Leadership

PSYCH 485 blog

The Leadership of Atticus Finch

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Harper Lee’s To Kill a Mockingbird is a book that is set in the deep South in the shadow of racial prejudice. It is a story about moral courage and ethical leadership, demonstrated through the character of Atticus Finch.

What is Transformational Leadership?

Transformational leadership is characterized by the ability of leaders to inspire and motivate followers to achieve more than what is typically expected of them, emphasizing intrinsic motivation, moral elevation, and individual development. It is about vision, inspiration, and change (Northouse, 2021).

How Atticus Finch Models Transformational Leadership

Atticus Finch is an example of integrity and justice in a time and place where those qualities are hard to find. He is a single father and lawyer in 1930s Alabama. He takes on the defense of Tom Robinson, an African American man falsely accused of rape. He is fully aware that in doing so, he will draw criticism and hostility toward himself and his family (Lee, 1960).

  • Moral Integrity: Atticus lives by the principle of doing what is right, regardless of the consequences. He teaches his children the importance of moral courage (Lee, 1960). This is in alignment with the transformational leadership trait of strong, ethical conduct (Northouse, 2021).
  • Inspirational Motivation: He has a way of inspiring those around him, particularly through his commitment to justice and equality. His famous line, “You never really understand a person until you consider things from his point of view… Until you climb into his skin and walk around in it,” reflects his ability to foster empathy, encouraging others to see beyond their prejudices (Lee, 1960).
  • Intellectual Stimulation: Finch challenges the deeply ingrained prejudices of his community, urging them to rethink their perspectives on race and justice. His defense of Robinson causes the community to re-evaluate their personal and collective values (Lee, 1960). It is truly inspiring.

The Impact of Finch’s Leadership

The impact of Atticus Finch’s leadership style is clear from the moral growth of his children, Scout and Jem, as well as among some of the townspeople of Maycomb (Lee, 1960). His approach emphasizes the transformational power of leading by example and principle.

References

Lee, H. (1960). To Kill a Mockingbird. J.B. Lippincott & Co.

Northouse, P. G. (2021). Leadership: Theory and Practice (9th ed.). Thousand Oaks, CA: Sage Publications.

Transformational Leadership Could Help With The Coast Guard’s Retention Dilemma

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One of the realities of serving in the U. S. Coast Guard (USCG) that I had to come to grips with relatively quickly was how many citizens knew nothing about our existence or what it was that we do for the nation. Even more frustrating to me was the sheer number of people who knew we existed, but did not know that it was one of the, then five or now six, branches of the armed services (i.e., the military). I guess I should not have been surprised given how small our ranch of service is in comparison to the more recognizable ones. According to the CG the service employs 42,000 active duty members, 7,000 reservists, and 8,700 civilians totaling 57,700 paid members (U. S. Coast Guard, n.d.). These people fill positions that span the world over, not just the United States. By contrast, the New York Police Department (New York Police Department, n.d.) employs 36,000 officers and 19,000 civilians, totaling 55,000 employers. The difference here is that while NYPD is only responsible for providing services to the 5 boroughs of New York City (NYC), the USCG by contrast is spread thin over the whole of the nation and its territories, as well as positions in globally like Bahrain and Saudi Arabia. As a result, any issues with recruitment and retention can have a hug impact on the Coast Guard’s (CG) ability meet operational expectations; a reality that began in 2018 and as of today within the service has resulted in massive realignment of fleet and the shuttering of some of its units (Campos, 2023).

Figuring out what can be done about this has been the current Commandant’s $50,000 question. In some ways, the CG has begun to address one of the issues, recruitment, by offering larger signing bonuses, shortening initial contracts to two years, bringing in more recruiters, and raising the maximum age for enlistment. In the short term, this should help stabilize recruitment issues and shorten the recruitment gap that has been building since 2018. The question, however, becomes the issue of getting newly recruited Coasties to choose to stay in the organization for another tour of duty, or preferably turn the experience into a twenty year career once their initial enlistments come to an end. Unfortunately, the increased cost of living, difficulty in finding housing, and less appealing retirement system have made it difficult to keep experienced Coasties from leaving and finding more appealing and financially lucrative employment in the private sector. In many cases, other federal agencies poach Coast Guardsmen directly from the service. Finally, there has also been a large generational shift within our country and the way we see our role in it. I have young men and women who I supervised, that were not alive during 9/11, they do not share the same sense of collective patriotism the attacks inspired in many millennials who joined in droves after the incident. More than two decades later, those same millennials are now retiring out of the service.

This is where Transformational Leadership may be able to help solve some of this dilemma. Northouse (2021) explains that Transformational Leadership “is a process that changes and transforms people… [and] is concerned with the emotions, values, ethics, standards, and long-term goals… [and] involves an exceptional form of influence that moves followers to accomplish more than what is usually expected of them” (p. 344). Unlike transactional leadership, that “focus[es] on the exchange that occurs between leaders and their followers” (Northouse, 2021, p. 345), transformational leadership fosters a desire from followers to rise beyond the baseline expectation of performance and do more. Not because there is more to be earned, but because of the sense of value they have been inspired to see in their organization’s mission or goals (Northouse, 2021).

This will require a fundamental shift in the approach to leadership that historically most military leaders organizationally grew up in. There were transformational leaders and figures in the military before now, but an organizational adoption of the method in conjunction with the existing SLII model already used in the CG, needs to also address the sensibilities and societal expectations of the next generation, especially if they hope to inspire them to stay in the CG. My experience with Generation Z, both as a father to a teen and supervisor to the several, is that the overtly harsh authoritarian approach common in the military does not tend to work with building rapport. In Kouzes and Posner’s transformational leadership model, consisting of five fundamental practices, provides a good road map for the adopting Transformational Leadership; model the way, inspire a shared vision, challenge the process, enable others to act, and encourage the heart (Northouse, 2021). It is less authoritarian, encourages the fostering of leader/follower relationships, requires follower empowerment, and accountability by leaders (Northouse, 2021).

Given the lapse of tangible appeal the CG has to offer members to stay in the organization, a transformational leadership approach would seem to me as a cost effective way to train existing leaders to inspire young Coasties to stay enlisted. Not only would it be more cost effective, but the CG already has a foot in the door where it concerns service and patriotism to the nation. A good transformational leader can help bridge the gap between a young service member’s individualistic aspirations toward service to the nation by highlighting the already existing value we provide the country. From personal experience, the most satisfying aspects of my career as been every life saved as a result of my actions during search and rescue operations, or now as I have been personally involved in the environmental response operations cleaning and restoring affected sites after oil or other hazardous material discharges. A good transformational leader would help a follower see the value their job, and the service that job provides the nation through the USCG.

With recruitment and retention down, the Coast Guard has a lot of work ahead of itself to recruit and retain qualified and highly motivated men and women (Campos, 2023). While there are strategies in place to recruit new Coasties, appealing to them to stay beyond an initial enlistment has a number of disadvantages making retention more difficult than in years past. Teaching and adopting a transformational leadership approach within Coast Guard leadership could be an effective solution to the retention dilemma due to its potential to inspire more from followers than they may be compensated for, because it helps followers to embrace and adopt the values of the service as their own. And hopefully, stay in the service to become transformational leaders themselves.

References

Campos, R. (2023, May 16). Housing Hearing Uncovers Concerning Recruitment and Retention Trends in the Coast Guard. Retrieved from Military Officers Association of America: https://www.moaa.org/content/publications-and-media/news-articles/2023-news-articles/advocacy/house-hearing-coast-guard-recruiting/

New York Police Department. (n.d.). About NYPD. Retrieved March 27, 2024, from New York Police Department: https://www.nyc.gov/site/nypd/about/about-nypd/about-nypd-landing.page

Northouse, P. G. (2021). Leadership: Theory & Practice (9 ed.). Thousand Oaks, California: Sage Publications, Inc.

S. Coast Guard. (n.d.). Admiral Linda L. Fagan, Commandant, U. S. Coast Guard. Retrieved March 27, 2024, from United State Coast Guard: https://www.uscg.mil/Biographies/Display/Article/3048180/admiral-linda-l-fagan/

 

Casual Supportive Leader

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As college students, I often find myself with many different commitments, from academics to internships, each presenting different challenges and opportunities for growth. Reflecting on my recent internship experience at the university, I’ve come to appreciate the valuable insights gained from navigating a leadership dynamic that was both casual and effective. Throughout my internship, I was working under a manager who had a casual leadership style. Unlike traditional corporate environments, my manager had a relaxed and approachable atmosphere. She greeted everyone with a warm smile and encouraged open communication, creating almost a sense of camaraderie within the team.

Despite her casual attitude, my manager had a strong sense of dedication to her role. She was incredibly knowledgeable and experienced in her field, providing invaluable guidance and mentorship to myself and our other interns. Her approachability made it easy for us to seek advice or clarification on tasks, fostering a supportive learning environment conducive to personal and professional growth. One of the most interesting aspects of my manager’s leadership style was her ability to balance professionalism with authenticity. While she maintained high standards for our work and expected accountability, she also recognized the importance of work-life balance and prioritized employee well-being. She encouraged us to take breaks when needed and emphasized the importance of self-care, demonstrating a genuine concern for our overall happiness and success.

Furthermore, my manager’s emphasis on open communication and encouragement of personal growth echoes the principles of supportive leadership discussed in class. By creating a space where questions were welcomed, feedback was constructive, and individual development was valued, she empowered us to thrive and excel in our roles.

In essence, my internship experience exemplified the transformative power of supportive leadership. Through her casual yet effective approach, my manager not only facilitated our professional development but also instilled in us a sense of belonging and purpose. As I continue my journey, I am grateful for the invaluable lessons learned from her leadership style, which serves as a reminder of the profound impact that supportive leadership can have on individuals and teams alike.

As I continue my academic and professional journey, I will carry these lessons with me, striving to emulate the qualities of leadership that made my internship experience truly memorable. Whether in the classroom or the workplace, I am grateful for the opportunity to learn from inspiring leaders who shape not only our careers but also our character and values.

Northouse, P. G. (2021). Leadership: Theory & Practice (9 ed.). Thousand Oaks, California: Sage Publications, Inc.

Applying Leadership Theories in Fitness

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Leadership in the Gym

In the world of fitness instruction, the principles from Northouse’s “Leadership: Theory and Practice” have begun to give me a new perspective as a fitness instructor. Let’s explore how key leadership theories have shaped my journey and impacted my leadership style.

Transformational Leadership in Fitness

Transformational leadership, as discussed by Northouse, focuses on inspiring and motivating followers for exceptional outcomes. In fitness, this means leading by example, setting motivating fitness goals, encouraging critical thinking about health, and giving personal attention to each client’s needs. This theory has helped me create an environment where clients not only work toward their fitness goals but also adopt a healthier lifestyle outside of the gym.

Situational Leadership in Fitness Instruction

Situational leadership emphasizes adapting leadership style based on clients’ readiness and development level (Northouse, 2021). Recognizing that each client is unique, I apply this theory by tailoring my instruction to meet individual needs. Some clients may need a more direct approach, while others thrive with a more supportive style. This adaptability approach I feel has enhanced my leadership in the fitness setting.

Authentic Leadership in Fitness

Authentic leadership stresses the importance of leaders being genuine, self-aware, and true to their values (Northouse, 2021). In fitness, trust is crucial. Authentic leaders build trust by being open about fitness plans, involving clients in decision-making, upholding moral and ethical standards, and establishing genuine connections. This approach creates a positive and trusting atmosphere, furthering the relationship between myself and my clients.

Conclusion

The theories covered from, Northouse’s “Leadership: Theory and Practice” have not only deepened my understanding of leadership but also provided practical tools for effective leadership in fitness (Northouse, 2021). Transformational, situational, and authentic leadership theories shape my interactions with clients, inspiring positive change, adapting to individual needs, and building trust within the fitness community. As I continue to grow as a fitness instructor, these lessons will guide my leadership.

Transformational leadership, transactional leadership, and laissez-faire leadership in sports teams

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In my occupation, playing ice hockey, almost every year we choose a new captain for the team. This is due to the fact that some players leave the team, some new players join the team, and the coaching staff might also be new. Sometimes the team is allowed to choose who the captain is, and sometimes the players get to choose who is going to be the captain of the team. It is very important that the right captain is chosen for the team in order for it to function well and be successful. I find that the success of the team depends on how successful the new captain is at creating a well functioning team. Throughout a season all teams go through various stages of the season. First, the team gathers together and gets to know each other, then the team enters either the stage of success or the stage of failure. Depending on the stage, there are clear differences in the type of leadership that the team receives. The captain has a lasting impact on the relationships in the team depending on the success of the transformational leadership strategies. Below, I will discuss how the newly chosen captain develops from transformational leadership to transactional leadership and then laissez-faire leadership throughout the stages of the season. 

Immediately after the captain has been chosen, the captain needs to decide how he is going to approach this role and how he is going to approach the team. The latest captain that I had used strategies similar to the transformational leadership approach at the beginning of his captaincy. Transformational leadership is about the change and transformation that followers should experience through “emotions, values, ethics, standard, and long-term goals”.  (Northouse, 2021). The captain is not aware of the competencies of the team at this point and is not able to determine whether the team is going to be successful or not. Through this, the captain might over exaggerate his role and through this the team is motivated to accomplish more than what they usually might have intended to. First of all, the captain makes it clear that the goal of the team is to win the championship. This might be a very difficult goal to reach and many players believe it might even be impossible but this goal acts as a long-term goal for the season and setting such a difficult goal motivates players to go beyond their skillset and beyond their expectations. Trying to reach a goal beyond players expectations requires them to perform beyond their skillset which is an effect of the transformational leadership approach. Then, as “transformational leadership can be used to describe a wide range of leadership, from very specific attempts to influence followers on a one-to-one level, to very broad attempts..”, the captain not only focuses on the group as a whole setting long-term goals but also spends large amounts of time building relationships with each player (Northouse, 2021). Often, the captain also tries to build relationships between the players as well. I have found that the more effective the captain is at this, the more successful performs at the start of the season. Although I also believe that the performance from the team has a drastic effect on the relationships of the players. Once the captain notices that the team is not performing well and the teams relationships and his relationships to individual players are decreasing then often the transactional leadership can be used to describe the captain’s actions.

The political sociologist James MacGregor Burns distinguished between the transformational approach and the transactional approach (Northouse, 2021). The transactional leadership approach is not based on the intimacy of the relationship between the captain and the players but rather on the exchanges of the captain and the players (Northouse, 2021). I often had the experience that I was motivated to perform when I felt as if I was needed and if my performance contributes to the team’s success. But, this was only the case when I felt that people with authority acknowledged my performance including the captain. My last captain introduced two awards after each game. One award was for the most valuable player of the game and one was for the player that had a great action or showed overall team spirit. These two awards sparked me to perform to the best of my abilities because once I received this reward the captain held a short speech and justified the reasoning why I deserved one of the two awards. He was recognizing my accomplishments, which is a big component of the transactional leadership approach (Northouse, 2021). Sometimes this approach is not used by the team’s captain because the team is performing extremely well and the captain feels that he has done his job successfully. This is often when laissez-faire leadership can become evident. 

Laissez-faire leadership describes the non leadership factor which represents behaviors that are non transactional (Northouse, 2021). There is basically no strategy used by the captain to improve leadership and the team’s chemistry. The captain’s actions in this approach show that he, “abdicates responsibility, delays decisions, gives no feedback, and makes little effort…” (Northouse, 2021). I found that this approach is only successful when the players in the team are very experienced and have played professional ice hockey for many years. They know what is expected of them, they know how they need to perform, and they know what they need to do in order to perform that way. I find that often only the set goals are reached using this approach which is different from the transformational approach. I find that younger and inexperienced players that seek guidance are being negatively affected by laissez-faire leadership and I sometimes find that this is a lazy way for a captain to approach his role. 

Transformational leadership, transactional leadership, and laissez-faire leadership all complement each other well when it comes to describing the leadership approach a sports team captain might use. Through my experience, the transformational leadership approach is the only approach that left a lasting impact on me during my career and has led me to develop as it tends to motivate players to perform beyond their expectations and reach goals beyond the goals that were originally set. 

 

References: 

Northouse, P. G. (2021). Leadership: Theory and practice. SAGE.  

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