As a leader, I see myself as a situational leader, one that seeks to be adaptable in how I manage intrapersonal and interpersonal communications, as well as accommodating tasks requiring an eccentric and imaginative viewpoint. In particular, this delivery of leadership creates a contingency of how I should lead others with differing backgrounds, focuses, and levels of development. My experiences from the workplace allow me to assert that no organization or dilemma require same skill sets to manage and resolve discrepancy. Situational leadership supports Covey’s (1993) four levels of principle-centered leadership: personal, interpersonal, managerial, and organizational (Covey, 1993, p. 31). Covey’s four levels manifest in my work as well as my