaders, moreover, they are charismatic, create a vision, encourage personal development of the staff, and give supportive leadership (Dublin, 2001). In conclusion feel Leaders must also be able to envision, organize, socially integrate, and externally span to ensure that his team is effective and efficient in achieving goals, maintaining team cohesion, and keeping the decisions compatible with the organization’s needs.

Leadership must be able share this complex monitoring with his employees/teams in order o track information on trends and developments (Yuk, 2006). Leadership should be able to also develop strategic plans to address the organization’s requirements by considering long-term objectives, the organization’s strengths and weaknesses, core competencies, current and new strategies, and outcomes of these strategies (Yuk, 2006).