Throughout this project, leadership was certainly not my top priority. With all the hustle and bustle of trying to pull together this rather large production I didn’t have time to really focus on improving specific aspects of my leadership philosophy or brush up on my leadership skills. However, as much as I focused on other aspects of the project, I continued to see small opportunities or unintentional outcomes that affected my outlook on my leadership style and abilities I need to work on.
Above all I feel as though I referred to the Leadership Practices Inventory the most when figuring out how I could use a situation to better myself as a leader. As well as when I was struggling to determine the best way to take action and step up in a situation. I have always loved the way the LPI is set up and have felt that Kouzes and Posner’s theory makes the most sense to me. It is easily translatable to real life situations and seems as though it will continue to do so far into the future, a timeless model of leadership to follow, if you will.
Just thinking on the experiences I had and leadership enhancing instances that stuck out to me, I think the practices I most improved on or focused on included Enabling Others to Act, Inspiring a Shared Vision, and Challenging the Process. When I peek at my personal profile of the LPI I can see that my lowest ranked, in the self and observed section of the profile, was the Inspiring a Shared Vision practice. In my self ranked section Enabling Others to Act was my other lowest scored practice and one I strive to work harder at much of the time. Reviewing my LPI profile now has given me such understanding as to why I was finding so many places of improvement and struggle in communicating the vision I had for the market with others. It validates the feelings I had about stepping down to Damian’s leadership and allowing Tyler to talk to the vendors in place of me.