Annual Reflection
2nd Year
I would describe the second year of doctoral studies as a year of reflection and deep introspection. I want to use an assignment composed during DEL830 Executive decision making as a foundation for this writing. That assignment directed me to reflect on my journey through the Doctor of Executive Leadership (DEL). I recognized that a byproduct of the DEL program is my commitment to ‘stop and think’ about my character as a leader. In a very cognitive manner, I stop to review my decision-making process, actions and behaviors. I want to grow as a leader, and I recognize that the exercise of reflection helps me engage in active learning to improve my performance.
I believe the DEL brings the intangible concepts or the simple "doing" to a tangible practice or process that helps us grow as leaders. However, growth and development cannot occur if we do not take care of ourselves. I am not selfishly saying this; identifying who we are will facilitate our journey through Covey's Continuum of Maturity. To accomplish Covey's seven habits, we must feel good within our skin to working toward independence and interdependence. Being proactive, engaged, committed, and practicing ethical values is essential to advance as an excellent executive leader.
Since the beginning of this doctoral journey, I have been discussing multiple definitions of executive leadership. Some of those definitions connect leadership to power, authority, and hierarchy (Puryear, 2000). No matter what explanation we prefer, it relates to the leaders' capability to make decisions, develop and maintain relationships with others. As I reflect on my journey through the DEL program, I observe how my leadership skills, ability to build relationships with others and analyze information changed. I am more critical about the information that I receive, collect, or manage when making decisions.
Since I initiated doctoral studies, I have been discussing different leadership models and theories. However, the DEL allowed me to identify characteristics of transformational, ethical, and relational leadership embedded in my leadership model. My intentional leadership model promotes openness and a collaborative approach to achieve the followers’ and organizational goals. I am passionate about helping others to develop their critical reasoning while improving their opportunities to succeed.
During the second year, I learned that executive leaders could process information, apply knowledge and experiences to an event or situation while supporting the people, the organization, and the community. Tichy and Bennis (2009) emphasize how "judgment is the essence of effective leadership." They explain how leaders demonstrate better judgment when considering the following domains: people, strategy, and crisis.
Tichy and Bennis's readings make me recall that leaders are more useful when they understand the organization as a system where all the parts are interconnected and influence each other (Palaima & Skaržauskiene, 2010). Systems thinking methodology promotes forest thinking instead of segregation of the elements to solve a problem. System thinking improves the quality of thinking because it trains the leader to "focus on the whole" (Palaima & Skarzauskiene, 2010). When a leader can master his/her skills in systems thinking and train other members within the organization to do the same, the organizational behavior will be more positive.
In summary, my second-year experience validates that a leader's responsibilities superimpose the job title. An excellent executive leader is a lifelong learner and recognizes followers' and peers' value. Executive leadership represents diversity in character, knowledge, experiences, strategy, and leadership abilities. As scholar-practitioners, we must represent positive values and ethical principles to sustain the people we serve.
References
Palaima, T., & Skaržauskienė, A. (2010). Systems thinking as a platform for leadership performance in a complex world. Baltic Journal of Management, 5(3), 330-355.
Puryear, E. (2000). American generalship: Character is everything: The art of command. Presidio Press.
Tichy, N. M., & Bennis, W. G. (2009). Judgment: How Winning Leaders Make Great Calls.