IntroductionExamples of strong leadership can be found in many places. I greatly admire the people in my life who have demonstrated an extraordinary ability to create influence. From our small town pastor to my favorite elementary teacher, I have strived to catalyze the same type of positive change I found in these models with others around me looking for a source of leadership. However, until the end of this course, I did not have the theoretical knowledge necessary to integrate proven leadership methods into my projects. The purpose of this overview will be to attempt to overlay the leadership research paradigms gleaned during my time in this course onto my personal philosophies of leadership and management. Perspective of Humanity People deserve to be treated fairly and justly. As a result of this belief, a strong sense of ethics is a major implication in my overall leadership philosophy. It is imperative that leaders engage with those who follow them and help them resolve personal issues regarding conflicting values ​​(Burns, 1978). In order to bring a follower to a higher level of functioning, it is the leader's responsibility to help followers evaluate their own ideals of equality, freedom, justice, and others. In my opinion, ethics is the central characteristic of the process of being a leader. Managerial Philosophy As a manager, success is most often measured by the accomplishment of organizational tasks. However, another element of managerial success that may be more difficult to quantify (but is no less vital) is how well the leader deals with the people in the organization who are trying to achieve his or her goals. Measuring concern for production in tandem with concern for people was product...... middle of paper...... Sage.Jung, CG (1923). Psychological types. New York: Harcourt Brace. Kogler-Hill, S.E. (2007). Team leadership. In P. G. Northouse (Ed.), Leadership: Theory and practice (4th ed., pp. 207-236). Thousand Oaks, CA: Sage. Kuhnert, K. W. and Lewis, P. (1987). Transactional and transformational leadership: a constructive/developmental analysis. Academy of Management Review, 12(4), 648-657. Larson, CE and LaFasto, FMJ (1989). Teamwork: what should go right/what can go wrong. Newbury Park, CA: Sage. Levi, D. (2011). Group dynamics for teams. Thousand Oaks, CA: Sage. Luthans, F. and Avolio, B.J. (2003). Authentic leadership development. In KS Cameron, JEParker, GM (1990). Team players and teamwork. San Francisco: Jossey-Bass. Senge, P. M. (1990). The fifth discipline: The art and practice of the learning organization. New York: Double day.