RUNNING HEAD: DREAMS

LEA- 201
Dreams
Professor Jarvis
September 29, 2014
Pearis L. Bellamy

DREAMS
Introduction
This weeks reflection paper will discuss two theories pertaining to leadership along with
real world applications of these theories. This paper will also discuss Professor Jarviss advice
and the Jarvisism of the week. Application and reflection on the lecture for this week will also
be provided.
The Path-Goal Theory
The Path- Goal theory focuses on how a leader can motivate subordinates to achieve a
task and be satisfied. This theory is considered a contingency approach because this theory is
based on the matching of the leaders behavior, subordinates characteristics and the task to be
achieved. Peter G. Northouse states that In simple terms, it is the leaders responsibility to help
subordinates reach their goals by directing, guiding and coaching them along the way
(Northouse, 2012). The Path- Goal theory predicts that directive leadership is best with
ambiguous tasks, supportive leadership is best with repetitive tasks, participative leadership is
best with unclear tasks and when subordinates are self-sufficient, and that achievement-oriented
leadership is best with challenging tasks.
The text cites three strengths of the Path- Goal theory. The strengths are that this theory
shows how different leadership styles affect the satisfaction and productivity of subordinates,
incorporates the motivation principles of the expectancy theory into a leadership theory and is a
practical representation of the important means by which leaders help subordinates. The PathGoal theory is criticized for being difficult to use in an organizational setting, not having
research that fully supports the claims of this theory, not showing how leader behaviors directly
affect the motivation levels of subordinates and not promoting the involvement of subordinates
in leadership (Northouse, 2012).

DREAMS
This week I was motivated to be better and do better. I was late to class on Monday and
missed out on class. I had allowed a week of getting barely any sleep to catch up with me. As I
sat outside of class, I was motivated that I had to do better. I enjoy Professor Jarviss class and I
was upset with myself for missing out on a day to learn more and be inspired. I realized that I
had to not only excel in this class and other classes but I needed to do so in a timely manner so I
could get some sleep. The possibility of having a relationship with Professor Jarvis like his
upperclassman have is motivation to excel in class and be a better leader. Professor Jarvis
motivates the class to do better and achieve the tasks given to us by not immediately offering us
a relationship. We have to work for that relationship which leads to us completing tasks set
before us. Professor Jarvis uses achievement-oriented leadership. He challenges his students
and sets high goals that give students the confidence that they can achieve these goals. I believe
that a leader must be able to help subordinates throughout the path of achieving a goal and that is
what I have witnessed thus far at the William R. Harvey Leadership Institute
The Leader- Member Exchange Theory
The Leader- Member Exchange theory is a theory that focuses on the interactions
between leaders and followers. This theory conceptualizes leadership in terms of a relationship
between the leader and each of his or her followers. Peter G. Northouse states that Before the
LMX theory, researchers treated leadership as something leaders did toward their followers.
This assumption implied that leaders treated followers in a collective way, as a group, using an
average leadership style. LMX theory challenged this assumption and directed researchers
attention to the differences that might exist between the leader and each of the leaders
followers (Northouse, 2012). This theory emphasizes the importance of the dyadic relationship
that a leader has with his or her followers.

DREAMS
The strengths of the Leader Member Exchange theory include that this theory is a
descriptive approach, makes the leader-member theory the focal point of the leadership process,
emphasizes the importance of communication, highlights the importance of being consistent in
relating with subordinates and has support from numerous studies. The Leader- Member
Exchange theory is criticized for not going along with the idea of fairness in the workplace, not
demonstrating how leaders and subordinates go about high-quality exchanges, not identifying the
factors that influence Leader-Member Exchange relationships, and there being discrepancies on
whether measurement procedures capture all of the complexities of the leader-member exchange
process (Northouse, 2012). I feel that this theory makes sense and that the relationship between
a leader and the members of an organization is crucial to successful completion of a task.
This was my first week as Miss Freshman. I can truly say that being Miss Freshman is an
experience I have never had. I have been in leadership positions but never one that involved this
many people. I am excited and feel truly blessed to have been elected. However, people have
already started to treat me different. I admit that scares me a little. As a leader, I have always
felt that those I lead should feel comfortable talking to me and interacting with me. I may be
leading them but I am still Pearis. This week I have had people begin to treat me different
because I am Miss Freshman. In a sense, the class officers are different now because we are the
representatives of our class. I realized that people are watching us and I thought back to when
Professor Jarvis said that followers are watching their leaders and judging what they do. I am
not particularly nervous about that aspect of leadership but I do not want people treating me
different and not thinking they can have a real relationship with me. As a leader, the only reason
I am able to be a leader is because of the relationships built with those I lead. I plan to continue
to think of leadership as an exchange between leaders and followers. I feel I will be the most

DREAMS
effective as a leader when I have a relationship with those I lead. Therefore, I hope people will
continue to treat me as a peer and know that I am approachable and open to their ideas.
Jarvisism Number 7
This week, Professor Jarvis provided the class with the seventh Jarvisism. The seventh
Jarvisism states that You are your worst enemy. You are the only one that can get between your
dreams and aspirations (Jarvis, 2014). I feel that this is true. I admit, I do get nervous and
scared that I cannot achieve certain goals. I must keep in mind that I can. After being in college
for a couple weeks, I began to doubt my purpose. I want to be a motivational speaker and a child
psychologist. My goal is to change the world by helping people overcome their pasts and
achieve their dreams. When I entered college, I felt overwhelmed and began to wonder Am I
really meant to do this and is this really my purpose? I have worked my entire life to get to
where I am now and I have so much further I want to go. Like most advice given in class, this
Jarvisism really resonated with me. I will be a motivational speaker. My organization will be
one of the most successful nonprofits and I will attain my doctorate of Psychology. I will change
the world. The only one between me and my goals is me and I am definitely moving out of the
way. Every leader has their doubts and weak moments but I plan to use this time of fear and
confusion to become better so that I will be stronger.
Conclusion
This weeks lesson made me aware of how important motivation and relationships are to
achieving goals as a leader. The Path- goal theory notes the importance of motivation in
subordinates completing a task. The Leader- Member Exchange theory emphasizes the
importance of a relationship between leaders and subordinates. Professor Jarviss advice this

DREAMS
week also made me realize the importance of not standing in the way of my dreams and
aspirations.

DREAMS
References
Jarvis, R. (personal statement) September 24, 2014.
Northouse, P.G. (2012). Leadership: Theory and Practice (6th ed.). Sage Publications.