A521.9.4.RB - Reflections on Leadership

In Chapter 12, Denning explicitly describes his dimensions of leadership. Reflect on those dimensions and how you expect they will impact the way you lead in the future. Include specific examples of how at least THREE of Denning's dimensions manifest in your own application of leadership.
 

Denning starts this chapter with the quote “to be understood is to be open to understanding”.  This resonates with me because I live by similar quotes, “to be a great leader, you must also be willing to be a follower or to be a great teacher one must first learn to be a student.”  Today’s leaders take great responsibility in communicating organizational objectives, mission statements and vision statements. Interactive leadership (when a leader takes it upon themselves to include others as much as possible, by delegating tasks and not doing all of the ‘leader’ jobs by themselves) has many advantages for all stakeholders to include leaders, employees and the organization.  For this assignment, I will reflect on three dimensions presented by Denning and how they impact the way I have led in the past and how I will lead in the future. 

Dimension one - The first dimension is “the interactive leader works with the world rather than against it” explain why the previous statement is such a powerful one.  Leaders should not fool themselves by thinking that they alone can change the world.  Leaders need to let subordinates know that they are a vital part of the organization and unit success depends on collaborations of everyone involved.  Interactive leadership uses communication to connect with the employees, while earning employees’ respect. According to Denning (2011), open communication provides an opportunity for the leader to better understand their employees, listen to them more actively, and receive & response to feedback. If interactive leadership uses communication correctly leaders will have the opportunity to learn the current organization culture.  By learning the current organizational culture, leaders can establish an environment in which they work with their employees and not work against them. In the past, I have always felt that I was a good listener; however I now realize that I can do a better job in active listening. 

Dimension two, “interactive leadership benefits from and understanding of the different narrative patterns that can be used to get things done in the world”. According to Denning (2011), the storytelling “begins and ends in listening”, meaning that leaders have to have an open mind when it comes to receiving information. Leaders need to have a sense of how different narrative patterns can be used to generate specific and measurable responses in those who are listening.  By understanding different narrative patterns, leaders can use narratives in support of goals, values, and to build upon employee experiences.  From a personal perspective, I believe one of the primary characteristics of an effective leader is the ability to identify patterns and trends which, can only be mastered through practice. 

Dimension three, “interactive leadership builds on personal integrity and authenticity”. This dimension places leaders under the microscope which their integrity and credibility is constantly evaluated by subordinates.  When used correctly it allows leaders to demonstrate their true character and build trust and loyalty with employees. Subordinates look at interactive leadership as a way to see if a leader places their employee’s interests above their own personal agenda.  Employees want to know if leaders really walk the talk. I don’t think there is an issue with my credibility; however, I must be aware that there is a chance that my audience will change.