Program Name

Management

: Masters of Science in Information Systems

Student Name

: Mohamed Sharif Adan

Student ID

: 2702297

Instructor

: Dr. Bing Ran

Learning Unit
Module Name
Assignment Title

:3
: Learning and Leading Dynamic Era
: Transformational Story

Based on my classmates feedback from my Transformational story posted

on LU#3 Shared activity, my colleagues had a different views toward my
story in terms of key leadership concepts and provided in below summary.
1. Some of my colleagues have realized that I had a positive
transformation of getting the opportunity to develop critical thinking
which will enhance the ability to deeply evaluate and have more
alternatives when attaining a decision for a particular situation. this
can be related to Mintezburgs Decisional role of Yukl s leadership in
organizations (Yukl, 2010) and Kumars Analytical study on Mintzbergs
Framework article (Kumar, July-Septmber, 2015)
2. Some of my classmates considered me as a self-committed person
which is a trait of a good leader and an approach to authentic
leadership development as defined by Shamir & Eilams article in
Leadership Quaterly p-39.
Authentic leaders are self-concordant individuals, namely
people who pursue life goals with a sense that they express their
authentic choices rather than externally imposed duties or
conventions. In other words, the authentic leader is motivated by
internal commitment, which, in the final analysis is a
commitment to a self-concept. (Shamir & Eilam, 2005)
Self-commitment and higher expectations will lead you great
achievement as discussed on
1

Bennis and Roberts Crucibles of leadership article.

It is the combination of hardiness and ability to grasp context
that, above all, allows a person to not only survive an ordeal, but
to learn from it, and to emerge stronger, more engaged, and
more committed than ever. (Bennis & Thomas, 2002)
3. A colleague of mine who have gone through my transformational story
said that I applied Margolis personal adversity of life and telling that I
was shifting from cause-oriented thinking to response-oriented thinking
which is forward progress focusing. based
on
Margolis and Stolz research article presented that:
Resilient managers move quickly from analysis to a plan of
action (and reaction), they shift from cause-oriented thinking to
response oriented thinking, and their focus is strictly forward.
(Margolis & Stoltz, Jan- Feb 2010)
4. While there was another colleague who deeply read my
transformational story by noting that I was striving and believing
myself which will motivate others and change everyone around me.
Striving can be connected to self-reflection, this will enable us
acknowledge things we find difficult to admit in the normal course of
events. I can relate this to the morality of transformational leadership
which is grounded in a moral foundation, they are four components of
authentic leadership (idealized influence, Inspirational motivation,
Intellectual stimulation, and individualized consideration) defined by
Bass and Pauls Ethics, Charter and Authentic Transformational
leadership behavior in leadership quarterly (Bass & Steidlmeier, 1999).
In Conclusion, Transformational experiences can be either positive or
negative depending on circumstance we dealt with. Those experiences will
impact our individual growth and development, and increase beyond our own
performances as well as others expectations as explained by Taly on his
Impact of Transformational Leadership on Follower Development and
Performance Article (TALY & DOV, 2002).

References:
Anon. (n.d.) life-stories Approach to Authentic Leadership Development. p.398.
Bass, & Steidlmeier,. (1999) ETHICS, CHARACTER, AND AUTHENTIC
TRANSFORMATIONAL LEADERSHIP BEHAVIOR. Leadership Quarterly, 10(2), pp.182216.
Bennis, & Thomas, R.J. (2002) Crucibles of Leadership, pp.39-45.
2

DVIR, T. & EDEN, D. (2002) http://mario.gsia.cmu.edu/ [Online]. Available from:

HYPERLINK "http://mario.gsia.cmu.edu/micro_2008/readings/dvir_etal_2002.pdf"
http://mario.gsia.cmu.edu/micro_2008/readings/dvir_etal_2002.pdf [Accessed
Tuesday November 2015].
Kumar, D.P. (July-Septmber, 2015) An Analytical study on Mintzbergs Framework.
2(3), pp.2-3.
Margolis, J.D. & Stoltz, P.G. (Jan- Feb 2010) How to Bounce Back from Adversitya.
Havard Business Review, pp.87-92.
Shamir, B. & Eilam,. (2005) A life-stories Approach to Athentic leadership
development. The Leadership Quarterly, pp.395-417.
TALY, D. & DOV, E. (2002) IMPACT OF TRANSFORMATIONAL LEADERSHIP ON.
Academy of Management Journa, 45(4), pp.735-44.
Yukl, G. (2010) The Nature of Managerial Work. In S. Yagan, ed. Leadership in
Organizations. 7th ed. New Jersey: Pearson Education, Inc. pp.28-31.