HDF 190:

FIRST YEAR LEADERS INSPIRED TO EXCELLENCE

Scott Steingart
SPRING 2017

[email protected]
 TABLE OF CONTENTS

Strengths
Opening Statement SLIDE #4
Section 1: Self Leadership SLIDE #5
Section 2: Leadership Theories SLIDE #6
Section 3: Leadership Theories #2 SLIDE #7
Section 4: Self Leadership #2 SLIDE #8
Section 5: Interpersonal/Organizational Leadership SLIDE #9

*If you do not have one outcome from each area of the Inventory completed,
you may opt to choose 2 from one of the sections.
 Signature Strengths
Discipline
Consistency
Relator
Analytical
Harmony

Values in Action Strengths

M
 OPENING STATEMENT
Throughout my time in HDF 190, I learned much about
myself, such as my top strengths, values, and the type of
leader I aspire to be. I am now aware of multiple leadership
models and how I can apply them in everyday life. I look
forward to utilizing my newfound knowledge for the rest of
my college career, as well as in the professional world,
post graduation.
 SECTION 1
SELF LEADERSHIP
(1 Highlighted outcome)

While on the class retreat for HDF 190, one topic that was discussed heavily was managing emotions. When this
discussion first began, I felt rather uncomfortable because I am generally not the type of person to open up and
discuss my feelings. I especially do not do that with a group of people who I had just met and was not particularly
close to yet. As the conversation progressed, however, other people in my group began opening up and sharing
their thoughts and it made me feel more comfortable. I admired their honesty and courage to share such intimate
details about their life and this inspired me to share my feelings with them as well. I found it to be a liberating
feeling because I am generally much more reserved and keep things like that to myself. This helped my group
become much more tightly knit and effectively laid the groundwork for the rest of the semester for us to work
together. I also found that I had a similar experience at the leadership institute over the summer. When the
weekend began, nobody in my group knew each other, but through conversation and sharing, we progressively
became extremely close to each other. I found the safe space discussions to be great for facilitating deep
conversations about personal aspects of our lives. Things like this have truly helped me grow and mature since
coming to college.
 SECTION 2
Leadership Theory and Models
(1 Highlighted outcome)

In HDF 190 we discussed the leadership crest. The four Vs of leadership are Values, Vision, Voice, and Virtue.
Values are your morals and ethical choices. They are what you deem to be right and not wrong. Values are
essential to a leader because he or she must be reliable to make decisions for the wellbeing of their team. Vision
is how a leader views the situation. They must be able to keep moving forward and keep an eye on the horizon.
Voice is a leaders ability to make themselves be heard. Not everyone has the most outgoing personality and
prefer to deal with more behind the scenes issues. Just because a leader is not at the front of the pack telling
people what to do does not mean theyre not a good leader. As long as they have good ideas and make themselves
heard, these people could still be good leaders. Virtue is about having high moral standards. This goes hand in
hand with values because they are both about knowing right from wrong. The connection between Voice and
Vision is Polis. The connection between Voice and Values is Revival. Lastly, the connection between Vision and
values is service. On the chart, core strengths get listed under values. Under voice, you discuss how you apply
your strengths. I feel that the crest is a good tool for breaking down your personal leadership style to get a better
look at where you excel.
 SECTION 3
Leadership Theories #2

In HDF 190, we learned all about the Relational Leadership model. This is a leadership model that I carry with me and use especially
on the recruitment committee for my fraternity. On the recruitment committee, there is a group of us who report to the recruitment
chair. We help plan and host events during fall and spring rush. We are some of the first faces that rushes see and interact with when
they show up to recruitment events. It is our job to get to know them as well as we can so that we can report back to the rest of the
chapter when it comes time for voting. All five leadership components of relational leadership come into play when we host
recruitment events. I utilize inclusive because it is important not to judge a book by its cover. Even though space is limited and we
must choose quality over quantity, you must have multiple conversations with people before you can draw a conclusion about them.
We are inclusive of all nationalities, races, and orientations. We empower kids at rush events by making it easy for them to get there,
participate, and meet other brothers. We have a specific purpose for hosting events. We want to be able to meet kids and leave a good
impression on them, as well as vice versa. This allows us to be able to recruit kids who will do a great job of carrying out our legacy
down the road. We are ethical because we would never force them to do anything they do not want to do, or that we would not want
to do. We always consider the golden rule of treat others the way you would want to be treated. Lastly, we are extremely process
oriented when it comes to recruitment. We hold multiple meetings with the whole committee so that we can determine what changes
need to be made and what it good. It is a great opportunity for everyone to regroup and stay on the path to success. This is one way
that I incorporate relational leadership into my life.
 SECTION 4
Self Leadership #2

In HDF 190, we learned about the five stages of group development. These five stages are called forming, storming, norming,
performing, and adjourning. This is a foolproof series of events that all groups generally go through. The process starts as soon as
everyone begins meeting each other, and is in action until the very minute everyone goes their separate ways after completing their
mission. The first of Tuckmans stages is called forming. This is when the group members meet for the first time and begin
establishing rules. People are generally formal with each other, but treat each other as strangers. The second stage is storming. Group
members still view each other as individuals, but begin expressing their ideas and opinions. After storming comes norming. This is
when people begin to feel comfortable with each other as being part of the same team. Trust begins to form between group members.
The fourth step is performing. This is when the group is operating at peak efficiency and everyone is doing their best work. Everyone
knows their place in the hierarchy, but this is irrelevant because everyone wants to attain the same common goal. The final stage of
group development is adjourning. This is after the goal has been reached, the group goes through reflection to determine what went
well and what did not go well. Afterwards, everyone goes their separate ways either until next time or for good. This is a general
process that all groups go through over time. It is interesting to observe while it is happening because different groups react
differently to each stage. Some groups are extremely compatible and cruise right past storming and get the job done quickly. Other
groups however, are not compatible and spend most of their time arguing over the small things instead of working towards the
common goal.
 SECTION 5
(Interpersonal and Organizational Concepts and Skills ) (1 Highlighted outcome)
In HDF 190, we learned about the five stages of group development. These five stages are called forming, storming,
norming, performing, and adjourning. This is a foolproof series of events that all groups generally go through. The process
starts as soon as everyone begins meeting each other, and is in action until the very minute everyone goes their separate
ways after completing their mission. The first of Tuckmans stages is called forming. This is when the group members meet
for the first time and begin establishing rules. People are generally formal with each other, but treat each other as strangers.
The second stage is storming. Group members still view each other as individuals, but begin expressing their ideas and
opinions. After storming comes norming. This is when people begin to feel comfortable with each other as being part of the
same team. Trust begins to form between group members. The fourth step is performing. This is when the group is
operating at peak efficiency and everyone is doing their best work. Everyone knows their place in the hierarchy, but this is
irrelevant because everyone wants to attain the same common goal. The final stage of group development is adjourning.
This is after the goal has been reached, the group goes through reflection to determine what went well and what did not go
well. Afterwards, everyone goes their separate ways either until next time or for good. This is a general process that all
groups go through over time. It is interesting to observe while it is happening because different groups react differently to
each stage. Some groups are extremely compatible and cruise right past storming and get the job done quickly. Other
groups however, are not compatible and spend most of their time arguing over the small things instead of working towards
the common goal.