Category: Unit 3

Hi Hiromi,

Thank you for your summary of Bondi’s book of articles.  I was intimidated to try that choice myself.  I appreciate the way that you have summarized and highlighted some tenants of developing professional wisdom. I specifically like the idea that “Wisdom, as recognized in professional judgement, lies not in technical rationality but is an attribute of a mature moral agent.” (Hasegawa, 2018).

So often, decision making can become over complicated.  It is good to remember that wisdom rests in our good character.  Last year I was faced with a challenging situation which involved several upset parties who were looking for a solution to the situation we were facing.  I excused myself to take a minute to think.  I remember looking in the mirror and thinking, “if you are the leader, you should lead”. As I walked back to where the group was meeting I proposed a solution which wasn’t ideal for me as the school leader but allowed other parties to save face and move forward.  It was a good exercise for me in applying professional wisdom.

Bondi, L., Carr, D, Clark, C and C. Clegg (2016). Towards Professional Wisdom: Practical Deliberation in the Professions. New York: Routledge.

Hasegawa H. (2018). Rank-Talk-Write – toward professional wisdom. retrieved from create.twu.ca/papagena163/2018/10/14/rank-talk-write/

For this assignment I chose to source my own article.  Laura M. Harrison wrote  Transformational Leadership, Integrity, and Power (Harrison, 2011). Harrison argues that some of the thinking around transformational leadership is too altruistic because it does not recognize the element of power which functions within institutions.  She writes in the context of student affairs professionals working in higher education. I will use her outline to form the basis of my summary statements.

The Transformational Leadership Dichotomy

Because power is always at play in an organization, considering transformational vs.transactional leadership shouldn’t necessarily be an either/or decision. (3)

Transformational Leadership’s Power Problem

When transformational leadership is demonstrated from a non-position to create change (even positive), power structures push back forcefully. (4)

Acknowledging the Realities of Leadership

A non-positional leader must work for and maintain a seat at the table of power. (1)

Strategies for Creating More Transformational Systems

Developing political acumen is necessary, developing allies within the power structure can help over come political power to affect transformational change.  (5)

Reinserting Power Analysis Into Student Affairs Leadership Discourse

Practical reality demonstrates that some margin of power is necessary to enact lasting change.  (2)

I was quite intrigued about Harrison’s discourse on power and admit that my approach to leadership concepts thus far has indeed been altruistic.  She states that the function of a leader is to create change however their primary focus is often one thing, survival.  Whether leadership stems from an individual or a department, motivation stems from maintaining position, funding and power.  If that is true then it makes it very challenging for an individual without a seat at the table of power to help move an organization forward. In the case of student affairs professionals, they are being asked to create positive organizational change but are not given tools to translate that vision into reality.  She contends that transformational leadership is a good thing and that student affairs professionals should value it. To do this, they must learn about the structures of power within their institutions. This will allow them to improve organizational integrity, that is to do what they are being asked to do.

I value the concept of transformational leadership as I understand it so far.  I can however, see within my own context that power does play a role in how easily non-position people are able to affect change.  I will have intentionally develop a culture where all individual feel that they have a seat at the table of power.

Harrison, L. (2011). Transformational Leadership, Integrity, and Power. New Direction for Student Services 135 (45-52). Wiley Periodicals. Inc.