Developing a Philosophy of Leadership
A leadership philosophy is the way we see ourselves as leaders. This philosophy guides our actions, our
behaviors, and our thoughts. Our philosophies are influenced by external and internal forces. We can
change who we are as leaders by simply changing our philosophy of leadership. Leadership philosophies
can change as you grow to understand yourself within the context of leading.
Creating or finding your leadership philosophy means that you must explore and reflect upon your
personal values, assumptions, and beliefs about leadership.
Personal values are qualities or characteristics that you value. You would rather leave an organization or
step down as a leader than violate your values. Your values guide your intentions and they influence how
you lead. When your personal values are clear and you are conscious of them, you create a solid
foundation for leading.
Assumptions are ideas that are assumed or believed to be true. As a leader it is important to understand
what assumptions fuel your leadership thinking. Often leaders are not aware of the assumptions because
they are operating from certain paradigms that will not allow them to see assumptions. Reflection into
one’s leadership is an excellent way to uncover assumptions.
Beliefs are ideas that we hold to be true; they shape our realities. If a leader believes that the only
individuals in an organization that can make decisions is the management staff, then that belief will
influence how the leader treats others. Beliefs can also be unconscious; they are for us a habitual way of
thinking and acting that it doesn’t cross our minds that our beliefs may be prohibiting us.
The following is an exercise to help you create, find, or define your personal philosophy of leadership.
Exercise 1: Identifying Your Leadership Values
From the list below, pick five core values that you feel describe and guide who you are as a leader. You
may choose other values that are not on this list. Place them in the following chart and answer the
questions in the matrix.
Achievement
Activity
Advancement
Adventure
Affiliation
Affluence
Authority
Autonomy
Balance
Challenge
Change
Collaboration *
Community
Competency
Competition
Courage
Creativity
Diverse perspectives
Duty
Economic security
Friendship
Health
Humor
Harmony
Integrity *
Justice
Love
Loyalty *
Personal Development *
Recognition
Self-respect
Wisdom
Other values that you would like to include but are not on the list?
Objective *
Empathy
Dedicated
Honest
Stage presence
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Identifying Your Leadership Values
VALUES
Personal Definition of Values
List your values here
List here your definition of these
values here
1. Integrity
2. Loyalty
3. Objective
4. Collaboration
5. Personal Development
How do you envision these
values playing out in your
leadership?
To be honest and truthful in
all matters relating to life with
the standard of the moral law
as my guide
While people appreciate
honesty and integrity; not all
people and situations can
appreciate high standard
To be dedicated and focused
to duties and allegiances
formed, developed, and
nurtured
In leadership, I think I would
choose loyalty over talent or
aptitude since it takes a
mindset and resolve to be
loyal, while all else can be
superficial
In leadership, this is the
ground work for creating
compromise and teamwork
through the knowledge other
thoughts and solutions will be
thoughtfully considered
Leadership without including
staff in the process is
autocratic and is counterproductive since not one
person or method holds all
the answers
Leadership needs to look the
part and articulate the parts
so others can learn, evolve,
and develop
To be open to other opinions,
suggestions and criticism and
then reasoning common
ground and other possibilities
To work with others in
developing plans, goals,
decisions, and alternatives
Continuing education,
continual attention to life and
my surroundings – staying
current, relevant and involved
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Exercise 2: Uncovering Your Leadership Assumptions
Write down two stories of leadership. One story should describe a positive experience you’ve had with
leadership and the second story should describe a time when you had a negative experience with
leadership.
First story: My earliest leadership opportunity and an overall positive experience when I was 12 years
old. Our family moved into the new suburb of Sterling Township, now Sterling Heights when I was 11
years old. Our church was a new parish and start-up first in the recreation building. I served as an altar
boy during that time. As the church membership continued to grow and the new building was being
constructed, the parish priest asked if I would be in charge of the altar boys. I was to do training and
scheduling for the new servers coming in. I felt very important to be asked to be the leader and given
the responsibility to oversee the group. Of course, the job was small, but for a 12 year old, I had some
big thoughts as I performed the mundane tasks such as, writing up the boys schedules and calling it in to
the church office. I had a good time in the position and had some good times with the group.
Second story: Employee correction and consequences: Scott was an employee I had hired in my
landscape business as a lawn technician. His daily work included following a route, visiting customer
homes in order to apply fertilizer and weed control. The daily route, or number of stops, was based on
total square footage in order to have the employees finish the entire route in one 10 hour work day.
Each employee had an assigned truck with all necessary tools and products needed for the day,
including a cell phone in order to call customers from the road and for limited personal use. Scott had
personal issues with a girlfriend during his employment with my company. I noticed that Scott’s
production numbers were dropping over a few weeks, as well as not completing his daily routes.
Scheduling times to talk to Scott confirmed that his attitude was agitated, as well as, Scott was angry
being called on his lack of production and bad attitude. Scott acknowledged he was having girlfriend
problems but he could still concentrate and do his work. Following the interviews with Scott, I evaluated
his daily phone record to find he was on the phone an average of 6 hours per day over a two week span.
Some calls lasted for 4 hours. I again interviewed Scott about the phone data and overall production
only to be met with an agitated attitude. Asking Scott how he was able to do his work being on the
phone through a multitude of stops, his response was either propping the phone or his earpiece. All
conversations were documented and signed by myself and Scott except for the termination report,
which Scott refused to sign.
Although this story sounds negative throughout the employment relationship, Scott returned 7 years
later and asked to talk to me. Scott was now in business for himself and wanted to thank me for the
manner in which I handled him as an employee. He told me that he follows some of the same
techniques that I used on him with his employees. The real positive for me came when Scott told me
that I was always willing to listen to his side of the story, even when it involved his personal problems at
the time. Scott also mentioned that he knew I had ethics and integrity as well as patience in not
dismissing him from his job after the first problems occurred.
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In spite of the fact dealing with problematic people is difficult; somehow this employee learned
something and is using it for his own self-improvement and personal development now that he is in a
leadership position. People know, even when they may oppose you, that you are holding fast to your
set of values even when they are challenging you and don’t appear to care.
2. Write down your definition of leadership.
Leadership is the management of time, personnel and resources involved in a specific area of
responsibility with the ability to direct these factors toward the stated goal in order to accomplish that
goal. Leadership also articulates the vision in a way so people are drawn to the vision and leader
collectively.
3. Using your definition of leadership, please elaborate how you first came to understand (or know) your
leadership definition.
More through the experiences I have had in leadership and managerial situations than from education.
Additionally, by observing the leaders that I admired and emulated, regarding their style, method and
content, is how I learned to define leadership in action. I needed to see them, hear them, study them,
observe them, in action and determine how authentic they were in their style and character
4. Describe who are the individuals or organizations that influence your leadership definition.
Two teachers, one pastor and one employer influenced my leadership definition.
My teachers as individuals developed my thoughts at a younger age as I was forming my opinions and
attitudes relating to learning and life. My teachers taught me the need and sheer joy of gaining
knowledge as part of the journey in life, not stopping after the high school or undergraduate level, even
when learning was not formal, but also self-taught. My teachers exposed me to the arts and social
interactions through the theater and fine dining experiences. In these events I learned social skills and
etiquette that I would never had the opportunity to experience otherwise. This was part of my
professional development, preparing and readying myself to move beyond the cultural norm within my
family.
My pastor was a master at oration and had the ability and charisma to draw people unto himself and the
vision. He also achieved his Doctorate in Theology and was a skilled teacher. Through osmosis,
observations and practical experiences, I was able to gain professional development and sharpen my
desire and ability to practice and be objective and loyal.
My employer was ruthless, lacked a straight moral compass, but taught me considerable and valuable
lessons about people, life and business. Truth is I was surprised to learn anything good from this man.
However, after I allowed my filter to separate the good from the bad, I respected him and myself in a
new dimension. This man taught me how to go toe to toe with people while appreciating the fact that as
individuals they had value and worth. He taught me part of leadership style was to have the ability to
act, and pour on the charm, in spite of how he really felt. The best way to state it is – he disagreed,
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argued, got over it, worked together with his team and built a great place to work. He had the outward
appearance of the dictator, but knew how to empower his team to work collaboratively to achieve.
For each of the questions in this section, ask yourself:
1.
What were my assumptions?
a. People will see and understand my point of view and realize it is correct and worthy of
consideration.
b. People view me as a competent leader
c. People trust and respect me, value my opinion and know that I keep my word
2.
What influenced my assumptions?
a. The most influential consideration in my assumptions is practical experience; circumstances I
have worked through. When there are problems to face and work through, this is where you can
determine rather quickly if you have personal values and beliefs that hold true. By practicing
keeping my word and not giving up when the time is tough, remaining objective and honest;
people can sense that in their leader
3.
Would others (co-workers, friends, supervisors) see the situations I described differently?
a. My answer is yes. However, I do understand the complexity of the “human element” in selfservice, superficiality and even the flippant. In respect to my ability to express a different point
of view clearly so they can understand a different perspective; yes. Will they see it as I see it and
then agree with my points or perspective; not necessarily. This of course will depend on my level
of persuasiveness and passion in arguing my case.
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Exercise 3: Understanding Your Leadership Beliefs
Answer the following questions about leadership beliefs. By reflecting on these questions, you will find
what beliefs you hold about leadership.
1. Can people who have caused others harm be leaders, e.g. Adolph Hitler?
Yes. In spite of the fact leaders harm people, they can still be leaders. People need someone who is in
charge and will grant even despots the power to lead when there is a void or vacuum in leadership.
Hitler is a good example of how the masses rallied around someone who was a common man, saw a
vacuum in the established leadership, articulated the need for change and a vision the people could rally
behind. Even when people could see the evils and destruction, Hitler could sell that as collateral damage
and the means to greater accomplishment. “Power is always preferable to anarchy; tyrannical order is
less noxious than chaos. When there is a power vacuum, it will inevitably be filled. In such a condition,
any individual capable of doing is so bound to take power; if it lies in the streets, he must pick it up
(Berle, 1967, p. 29).” Hitler “picked it up, namely power, and became the leader.
2. Should leaders have certain qualities to be able to lead?
The desire and opportunity to lead is the determining factor. In all of my education, the models
presented have an array of personality traits and qualities that good and great leaders should have. I
would state that leaders must be charismatic and articulate in order to have people follow them and
accomplish the goals and plans of the leader. Even though I would like to believe other notable qualities
like loyalty, harmony and objectivity would be qualities in leaders; since I have worked for and
transitioned through leaders who did not possess those qualities and were still able to lead, build and
succeed; apparently the qualities are not a necessity.
3. Who decides who leads?
First the leader, then those they lead.
4. How do leaders gain credibility?
By continually showing up and demonstrating a measure of success in the accomplishment of stated
goals and visions.
5. In general, is there something good about leadership?
Leadership is necessary and creates an order or protocol for people and organizations to follow.
6. What do you think is the purpose for leadership?
Leadership fills the void and provides direction and guidance to the population that does not have the
desire or capacity to lead.
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7. Is leadership behavior developed through personal experiences or through external forces?
I contend that leadership behavior is developed more through personal experiences that have been
gained through the circumstances of external forces. Without adversity, neither the person nor the
organization can be tested to see if it is resilient, flexible, and adaptable to change and external forces.
For the questions above, write down one statement for each question that best illustrates your belief
about that question. For example, if you answered #6 with: The purpose of leadership is to provide vision,
guidance, and bring people together for a common good. It unites people and gets them to join together
for a goal, and then your belief statement may be: I believe that leadership provides a vision to create a
common good. Write a statement for each question. These statements will be used in combination with
the other activities to create a philosophy of leadership for you.
1. Can people who have caused others harm be leaders: I believe that imperfect and immoral
people can be leaders if allowed by the people they lead.
2. Should leaders have certain qualities to be able to lead? I believe that leaders should possess the
quality of articulation, vision, and charisma in order to lead effectively.
3. Who decides who leads? It is my belief in the decision of who leads; it is first the leader, then
those they lead.
4. How do leaders gain credibility? I believe that leaders gain credibility by continually showing up
and demonstrating a measure of success in the accomplishment of the stated goals and visions.
5. In general, is there something good about leadership? I believe there is good in leadership in
that leadership is necessary and creates an order or protocol for people and organizations to
follow in order to achieve the desired goal.
6. What do you think is the purpose for leadership? I believe the purpose of leadership is that it
fills a void in order or power and provides direction and guidance to the population that does
not have the desire or capacity to lead.
7. Is leadership behavior developed through personal experiences or through external forces? I
contend that leadership behavior is developed more through personal experiences that have
been gained through the circumstances of external forces. Without adversity, neither the
person nor the organization can be tested to see if it is resilient, flexible, and adaptable to
change and external forces.
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Exercise 4: Finalizing Your Leadership Philosophy
Now that you’ve identified your leadership values, uncovered your leadership assumptions, and
understand what beliefs guide your leadership thinking, you are now ready to write statements reflecting
your leadership philosophy using the responses above. Statements about your leadership should be
written in the present moment not in the future tense. Creating “present moment” statements helps you
to internalize and visualize your philosophy as it is happening now, not in the future or the past.
Your leadership philosophy should be a statement that consists of your responses from the above
exercise. It doesn’t have to include everything, but it should encompass the general idea of what you’ve
written. It doesn’t have to be formatted in a certain way – just whatever makes sense to you. You can
write one sentence statements or you can write a story explaining your philosophy. Start with an initial
draft of your philosophy and write it down. Revise it as often as you need. Remember, your philosophy
can change depending on where you are at with your leadership.
After you’ve finished, type out your philosophy on a nice sheet of paper and frame it. Add pictures or
artwork to your philosophy. Place it in an area where you will see it all the time; this will serve as a
reminder to you to remain true to your leadership. The following is a sample philosophy statement
consisting of one sentence statements. Remember, you can write your philosophy in any way that makes
sense to you.
My Leadership Philosophy is…
I always strive to do my best in my work as an honest and trustworthy leader
I strive to be objective and listen intently to other people’s point of view and concerns
I understand that people want a leader for purpose of order and direction
I want to work and collaborate with others so as to include them in the process of work and
decisions
I strive to be a champion for the people I serve
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My Leadership Philosophy is…
I
will always strive to do my best in my work as an honest and trustworthy leader. People will be able
to know they can depend on me because they will see at work in me principles and values that are
worthy of their confident trust in me as a leader.
I
I
will always strive to be objective and listen intently to other people’s point of view and concerns. As a
professional administrator, I know that I can never have all the answers. Other people have opinions
and ideas that can allow solutions in ways I may not have thought of before.
understand that people want a leader for purpose of order and direction. I will be the authority and
the guiding force to keep the goals and vision clear and achievable to my staff, students and their
families.
I
I
promise that I will work and collaborate with others, so as to include them in the process of work and
decisions as needed, in order to achieve success in achieving the goals set before us.
strive to be a champion for the people I serve by defending the rights of my staff, students and their
families and keeping a positive attitude in all of my work, even when the days and decisions are
tough.
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