Running head: MY LEADERSHIP LENS PREFERENCE

My Leadership Lens Preference: Is Multi-Focal Leadership Available?

Corey Anderson
Concordia University-Portland
EDGR 506
Professor Peter Hedemark
August 7, 2015
Edited: August 8, 2015

Running head: MY LEADERSHIP LENS PREFERENCE

This week my cohort and I have been developing a better understanding of different
leadership styles. Not only has the project given us an opportunity to collaborate with our
classmates, it has also provided us with a contextual background from which we may steer or
develop our own leadership practices. While some of my classmates may contend we each are
demonstrating servant leadership in our careers (Cicalo, Murrow, & See, 2015), I wont disagree
as I see us having a Multi-Focal or Multi-Functional Leadership Lens. In fact, similar to
concepts presented in Principle-Centered Leadership, a Multi-Functional Leadership Lens wearer
has the power to discriminate, to sense the similarities and differences in each situation (Covey,
1992).
Based on my research on leadership styles, I have concluded that a Multi-Functional or
Multi-Focal Leader is able to utilize a variety of effective leadership styles at appropriate times
with a variety of demographics, that may include individuals who out rank, under rank, share
rankalso their respective stakeholders and constituentsto yield the efficient attainment of
assumed, identified or emerging goals. These goals may be both personal and collective. This
distinction of achievement is reflective of Private and Public Victory concepts associated with
the work of Principle-Centered Leadership, author, Stephen R. Covey (Covey, 1992). This may
be a new take on leadership. I Googled it and didnt find much on it. So, I hope to be able to
push this theory a little further in the future and learn more about others who believe, almost
every significant breakthrough is the result of a courageous break with traditional ways of
thinking (Covey, 1992).
However, I have been charged to sharebased on the material we covered and any other
research I may have conductedwhich leadership lens or theory I prefer and whether I think the

Running head: MY LEADERSHIP LENS PREFERENCE

leadership style I identify with is inherent or learned. I prefer the Transformational Leadership
Lens because in all situations, I see myself possessing the ability to make things better. I feel I
am in my students lives to make their educational experience better. To transform the
framework of a quality education into an executable action plan that empowers them to be more
than they were before our paths crossed. This approach is aligned with my desire to live a
principle-centered life in which my leadership promotes values, ideas, norms and teachings that
uplift, ennoble, fulfill, empower, and inspire (Covey, 1992).
Transformational Leadership causes change in individuals and social systems. In its ideal
form, it creates valuable and positive change in followers with the end goal of developing
followers into leaders (Langston University, n.d.). This is inherent for me especially when I
consider the results of my Strengths/Talents assessment especially my top three which were
Strategic (create alternative ways to proceed. Faced with any given scenario, they can quickly
spot the relevant patterns and issues), Connectedness (faith in the links between all things. They
believe there are few coincidences and that almost every event has a reason) and Relator (enjoy
close relationships with others. They find deep satisfaction in working hard with friends to
achieve a goal) (Rath, 2007).
I am even more compelled in my belief to associate with Transformational Leadership
based on research of psychologist Bernard Bass which identified four basic elements that
underlie transformational leadership: Idealized Influence, Inspirational Motivation, Intellectual
Stimulation & Individualized Consideration (Schieltz, 2015). This is exactly how I see myself in
the classroom with my students. Within the realm of each of these elements I model thinking in
charismatic presentation, inspire confidence, motivation and a sense of purpose; often calling for
the synthesis of ideas which demonstrates my value for creativity and autonomy among my

Running head: MY LEADERSHIP LENS PREFERENCE

students while being mindful of their individual, specific needs, desires and goals (Schieltz,
2015). They are often presented with a goal and a possible direction or approach to tackle the
problems and reminders of their greatness along the way. I teach them correct principles, and
they govern themselves (Covey, 1992).
In conclusion, if I had to create a leadership lens it would be the Multi-Focal Lens for the
Multi-Functional Leadership Theory. However, I identify with the concepts of a
Transformational Leader. The more I am able to transform I cants or I dont understands to I
cans and I do understands, while affirming people and showing a fundamental belief in their
capacity to grow and improve[I] build primary greatness into [my] personality and character
(Covey, 1992)

Running head: MY LEADERSHIP LENS PREFERENCE

References
Cicalo, C., Murrow, T., & See, G. (2015, August 5). Servant leadership. United States of
America.
Covey, S. R. (1992). Principle-centered leadership. New York, New York, United States of
America: Fireside.
Langston University. (n.d.). Transformational leadership. Retrieved from Langston Universtiy:
http://www.langston.edu/sites/default/files/basic-contentfiles/TransformationalLeadership.pdf
Rath, T. (2007). Strengths finder 2.0. Retrieved from mbsdirect.vitalsource.com:
http://mbsdirect.vitalsource.com/books/MBS1538390
Schieltz, M. (2015). Four elements of transformational leadership. Retrieved from Houston
Chronicle: http://smallbusiness.chron.com/four-elements-transformational-leadership10115.html