Personal Model of Leadership (Part 1)

Personal Model of Leadership
Name
Institutional Affiliation
Date

Personal Model of Leadership
Values Level Behaviors and Actions Meaning and Purpose Impact
Logic Individual I like to be rational and consistent in my operations. I want to be acknowledged based on the fluency of my ideas and opinion I feel good about the fluency of my discourse and its coherence with my actions
Loyalty Interpersonal I put the interests of every my friends at the apex of my operations and expect others to value the relationship immensely. I expect others to return the same loyalty as I give. Concrete friendships where everyone has specific identity and respects the trust given to them. I have a close woven team that has immense concern for the other person.
Engagement
Organizational I encourage everyone in the team to get to work and try to find viable solutions to a problem and contribute to the team. I am more interested in every member contributing their opinion regardless of what it is. I have a team that has a high sense of belonging, is free to contribute and therefore very helpful to the common growth.
Unity Societal I encourage love, forgives and staying together of everyone. I like conducting educational meetings where I challenge individuals on the benefit of being united. The community around me is united.
I highly value the art of being logical. This means that I am keen about the consistency and rationality of ideas. Whenever a decision is reached, I would like to ensure that every element of it can be explained through solid reasons that people can understand.

I also believe that being consistent allows the subjects to adhere to directions more easily. Being logical thus prevents divisions since everyone can understand the reason why a particular measure is taken and can also prevent confusions since the steps are clear. As a result, I am likely to demand high intellectual engagement and development of critical thinking techniques for my team to ensure that logical decisions are maintained. (Lichtenstein, 2012)
In interpersonal relationships, I have a profound desire for loyalty. This means that I expect a team member to place the interests of the other groups’ members at an equal position with their own and above the interests of other teams. I, therefore, expect a member to share ideas internally before giving them to other groups. This will make everyone responsible for the performance of the team and ensure that members bring out all the secrets towards the achievement of a goal and therefore will increase the performance of a group.
The aspect of engagement means that everyone in the team will contribute actively towards the resolution of a problem. Contributing towards decision making creates a sense of belonging to the team members. (Kaufman, 2005) This, in turn, makes the members more committed and therefore creates an avenue for the presentation of more innovative ideas. It also enhances the freedom and confidence for members to present and experiment with various techniques offering more opportunities for development.
The results of all the above three values are unity. A unified team can work for a common agenda which increases its productivity. This is because rising challenges can be reported and addressed sooner. There is also the application of joint force whenever a challenge arises which enhances the speed at which a problem is solved. These values lead to a decentralized leadership system where the focus is the entire team, and everyone is allowed to function with some level of independence, and everyone is a potentially a leader in their rights.

References
Kaufman, H. (2005). Value Systems : Values as Foundation : The Role of Values in Leadership and Organizations. Leader-values.com. Retrieved 3 January 2017, from https://www.leader-values.com/article.php?aid=569
Lichtenstein, S. (2012). The Role of Values in Leadership: How Leaders’ Values Shape Value Creation – Integral Leadership Review. Integralleadershipreview.com. Retrieved 3 January 2017, from http://integralleadershipreview.com/6176-the-role-of-values-in-leadership-how-leaders-values-shape-value-creation/