Only one unit into this course and I have to say this has been the most thought-provoking part of the MALAT so far! I have gone from being excited and motivated, to questioning my place in leadership within digital domains and back again.

In trying to best understand, then integrate, the information I have encountered in our unit so for, I realize when content is rich, context is often the defining filter. A year from now, in a different personal and professional state, I may draw different conclusions; at the moment though, I look for the overarching concept in all the readings we have done and it seems to me that one key concept is to continually test assumptions. While there was value in all the readings so far, I’ll reflect on the two that have provided me with the most to consider at the moment.

Throughout most of the readings, I was comfortable with the concepts and found the writing easy to digest and access. I confess, however, that reading “Reflective Leadership Review” (Castelli, 2016) there was a sense of confusion because the tone was so different. I realized, on review, that this paper was the most directly grounded in business, the rest being directed to, or easily adapted to, the education establishment realms. Terms like profit, and productivity were initially difficult to reconcile with the general sense that we are learning to lead educational progress, if not outright reform, rather than improve a profit margin. My first thought was that this paper was out of alignment but then realized it’s perfectly added, as more and more, the economics of education drive decisions more so than social welfare or my own utopian notions of completely democratized high quality education. I recognize I should explore the notion that business and education are not mutually exclusive concepts.

It was in Castelli’s paper, I was forced to expand my description of what I believe is ‘right’ in education to include what ‘works’ given the environment constraints and desired outcomes. Viewing education, in my case technical training, at times more from a purely business perspective will not only help me relate to the executive leadership I answer to, but greatly assist in culturing a sense of mission.

When Castelli writes “One key role of leaders involves communicating visions and values that help followers understand the ultimate purpose of their work” (p. 223) I have traditionally assumed that the biggest part of my professional leadership role was to enroll employees to a vision. Having been involved in management since I was quite young, I have often seen organizational mission from the perspective of ensuring that followers understand and promote a version of the organizational mission, in effect seeing myself as a translator in this capacity between the executive teams and the direct student or customer service personnel. I now am strongly motivated to continually re-evaluate my own assumptions of what I believe the organization’s mission to be, and to litmus test these assumptions regularly using real world feedback. This will surely help me promote that mission to followers, as well as ensure that my version is continually updated.

When O’toole in “Notes Toward a Definition of Values-Based Leadership” (2008), demonstrates that there should be an alignment with follower’s goals, it strikes a definite chord. in fact, as I am being offered a new management promotion currently, I will for the first time, try to assess the employee’s goals and motivations to see if I even feel capable of leading them before I consider accepting the role.

Historically, I’ve been drawn toward paternalism in my leadership style. I realize this is limiting if I’m attempting to lead through demonstrated mastery in areas that are not valued by my team. In an interesting note, I will be reflecting deeply on another realization achieved in this reading: that I lean toward paternalism in my own leadership, but tend to function best when it is not used by my leaders! In noticing many overlapping concepts between reflective and values based leadership styles, I will be spending a lot of time trying to shift my approach in those directions, as I believe that they are key offerings for aspiring leaders in the digital age.

Digital technology has already had a dramatic impact on my ability to lead. I have used 3d animation to illustrate complex concepts and procedures elegantly, and published online courseware used by pilots I have never met who have credited this material with helping them succeed. For a person committed to innovation in learning, this is the golden age. I believe we will see advancements in education on a scale a pace unprecedented in all of history. As many industries, particularly aviation, shift to more and more digital interaction and education, any of us hoping to lead will need to be much more aware of the followers and “that which they hold dear” (O’toole, p.7) as much as possible without violating the mission of the organization itself.

 

References:

Castelli, P. A. (2016). Reflective leadership review: a framework for improving organisational performance. Journal of Management Development, 35(2), 217-236.

O’Toole, J. (2008). Notes toward a definition of values-based leadership. The Journal of Values-based leadership, 1(1), 10.

reflect on your personal leadership perspective