For my Foundations of Leadership final I wrote about mushrooms. I was inspired by M.J. Wheatley’s text Leadership and the New Science and this quote stating: “The quantum world asks us to contemplate other mysteries as well. It reveals the webs of connection that are everywhere, and tantalizes us with a question: How do influence and change occur within a web?” (pp.40-41). Leadership and organizations are interconnected, much like the web Wheatley is suggesting that reminds me of the underground mycelial network in which mushrooms emerge. I reflected on this comparison and believe that mushrooms offer valuable lessons in leadership: they are integral members of a vast ecosystem, each contributing crucially to its health and balance.
Contribution and communication have shown up in many ways throughout the program. In my second course, Methods of Inquiry and Strategy, I gained new insights into global organizations and how they function. The course culminated with an immersive experience in Brussels, Belgium, where we participated in the Brussels European Forum. This was especially challenging for me, as I had never taken part in a formal debate before. It pushed me to truly listen, engage in cross-cultural communication, and collaborate effectively. Although each representative advocated for their own national interests, we shared a common goal: improving our societies and the world. I connected strongly with the egalitarian approach we used in writing our draft resolutions to the world issues that we were debating. From this experience, I am now dedicated to global engagement, embracing cultural diversity, and fostering inclusive communication that honors and respects all people and cultures.
Exploring different communication styles and cultures opened the door to a deeper understanding of various global systems. Learning about this challenged me in many ways, particularly in Organizational Theory and Behavior. I began to question the why behind the way systems are structured and challenge authority and those at the top of your traditional corporate ladder – not out of insubordination but out of curiosity. If things never improve or innovate at the top, those at the bottom, remain stagnant. I believe leadership is not defined by authority or your job title, but by responsibility, service, and shared purpose. Everyone has the ability to contribute and collaborate in a meaningful way for the betterment of the organization, no matter the job title or where you sit on the ladder.
As someone who has held many leadership positions, especially in the hospitality industry, I originally thought that leadership meant keeping your staff happy while you take on the burden for others. This style of leadership, which I thought to be servant leadership, wasn’t actually serving anybody. My staff were not thriving and I was becoming burnt out because I did not delegate tasks to others. This reflection was a hard pill to swallow. I still believe that leadership begins with serving others, and also championing their growth by giving people the tools to develop and thrive. Transformation and development happens when people are not only supported, but also inspired to envision something greater, to challenge limitations, and to contribute meaningfully to a shared vision.
Empowering others to grow and develop is essential but leadership also involves a commitment to lifelong personal development. My time in Romania is fundamentally altering who I am as a person and a leader. Navigating language barriers and cultural norms everyday has taught me the importance of “back to basics”: listening, dialogue, and curiosity. I have learned that truly listening goes beyond simply hearing words, especially when I don’t fully understand someone’s language. It requires paying close attention to nonverbal cues like body language, facial expressions, and tone of voice, as well as picking up on contextual clues to grasp the meaning behind their message. This process challenges me to slow down, be patient, and carefully consider my responses to ensure clear and respectful communication. This thoughtful, attentive listening approach fosters deeper understanding and connection, and it’s a valuable skill that everyone should strive to practice and model in their interactions.
My approach to listening has not only evolved, but I have also come to appreciate the importance of maintaining neutrality regarding difficult topics. As an American living in Romania during a period of significant global political change, I found that many people wanted to discuss American politics with me. Given the emotional weight of the topic, I had to thoughtfully navigate my role as a guest in a foreign country. I asked myself two questions everyday: How do I want to respond? and How do I want the other person to feel? Honestly, I prefer to maintain a positive outlook in a world that can often feel negative. To do this, I set aside my personal opinions and engage in open, respectful dialogue with people who have a genuine interest in politics and the United States. This approach to navigating difficult conversations can also be applied within organizations. When challenges arise, maintaining neutrality can sometimes be the most effective way to address complex issues and find common ground.
Finding solutions to complex issues was something I did frequently in leadership positions. I often took on the responsibility of decision-making, with my team frequently looking to me for solutions. This sometimes led me to take on projects and tasks that could have been delegated which meant missing opportunities to empower them and to support their growth. In her book, The Culture Map, Erin Meyer explains the benefits of the Swedish consensual decision-making culture, “There are strong benefits to Per’s inclusive consensual style. His team felt deeply listened to, and by the time the decisions were made, everyone was in agreement, so implementation was rapid” (p. 153). From an American perspective, consensual decision-making often takes much longer, especially when quick decisions are expected. However, I respectfully argue that in many corporate settings, the notion of “urgency” is frequently overused. Having spent significant time in the corporate world, I’ve rarely encountered truly urgent situations. This realization marked a monumental shift in my thinking. Slowing down the process and involving everyone in the decision-making process not only eases the pressure on leaders but also encourages participation and contribution, ultimately fostering greater buy-in from the entire team.
Through my personal experiences in the Organizational Leadership program, I have refined my leadership principles into a philosophy that blends servant and transformational leadership within a shared leadership framework. At its core, I lead by listening deeply, fostering open dialogue, and acting with empathy and neutrality to build trust and understanding. Guided by curiosity, I continuously seek to learn from others and embrace diverse perspectives. By embracing shared leadership, I strive to flatten hierarchies and cultivate environments where leadership is fluid, collaborative, and dynamic. Recognizing that everyone brings unique insights, I am committed to creating structures that encourage participation, distribute decision-making, and celebrate collective ownership. My key takeaway from this journey is that, much like mushrooms in their vast ecosystem, each of us plays a vital role in sustaining the health and balance of the organizations, communities, and world we belong to.
References
Meyer, M. (2014). The culture map: Decoding how people think, lead, and get things done
across cultures. PublicAffairs New York.
Sheldrake, M. (2020). Entangled life: How fungi make our worlds, change our minds, & shape
our future. Random House New York.
Wheatley, M.J. (2006). Leadership and the new science: discovering order in a chaotic world
(3rd ed.). Berrett-Koehler Publishers, Inc.
Run. Sip. Serve. 