Discussion 2: Leadership Perspectives
Leaders believe in creating change out of a spirit of community, building a collaborative vision through dialogue, and developing a vision that integrates personal and professional beliefs.
The concepts of leadership, advocacy, and change are intertwined. Leaders are expected to be innovators, risk takers, and strategic thinkers. They also need to be advocates at the local, state, and national levels, and they need to motivate and lead members, followers, and communities to do the same. Advocacy enables, empowers, and encourages members to become involved in change.
Think about different leadership, change, and advocacy perspectives as they relate to Natasha House, Inc. (Homeless women and her children).
Post a brief description of Natasha House, Inc.. Describe at least three distinctions in how the leadership perspective might differ from either the change or advocacy perspectives as they relate to Natasha House, Inc. Explain the implications of these differences on the actions you might take and on the potential results as they relate to Natasha House, Inc. Be specific, and provide examples to illustrate your points.
Be sure to support your postings and responses with specific references to the Learning Resources.
Homan, M. S. (2016). Promoting community change: Making it happen in the real world (6th ed.). Boston, MA: Cengage.
Chapter 6, “People—The Most Valuable Resource” (pp. 153–178)
Chapter 7, “Power” (pp. 179–205)
Laureate Education (Producer). (2009c). Leadership [Video file]. Baltimore, MD: Author. (See attached transcript)
Avolio, B. J., Walumbwa, F. O., & Weber, T. J. (2009). Leadership: Current theories, research, and future directions. Annual Review of Psychology, 60, 421–449. doi:10.1146/annurev.psych.60.110707.163621
Hegtvedt, K. A., & Johnson, C. (2009). Power and justice: Toward an understanding of legitimacy. American Behavioral Scientist, 53(3), 376–399. doi:10.1177/0002764209338798
Kuhnert, K. W., & Lewis, P. (1987). Transactional and transformational leadership: A constructive/developmental analysis. Academy of Management Review, 12(4), 648–657. doi:10.2307/258070