In our rapidly changing world, leaders play a vital role in impacting organizations and the welfare of their followers. Some positive attributes that enhances a successful leader includes initiating new ideas, seeking others opinion and being firm but rigid (Fisher, 1974). Most importantly, leaders who develop the culture of self-awareness towards their subordinates and the organization create an atmosphere of harmony and collaboration.
As we take the initiative to deconstruct our leadership assumptions that influenced us personally, our workplaces and academically, we will focus on emotional volatility, withholding information and favoritism. Also, we outlined a revised explanation of these assumptions and a discussion on how these improved us professionally, academically personally.
According to Paparone (2004, p.3) a deconstruction is an analysis of statement that has the tendency of demeaning, contradicting or omitting what was originally stated. On the other hand, assumptions are thoughts that emanates from the unconscious or natural (Duplass & Ziedler, 2002) used to support in making decisions periodically (Ruggiero, 2004, p.141).
Kirby and Goodpaster (2001) said, deconstruction makes us to be conversant of the lack of facts that promotes our behavior. Thus, enabling us to either continue accepting the assumption, provided it is worthy enough to support the truth or reject it to avoid conflicting evidence that affects our judgment (Paparone, 2004).
Assumption about emotional volatilitySome of us have undergone a long period of emotional volatility due to loss of family member, war trauma and fragile relationships. Anger leads us into depression, brings about extreme patterns of behavior and thus makes it difficult for us to lead others. The negative aspect of emotional volatility is it muzzles our ability to change. Consequently, once we are noted with the reputation of emotionally volatile we are stigmatized for life.
Revised AssumptionsAccording to Goldman (1995), our intellect cannot work without...