My professional career as a writer always has included needing to write for different audiences all at the same time. Whether it was writing action-packed stories for disinterested sports observers and enthusiastic sports fans; faith-based articles for devout Catholics and lapsed doubters; or recruitment brochures to entice excited prospective college students and their older tuition-paying parents, I had all kinds of perspectives to consider. Taking creating and leading change is very similar in working to be attentive to and inclusive of myriad Perspectives, experiences, and points of view.
This is why I previously have referenced four leadership theories (2024)—as included by John P. Dugan in his 2017 book Leadership Theory: Cultivating Critical Perspectives—that are guiding my leadership philosophy. I previously have explained these theories are Emotionally Intelligent Leadership (EI), Team Leadership, Connective Leadership, and Servant Leadership (2024). At the core of each of these theories is an attention to thinking of and including the perspectives of others in making my leadership decisions. While I personally embrace the theory of Servant Leadership first and foremost, I also am partial to focusing on Connective Leadership in building teams and leading change. Dugan explains, in part, that, “At its core, connective leadership outlines an approach crucial for operating in an increasingly relational, diverse, and interdependent world” (Dugan, p. 228).
And the reality is, I am not responsible as a leader to try and create or lead the change by myself. This is why it is important for me to recognize all of the players involved and recognize the perspectives of where they are coming from. In doing this, I can speak more clearly to address the concerns of people in opposition to the status quo well also collaborating with those in support to help build a stronger case for the change in question. While I will work to at least recognize and be sympathetic to those who oppose change, opposition is inevitable, according to Cawsey et al., (2020). They explain, “To create change, the balance must be upset by adding new pressures for change; increasing the strength of some or all of the pressures for change …” (2020, p. 209).
This isn’t to say everything will be easy with change, but I will do what I can through my leadership philosophy to encourage collaboration and understanding among other people from their respective perspectives.
References
Cawsey, T. F., Deszca, G., & Ingols, C. (2020). Organizational change: An action-oriented toolkit (4th ed.). SAGE Publications, Inc.
Digmann, D. (2024). My leadership philosophy. LDR 520: Leadership History and Theory.
Dugan, J. P. (2017). Leadership Theory: Cultivating Critical Perspectives. Jossey-Bass.