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What does it mean to be a leader?  Reflecting back on my youth I perceived leaders to be people that gave orders and those orders were to be followed.  I could never have imagine the intricacies of what it truly meant to be a leader.  But as a youth you really don’t know these things.  That is until you turn 18 and realize that there isn’t much you do not know.  In my neighborhood growing up I always felt that I was the leader of our “gang”.  By gang I mean the six childhood friends that I have to this day.  I always wanted to be the one to decide what we did, when we did it, and where.  Truthfully I was kind of a dictatorial kid, kind of bossy.  I remember one day I was trying to tell everyone what we were going to do that day and my friend Johnny flat out said no.  He said “You know you are always trying to tell us what to do and I’m sick of it.  I don’t want to do that!”  He was right.  I felt bad because I was always the one that made our plans but never gave thought to the group.  I never considered what they wanted or how they felt.  I was not a leader.  I realize now I didn’t have the slightest idea what leadership truly meant.  It learned a good lesson about the needs of others.  I never considered that leadership could be interactive and that it has several dimensions to it. 

Denning (2011) notes that “The interactive leader works with the world rather than against it.” (p. 270).  In other words what Denning has said is that in order to an effective leader we should not try to impose our will on others.  If you impose limitations, disincentives, or do not communicate effectively within your organization, you will be unsuccessful as an interactive leader.  This is a great philosophy and one I am proud to say is evident in my organization.  I think it is important for us to learn from the actions of others.  I consider myself to be an observer.  I watch how my co-workers interact with others and how they treat them.  I get a good sense of how genuine someone is by the way they treat others.  At Embry Riddle my leadership team gives us a considerable amount of autonomy.  As individuals we are responsible for our own productivity.  I have seen firsthand how working with others as opposed to working against them is beneficial in producing a harmonious organization.  As I grow into a leadership role in the future one of my goals will be to create and foster an environment that celebrates the accomplishments of others as opposed to focusing on their weaknesses.  For instance I can hold meetings on a bi-weekly basis and celebrate the achievements of my team members.  One way to positively reward one of my staff would be by giving them a free half-day.  They can choose to either come in at noon and work or arrive in the morning and leave at lunch time.  I believe this approach would be appreciated and keep my team motivated to work hard.

Denning (2011) also writes that “Interactive leadership both adds and subtracts elements from the leadership palette.” (p. 270).  Affective leadership should always strive to be honest, genuine, and caring.  What it should not be is manipulative, spiteful, or uncompassionate.  Being the observer that I take into account how staff members in my organization perceive our leadership team and then evaluate for myself whether or not their perceptions equate to my experiences with those individuals.  Are their positions based on a negative experience?  Do they feel that way because maybe they feel they have been overlooked?  I plan to take some qualities from all of the members of my leadership team as I grow in the future.  I also plan on making further observations of unpopular decisions and the reactions my teammates may have and determine whether or not I feel there could have been an alternative solution.  Basically I would try to “put the shoe on the other foot” and see if there is a lesson there to be learned.  I can apply those lessons in my own interactions as a future leader.
Denning (2011) states “Interactive leadership builds on personal integrity and authenticity.”  This dimension I feel I could relate to best.  Because of my personal beliefs and values I feel it is imperative to treat others with respect, dignity, and honesty.  These beliefs are firmly embedded into the core of who I am.  People know when you are being fake.  They can sense insincerity.  A leadership position should always be mindful of the responsibility you have as a person, a team leader, and as an example that reflects the values of an organization.  Trust to me is very important.  It is important in my marriage, my relationships, and as a future leader.  I want those who I manage to know that they can come to me with any issue whether it be work related or not.  I love to help others.  I feel that it gives us purpose.  As I reach for my goals as a future leader you can expect to see something like this in my office. 




Denning also states that “Interactive leadership doesn’t depend on the possession of hierarchical authority.” (p. 271).  I feel it is important to treat others as you would like to be treated.  I am certain that I will be forced at some point or another to make difficult decisions.  Decisions that most likely will not be popular.  However I do not feel that in order to make these positions it is necessary for me to defend those decisions by reminding others of my position.  I want others to feel that they are my equal and would never want to try to personify a facade of superiority.  I have worked for others who felt that because they had more education than me that I was not on “their level” and I can tell you I would never want anyone to feel like I did.

Lastly Denning (2011) writes “Interactive leadership benefits from an understanding of the different narrative patterns that can be used to get things done in the world.” (p.271).  By sharing narratives from different experiences I feel we can grow as leaders.  Utilizing the stories of others and how they have solved or approached issues can lead to new learning experiences.  We should always be open to the ideas and thoughts of others.  I for one will never be that kid again that tries to tell everyone to do what I want them to do.  As a real leader I will listen to the voices of others and proactively solicit their insight.  A much more different stance from when I was a kid!

Denning, S. (2011). The Leader's Guide to Storytelling: Mastering the Art and Discipline of Business Narrative. San Francisco, CA: Jossey-Bass/Wiley.