My Leadership Reflection

BY: MATT SANCHEZ

 MODELING THE WAY
My Leadership FOSTERING
INTERCULTURAL
Values and DIALOGUE
Practices EXERCISING
VULNERABILITY
Modeling the Way

In action (Examples):
Openly express my values and beliefs
Describe the culture and environment I expect amongst everyone
Apply those expectations to my daily language, actions, and mannerisms
Carry out the expected work alongside everyone
Rationale:
Incentivizes and motivates individuals to believe in their leader and execute their work
I believe a leader should be willing to carry out the work that is asked of everyone else
Cultivates and reinforces personal relationships with everyone while working alongside
them
 In action (Examples):
Reach an agreed consensus on community
Fostering norms and behavior

Intercultural Create conditions for sincere and

constructive sharing of ideas and feedback
Dialogue Facilitating verbal dialogue and experiences
among equals
Rationale:
Allows individuals to learn from each other
about their unique social circumstances
Builds a sense of community and shared
understanding among participants
I believe once individuals empathetically
learn of and relate to anothers social
circumstances, stronger collaboration and
deeper relationships effectuate
Exercising Vulnerability

In action (Examples):
Actively and honestly engaging with all individuals
Developing a resilience to shame
Normalizing genuine and constructive feedback among everyone
Clarifying intentions and cultivating connections
Rationale:
I believe that once individuals can openly step into a space of vulnerability, they can
further embrace their own identities and progress along their leadership journeys
Encourages individuals to move beyond various social insecurities and apprehensions so
that they can confidently voice their concerns and contribute to the collective body
My Internship ENCOURAGING THE
HEART
Sites SOCIAL CONTRACT
Leadership OBLIGATION
INTERPRETATION
Values and
THROUGH ONES
Practices MEDIATING LENS
Encouraging the Heart

In action (Examples):
The director personally purchases a staff dinner once a month to let the
workers know that their work is appreciated
The director, along with fellow employees, always congratulates a worker if a
challenging case was finally accomplished
Co-workers regularly encourage each other to push through the work day;
even offering to take each others appointments often
Reaction:
I appreciate that the director goes out of her way to demonstrate how
thankful she is for the strenuous work that many of the employees undergo
I would claim that the constant encouragement and gratitude, which many
staff members express, heavily contributes to the overall productivity and
bonding of the office
 In action (Examples):
Employees bid into a social contract with
clients when they offer them services and
Social expect certain efforts to be made in return

Contract The employees themselves willingly

assume particular responsibility and
obligation to the cases they oversee
Obligation When clients dont complete their
expected duties, employees intermittently
behave as though the clients have
personally failed them
Reaction:
I am concerned when co-workers overly
scold clients on their incomplete tasks
because the office is constructed to assist
them through their difficult processes
I believe the employees should not take
the failed duties personally because it
causes a disconnect between the office
and those whom it serves
Interpretation through Ones Mediating
Lens

In action (Examples):
Employees commonly view clients through their own subjective lens regardless of the
clients criminal record, documentation status, or personal history
The subjective lens allows employees to build closer relationships with clients rather than
to restrict and constrain the relationship
Reaction:
I am fond of this type of interaction and relationship in the office because employees must
perceive the clients beyond their personal records in order to offer them the adequate
services they are seeking
While this kind of relationship can veer negatively, I believe it is necessary to establish the
personal relationship that is recommended, by the director, between the staff and their
clients
References

Caldwell, C., & Dixon, R. (2010). Love, Forgiveness, and Trust: Critical
Values of the Modern Leader. Journal of Business Ethics, 93(1), 91-101.
Kouzes, J., & Posner, B. (2002).The leadership challenge(3rd ed.). San
Francisco: Jossey-Bass.