Month: May 2018 (Page 1 of 2)

Servant Leadership Precis

May 25, 2018 / achsahs-springs / 0 Comments

Servant leadership was first coined by Robert K. Greenleaf in 1970, however, as a newer field of study empirical evidence has only been available for the last decade (Northouse, 2016). Although it is similar to other theories in that it observes leader behaviours, the behaviours of interest focus on the needs of, and development of others first (Northouse, 2016).

No consensus has been reached on a clear definition or framework (Van Dierendonck, 2011). The definition most often cited is the one from Greenleaf himself, however, authors appear to agree on the following foundational principles:

Leaders have a need to serve, and to serve first (Greenleaf, as cited in Northouse, 2016). The model is unique in that it begins with the leader’s motivation (Smith, Montagno, Kuzmenko, 2004).
Others’ needs are the priority of the leader, and the central focus is altruism (Northouse, 2016; Van Dierendonck, 2011). Although different models have cited over 44 leader characteristics, (Van Dierendonck, 2011) these characteristics are the central focus of all models and all point to a focus on others (Liden, Wayne, Zhao, and Henderson; Liden, Panaccio, Hu, and Meuser as cited in Northouse, 2016; Van Van Dierendonck, 2011).
There is a reciprocal relationship between the leader and the follower in that the leader also learns and benefits (Smith et al., 2004).
Outcomes are met when self-actualization of the followers has been achieved, leaders create more leaders, and there is positive societal impact (Northouse, 2016; Smith et al., 2004; Maxwell, 2013).

Strengths of the servant leadership model are a focus on altruism, sharing control with followers, the identification that this form of leadership will be not effective in all situations, and the availability of measurement tools (Northouse, 2016). Another strength is that leader behaviours are easily understood and applied, and these ideas are already used by many successful companies (Northouse, 2016; KnowledgeAtWharton, 2008). One study suggests that servant leadership in the workforce can be integrated with positive psychology to enable employees to function at optimal levels generate positive individual, team and organizational behaviour, which can enable employees to function at optimal levels (Searle and Barbuto, 2011). Empirical and anecdotal evidence suggests that employees who are served by their leaders will model this behavior and serve customers (KnowledgeAtWharton, 2008; Hwang, Kang, Youn, 2014).

Limitations of the servant leadership model are the paradoxical nature of terms, no consensus on a definition or framework, the inherent “value-push” and moralistic quality which can discourage study, and the inclusion of conceptualization when that behaviour not specific to servant leadership (Northouse, 2016). Another weakness is that contextual factors that influence the success of servant leadership are underestimated (Smith et al., 2004).

As with all other aspects of servant leadership the purpose of awareness is to make things better for others, not for oneself. This differs from awareness in emotional intelligence where the purpose is to recognize how emotions affects one’s own performance (Goleman, 2017). The purpose of self-awareness in the psychodynamic approach is to assist the leader in improving personal behaviour and interpersonal relations for the purpose of improving as a leader and influencing others; again, the motivation is not serving others as it is in the servant leadership model (Northouse, 2016).

Historical accounts of Mother Teresa suggest that she was a true servant leader, and numerous web authors have supported this claim. Her motivation was to serve others, her central focus altruism as she served “… the unwanted, the unloved, the uncared for…” (Mother Teresa of Calcutta, 2018). She demonstrated a willingness to learn from those she served by living among them. She established the Missionaries of Charity, investing in others so they would develop to their full potential and, in turn, then continue the work and develop other leaders. As orphanages, hospices, and charity centers continue to function worldwide there can be no doubt that she had a positive impact on society (Mother Teresa of Calcutta, 2018).

Servant leadership is a relatively new concept that has received attention by researchers and employers. The primary motivation of the leader in this model is to serve others. Outcomes are measured by the development and growth of the followers, reciprocal growth in the leader, a cycle of future leader development and positive change. The model is can be practically utilized in work and other environments. One example of a servant leader is Mother Teresa, whose motivation began with serving others and spent much of her life serving the least privileged in society. The servant leadership model has much to offer for the equipping of the leaders of today and the future.

References

Goleman. (2017, Jan 12). Self-Awareness: The Foundation of Emotional Intelligence. [weblog comment]. Retrieved from https://www.linkedin.com/pulse/self-awareness-foundation-emotional-intelligence-daniel-goleman

Hwang, H., Kang, M., & Youn, M. (2014). The influence of a leader’s servant leadership on employees’ perception of customers’ satisfaction with the service and employees’ perception of customers’ trust in the service firm: the moderating role of employees’ trust in the leader. Journal of Global Scholars of Marketing Science,24(1), 65-76.

JohnMaxwellCo. (2013, Sep 10). John Maxwell The 5 Levels of Leadership. [Video file]. Retrieved from https://www.youtube.com/watch?v=aPwXeg8ThWI

KnowledgeAtWharton. (2008, Jul 9). Southwest Airlines’ Colleen Barrett on ‘Servant Leadership’. [Video file]. Retrieved from https://www.youtube.com/watch?v=6TgR95vnM0c

Mother Teresa of Calcutta. (n.d.). Biography. Retrieved from http://www.motherteresa.org/

Northouse, P.G. (2016). Leadership: Theory and Practice. (7^th ed.). Thousand Oaks, CA: Sage Publications, Inc.

Smith, B. N., Montagno, R. V., & Kuzmenko, T. N. (2004). Transformational and Servant Leadership: Content and Contextual Comparisons. Journal of Leadership and Organizational Studies, 10(4), 80-91.

Van Dierendonck, D. (2011). Servant Leadership: A Review and Synthesis. Journal of Management, 37(4), 1228-1261. doi: 10.1177/0149206310380462

Response to Charlie Mable – Courage and the Conquest of Fear

May 24, 2018 / achsahs-springs / 3 Comments

Link: https://create.twu.ca/charliemable/2018/05/22/light-from-many-lamps-courage-and-the-conquest-of-fear/

I appreciate the personal example that you gave in linking this back to how you want to improve as a leader. I agree with you – watching someone go through challenges, particularly a loved one, reminds me to be grateful and to count my blessings. I also find that when I watch someone go through health challenges with courage and peace and joy I am truly inspired. There are many that just cannot find the strength to endure and become angry, bitter, resentful. In contrast, those who can remain true to themselves in spite of health challenges and retain their hope and courage I think are truly inspiring.

I took pause for a moment at your comment that you would try to be the person that you would appreciate. The only reason is because I have three daughters, all very different personalities, who would not appreciate what I would appreciate. I have had to learn a different “language” in communicating my love and my support to them, one that does not feel natural to me. However, learning to adapt to a love language that they understand has definitely strengthened my relationship with them. I find that being flexible and open to learning what other people need from me, even though I might think differently, has also made me a better leader.

Transformational Leadership Précis

May 23, 2018 / achsahs-springs / 0 Comments

The term transformational leadership was first introduced by J.V. Downton in 1973 (Northouse, 2016). Academic study in this area began in the early 1980’s, and the body of evidence has grown substantially.

As the name implies, transformational leadership transforms people, both the leader and the follower, by raising the level of morality and motivation (Northouse, 2016). There are many similarities between transformational leadership, charismatic leadership, and servant leadership (Northouse, 2016; Smith, Montagno, Kuzmenko, 2004) largely because of the positive relationship that develops between the leader and the follower and the resulting change in performance. The following statement provides a succinct summary: “Transformational leadership occurs when a leader inspires follower to share a vision, empowering them to achieve the vision and provides the resources necessary for developing their personal potential.” (Smith et al., 2004)

Four factors are described by B.M. Bass (as cited in Northouse, 2016; Smith et al., 2004), referred to as the four “I’s”: idealized influence (others want to follow the vision of the leader), inspirational motivation (inspiring others to higher expectations/standards), intellectual stimulation (stimulating creativity, innovation and risk), and individualized consideration (followers are supported in growth). Work by other authors support and elaborate further on these factors. Bennis and Nanus (as cited in Northouse, 2016) added four strategies that transformational leaders will use (vision, social architects, trust, creative deployment of self) and Kouzus and Posner’s work (as cited in Northouse, 2016) added five practices adopted by transformational leaders (model the way, inspire a shared vision, challenge the process, enable others to act, encourage the heart).

J. M. Burns proposed that an essential characteristic of transformational leaders is moral development. Without morals and values a leader would be considered pseudotransformational, using influence for self-centered agendas or goals (as cited in Northouse, 2016). Evidence suggests that transformational leaders are able to encourage the components of moral sensitivity and moral motivation in their followers, and this influence becomes greater over time (Mulla and Krishnan, 2011). Although there are many similarities between the transformational and servant leadership models evidence suggests that context determines which style of leadership will be more effective. Transformational leadership should be selected in dynamic environments that require employees to be empowered to make decisions and encouraged to be innovative and take risks (Smith et al., 2004). As a result, the life cycle of the organization also plays a factor in which style of leadership will be more effective, with transformational leadership being more valuable at the birth and decline phases of an organization’s life cycle (Smith et al., 2004).

There are several strengths inherent in the transformational model. It has been widely researched, has intuitive appeal, describes the interaction between leaders and followers and places a strong emphasis on the needs, values and morals of followers. It also augments other approaches and there is enough evidence to assert that it is an effective style of leadership (Northouse, 2016). There are weaknesses in that the framework lacks clarity, measurement tools may not be valid, and the concepts suggest a trait perspective so that the focus is on leaders who are elitist. Other weaknesses are that there is no evidence that there is a causal association with improved outcomes, and it has the potential to be misused (Northouse, 2016).

One historical figure that appears to fit most of the criteria of transformational leadership is Winston Churchill during his first term as prime minister of England in the early 1940’s. There can be no argument that he was leading in a dynamic external environment. From the perspective of the Allies he raised the level of morality in others, and modeled authentic socialized leadership that was concerned with the common good (Northouse, 2016). History tells us that Churchill was charismatic, people identified with him, and committed to his vision. Churchill influenced men and women to take significant risks for the greater good, and in visits to the front line he was able to encourage followers to continue the fight. In this way he demonstrated the first 3 “I’s” as described by Burns outlined above. Individualized consideration, or meeting the needs of followers by supporting them to become fully actualized is the only factor that this writer is unable to provide a specific example for. However, evidence also suggests that there is a risk of manipulation or narcissism with transformational leadership (Van Dierendonck, 2011) and history may suggest that this was one of Churchill’s shortcomings, therefore individualized consideration may be absent in his leadership.

Researchers have significantly advanced the understanding of transformational leadership since it was initially defined in 1973. Various authors have proposed models that identify the traits, behaviours, factors, strategies, and practices of transformational leaders as well as the contexts in which this leadership style will be most effective. There are many individuals who could be considered transformational leaders, and the historical record of Winston Churchill’s action and behaviour in the early 1940’s fits this criteria. It is anticipated that further research will continue to add to the knowledge and understanding of this leadership model.

References

Mulla, Z.R. and Krishnan, V.R. (2011). Transformational Leadership: Do the Leaders Morals Matter, and Do the Follower’s Morals Change? Journal of Human Values, 17(2), 129-143. doi: 101177/097168581101700203

Northouse, P.G. (2016). Leadership: Theory and Practice. (7^th ed.). Thousand Oaks, CA: Sage Publications, Inc.

Smith, B. N., Montagno, R. V., & Kuzmenko, T. N. (2004). Transformational and Servant Leadership: Content and Contextual Comparisons. Journal of Leadership and Organizational Studies, 10(4), 80-91.

Van Dierendonck, D. (2011). Servant Leadership: A Review and Synthesis. Journal of Management, 37(4), 1228-1261. doi: 10.1177/0149206310380462

“Blessed is He Who Has Found His Work” – Light From Many Lamps Assignment 2

May 21, 2018 / achsahs-springs / 5 Comments

The story that impressed upon me in this week’s reading was that of Thomas Carlyle. The writings of Carlyle echo those of John Burroughs, a man who also realized that work was a blessing and that the absence of work was wretchedness, dejection and despair (Watson, 1951). Many working people set their sights on the day when they no longer need to work, and I admit that I often do the same. Yet I am arrested by Carlyle’s statement: “A man perfects himself by working.” (Watson, 1951) Indeed as a leader I need to savour each moment I have been given to work, both for my own personal growth and for the benefit of those I lead, and plan to engage myself in meaningful activity once I leave the workplace.

As in the last series of readings I am struck not only by Carlyle’s inspired writings, but also by his background. Here is a man who persisted in finding his calling; he did not find it immediately. From the human viewpoint he had tried professions that would be associated with the highest calling – pastor, teacher – and was humble enough to change direction when he realized that he had made a mistake. Teaching and pastoring was not what he was called to do, no matter how noble those professions are. To some critics it likely appeared that he had “settled” on being a writer, but writing was his life’s work, and what he was intended to contribute to the world. As a leader I need to remember to be humble and admit when I mistakes, change direction when I need to, and not concern myself with what others consider prestigious or noble.

As I reflect on my own circumstances I am going to explore three of the many reasons why this story stands out above the rest. First, I have spent considerable time reflecting on the last 2 years on my own work as my calling. I had the opportunity to see John Bevere preach the message found in the attached video, and I am as moved and impacted today as I was years ago. Ironically, the second example in this video tells the story of one of this year’s Grade 12 graduates in our youth group. He feels the pressure of following in his father’s and grandfather’s footsteps to go into the ministry and become a pastor, but in spite of the pressure and others’ disappointment he has chosen to go to university to become an accountant. Similar to Carlyle he would not find fulfillment or happiness in the ministry. Despite the high calling that the ministry is, it will mean nothing in the end for this young man, or for any of us, if that is the path we take but it is not what we were meant to do. As a leader in this context I need to encourage these youth, the leaders of the next generation, to chase after and pursue their calling.

Second, I have a twenty year old daughter who is still wrestling with finding her destiny and her career. I am encouraged by Carlyle’s story because it reminds me that we don’t have to get it right the first time; if we are humble, we can always correct our course. I started with a Bachelor of Science Degree in Biology because I was going to be a doctor – I had to correct that course and become a physical therapist, which also meant that the years in my first degree were, from a humanistic point of view, a waste of time and money. Years later I am in an administrative position. I have had to correct my course, and my daughter(s) may yet have to make some course corrections. As a leader in my home I need to lead by example and influence my daughters to find their life purpose, even if it means changing course.

Third, I have personally experienced the detrimental and devastating effects of men (gender specific) not having meaningful work. Due to the personal nature of the situations I am not able to expound on this thought fully, but now have been personally affected by the lives of two men, both free from drug use for over a decade, succumb back to their drug addiction because of the depression, dejection and despair that comes with not having work. I have observed first hand the truth in Carlyle’s writing: “In idleness alone is there perpetual despair.” (Watson, 1951) As a leader I need to remember, and remind others, that work truly is a blessing, and that “labor is life”. (Watson, 1951)

How often do we dismiss from our minds that our work is truly a blessing? How often do we complain about having to go to work? Do we take the time to contemplate how work sharpens us, grows us, perfects us? I look forward to your thoughts.

References

MessengerTV. (2016, Nov 9) Called – John Bevere [Video file]. Retrieved from https://www.youtube.com/watch?v=b5jCQkK6Rs8

Watson, L. E. (1951). Light from Many Lamps. New York, NY: Simon & Schuster, Inc.

Responses to Rant-Talk-Write Blog Post

May 18, 2018 / achsahs-springs / 2 Comments

Response to A Walk in the Woods Blog Post Rant, Talk, Write

Link: https://create.twu.ca/awalkinthewoods/unit-3-notes-rank-talk-write/

I appreciated your comment that the messiness of learning needs to be celebrated! If only this was consistently understood by all leaders!

I am intrigued by the concept of “ethical authenticity” and curious if the Leadership Standards you reference actually include a definition for these terms?

I am always impressed with how comprehensive and thoughtful your posts are. I am also very happy that you are so knowledgeable in other areas (ie. citation). You are a fantastic teacher – thank you!!

Response to Rank-Talk-Write Blog Posts

May 18, 2018 / achsahs-springs / 1 Comment

Bantu Blog Post Rank-Talk-Write

Link: https://create.twu.ca/b4ntu/2018/05/17/learning-activity-2-rank-talk-write/

I really liked how you tied the concept of “Designing our Boxes” to the need for setting goals and a direction so that the next “box” doesn’t end up being just a dream rather than a reality, and the “steps would be faint for what to do next” (I really liked your use of language here to articulate your point).

I am following the discussion you are having with our fellow student on integrity. I also thought that integrity was very personal and internal, so I was intrigued by the Hoerr reference that speaks to honesty being more personal and integrity being more interpersonal and more public. This thought leads me to believe that integrity has more influence on others than honesty. Your thoughts?

Rank-Talk-Write

May 18, 2018 / achsahs-springs / 1 Comment

As already expressed by many of my fellow students this was an exercise that proved to be more difficult than I had anticipated. There is a lot of great information to deliberate on in the Unit 3 unit notes, and ranking these concepts in order of importance was quite the mental exercise.

In the end how I chose to complete this assignment was to embrace the realization that I am, indeed, a Masters student and that this new identity requires me to apply what I learned from reading the notes. The blog that follows is my evaluation, synthesis, and organization of the material with an attempt at a reasoned explanation of how and why these concepts apply to my practice and context.

Summary Sentence #1 – There is much that I need to practice.

The number one idea that strikes me is that there much I still need to practice. In order to be a critical thinker there is an intelligence to practice. (Source: Unit 3 notes). Excellence also requires practice – repeatedly doing what is good, repeatedly doing what is right, arguably, repeatedly doing what is difficult or challenging until excellence becomes a habit (Source: Unit 3 notes, Durant (1926, p. 87)). Becoming a critical thinker also requires the practice of thinking critically (Source: Unit 3 notes). There are many traits, skills and behaviours that I already possess or have developed, but I also need to be engaged and intentional in practicing intelligence, excellence and thinking critically. In my context the practice of critical thinking is absolutely essential if I am going to make the best decisions for patients, staff, taxpayers and multiple other stakeholders in both the present and in the future.

Summary Sentence #2 – There are many virtues that I still need to cultivate.

True leadership is not just the acquisition of knowledge or skills, or even relying on my own innate abilities or traits. There must be a cultivation of virtues that work in symphony with technical competence and professionalism. The power and impact of knowledge is diminished without the wisdom to know when you have enough knowledge, the right knowledge, and when it is appropriate to share that knowledge. Self-confidence and determination can be perceived as arrogance and stubbornness, or even as forcing of my will upon another if not married to the virtue of temperance. It is suggested that intelligence and energy can actually be destructive and dangerous within an organization or team without the virtue of integrity (Source: Unit 3 notes, Hoerr, 2017, p. 73)). Exemplary conduct requires the development of skills, traits and virtues to be used in harmony with one another. In my practice the virtues of wisdom, integrity, courage, justice and temperance (Source: Unit 3 notes, Bondi et al, 2016, p.108)) are invaluable in the multiple human interactions I experience each and every day.

Summary Sentence #3 – There is a responsibility to learn and gain knowledge for the benefit of those I lead (Source: Unit 3 notes, adapted from Chong, 2015)) and this will require effort.

Continuing education and informed study is absolutely necessary in order to remain knowledgeable and intelligent in an area of practice. In the majority of professions this requires remaining up to date with regards to the expanding knowledge related to the practice. Followers may be taken in initially by a leader with charisma, but will lose respect for a leader that is not, or does not remain knowledgeable. In order to lead others well I need to gain knowledge in order to teach and to advocate, be able to articulate and communicate that knowledge in way that are understood, and listen as others share their knowledge. In order to gain knowledge in the varied fields of medicine I am responsible for I must learn how to be intentional in my study of valid and reliable sources. However, determining what are valid and reliable sources in the field of medicine requires, in and of itself, critical thinking. Wading through all of the research available and determining what information is relevant and reliable is time consuming and intellectually exhausting. But the outcome of the work is worth it. Knowing what is best practice and evidence based is a requirement for me to lead effectively and provide the best possible service to patients and families.

Summary Sentence #4 – Faith and reason can, and should, co-exist.

As a Christian with Bachelor of Science Degrees in both Biology and in Physical Therapy this has been a defense that began in earnest in my university years and has continued into my professional career. In a science-based profession it is assumed that faith and logic are contradictory and therefore, are incompatible. However, not only is it possible to have a personal faith and be a critical thinker, I would submit that I do myself a disservice by not critically evaluating what I believe and why I believe it. As a science major and a Christian one of my favourite quotes is found in Isaiah 1:18, in which God Himself challenges us to the ultimate reasoning exercise:

“Come now, and let us reason together, saith the LORD” (KJV).

In my context I have the opportunity to demonstrate that reason and faith can co-exist (Source: Unit 3 notes), and I also have the responsibility to engage in dialogue and respectful debate when my beliefs or mindsets are challenged.

In reviewing the Unit 3 notes I can self-reflect and recognize where day to day demands and pressing time commitments have dulled my critical thinking skills in areas of my life and practice where I have not been challenged. For example, since I provide very little clinical care I have not been a preceptor for a Physical Therapy student for years, and much of my practice with patients has gone unchallenged. I do not routinely question why I prescribe a certain exercise or treatment, and nor do I question if my entire practice is still current best practice. Has this been your experience? If so, what are some areas where you no longer think as critically as you once did? If this is not your experience, how have you managed to maintain these critical thinking skills?

I am thankful that I have the opportunity now to intentionally renew these skills through this Masters journey.

Focus Outside Ourselves – Light From Many Lamps Assignment 1

May 12, 2018 / achsahs-springs / 3 Comments

I was struck not only by the writings of W.H. Behren, but also by his story.

A young man who has pursued a career focused on helping others. An educated man, a physician, who, for the time period would be considered privileged, perhaps, superior. Embracing a profession that, as the story outlines, required daily contact with individuals who were self-centered, self-focused, people who were “…unhappy because they look inward instead of outward”. (Watson, 1951) And yet Behren was a man who was humble enough to recognize that his purpose came from serving others and in the center of an environment that consisted of self-focused individuals was able to persist and endure and retain his own outward focus. I am truly inspired.

Whereas the excerpt from Behren’s writings speaks to finding happiness, it also speaks to finding purpose and meaning: “No one has learned the meaning of living until he has surrendered his ego to the service of his fellow men”. (Watson, 1951) W.H. Behren’s reflection identifies the only starting point possible in the pursuit of servant leadership as identified by Greenleaf (1970) in Nordhouse, 2016: “[Servant leadership] begins with the natural feeling that one wants to serve, to serve first.” (p.226) Any person seeking to be a leader for the sake of power, authority, prestige or selfish ambition will not be happy, for all of these motivations are self-seeking. To seek leadership for the purpose of serving others will bring personal fulfillment and completeness. Having observed the opposite to be true in his practice, Behren was able to articulate the truth that servant leadership not only benefits the recipients, but also the leader.

The relevance of Behren’s writing to my own practice is multi-faceted. First is the reminder to me personally. As a leader in my work environment and as a representative of Christ I would be irresponsible to dismiss the reminder that “… the way to find happiness… is in doing things with and for others.” (Watson, 1951) Second, as a leader in a health care environment it is my role to model a focus that is outside of myself. As I focus on serving our employees they in turn learn to focus on serving their patients. Third, in an era where mental health concerns and issues are more predominant and increasingly a cause for lost time in our workforce, there is the potential to mentor others in changing their focus for their own mental well-being. Fourth, though it is recognized that this statement is a generalization and does not apply to everyone, a new generation of employees is entering the workforce with a strong sense of entitlement and “what’s-in-it-for-me” attitude. Behren’s insights highlight that there is a pressing necessity to attempt to negate these mindsets and attitudes for an individual’s own benefit. Lastly, as I focus on promoting servant leadership in my front line managers they in turn promote servant leadership in their employees. The work by Hwang et al, 2014 provides evidence that this will in turn impact the employee’s perception of their patient’s satisfaction with their care and trust in the healthcare system. Patients and families, the “end users” reap the rewards. Lasting change is created by the actions of one person as proposed in this quote credited to Mother Teresa: “I alone cannot change the world, but I can cast a stone across the waters to create many ripples.”

The relevance of Behren’s reflections to my personal life is also multi-faceted. I travel to Kenya in June to visit with post-secondary students who would be living on the streets if not for the organization that I am a Board member of. The teenagers in my youth worship team are graduating to the adult worship team and are serving the entire congregation with excellence. These volunteer pursuits outside of my workplace make me happy. When it became necessary to step down from overseeing the adult worship program there was a sense of deep loss because I turned inward and self-focused; I recognize now that I created my own unhappiness. Coming to this awareness will help me from making the same mistake again and equip me to help others avoid the same pitfall.

Behren’s excerpt in Watson, 1951 states: “To find happiness we must seek for it in a focus outside of ourselves…” (p. 13). Where have you found this to be true in your life?

Hwang, HJ et al (2014). The influence of a leader’s servant leadership on emmployee’s perception of customers’ satisfaction with the service and employees’perception of customers’ trust in the service firm: the moderating role of employees’ trust in the leaders, Journal of Global Scholars of Marketing Science, 24 (1), 66-76.

Nordhouse, P. G. (2016). Leadership: Theory and Practice, 7th Ed. Thousand Oaks, CA: Sage Publications.

Watson, L. E. (1951). Light from Many Lamps. New York, NY: Simon & Schuster, Inc.

Leadership Traits Questionnaire Results

May 10, 2018 / achsahs-springs / 2 Comments

Completing this assignment today was quite the learning experience.

I discovered quite quickly that I find it difficult to assess myself beyond the experiences of the day. I had an awful day, and one specific moment in which I did not respond well. I know that moment doesn’t define me, and is not typical of my behaviour, but I struggled to rate myself above that regrettable action.

I learned that those closest to me know me best, and I cannot wear masks with them. Co-workers rated me high on self-confidence and self-assurance; relatives and friends rated me lower. Which tells me that I am a good actress. I am not sure yet if this is a good quality, or not so good.

I also learned that my self-assessment is congruent with others on the traits that relate to my internal drivers, but there were discrepancies on the more relational traits (empathic, friendly, etc). Though I am not happy that others rated me lower on these, I am happy that I am now aware: the truth about me will set me free. This journey of change will likely be difficult, but I am excited to set my foot out the door.

Follow the Leader

May 6, 2018 / achsahs-springs / 4 Comments

Moving to Saskatchewan in 2007 we knew nothing about politics. Within months of arriving there was a provincial election and the Saskatchewan Party was in power with Premier Brad Wall at the helm. Over the course of the last 10 years Premier Brad Wall has become a name that is recognized across Canada. Although no longer a leader in politics since his retirement earlier this year, a number of his social media followers continue to comment on his page that he should be going into federal politics, and responses to his posts would strongly indicate that he is still perceived as an opinion leader in this country.

I am not a high user of social media, and have only just recently signed up on Twitter. I do now follow Mr. Brad Wall on Twitter, https://twitter.com/BradWall306?lang=en but have followed him much longer on Facebook. https://www.facebook.com/BradWall306/

The most significant ideas that Brad Wall is espousing right now is his opposition to the federal carbon tax, perhaps the controversial issue that he is most well-known for, and his support of the Keystone XL and Transmountain pipeline. The ideas and opinions that Mr. Wall has regarding these two topics are far removed from my day to day life. However, the concepts, the information, and the knowledge he shares resonates with me because the foundation of his argument is grounded in what is in the best interest of his province and his constituents. Despite opposition from other leaders both federally and provincially he has not changed his stance. Even though he is no longer in politics, he continues to be invited for interviews to discuss his views on this topic because his knowledge and opinion remains respected. And he continues to be vocal with information, facts and opinions on these topics as a member of the public because he is passionate about what is best for his province, his neighbours, and Western Canada. And I believe this truly is his motivation, as do many of his followers, because his government consistently demonstrated a commitment to what is best for the people and province of Saskatchewan.

The second idea Premier Wall has espoused throughout his terms in office and continues to espouse even after his retirement is fiscal responsibility. The downturn in oil prices affected Saskatchewan as profoundly as other Western provinces. During the same years potash revenue decreased, and the agricultural market saw poor yields and quality. When it became evident that hard decisions would need to be made to balance the budget Premier Wall did not shy away from making those decisions, even though the resultant actions dictated that his political popularity would decrease as a result. Another decision made while in office was the move to a single provincial health authority. This decision was made in part due to public and patient/family advocacy, but it was also made in an effort to ensure that publically funded health care can be sustainable into the future by decreasing spending in the one area that costs the most for taxpayers in the province. Although this decision may yet still negatively impact me personally with a possible loss of employment, I understand the rationale and respect this dedication to ensure that the province is not only financially secure in the present but also for future generations.

As stated earlier I would not be considered a high use consumer of social media so I struggle to provide advice to Mr. Wall on how to use his social media presence more effectively. As I am a public servant I also understand how communications in the public sector works, so I am somewhat skeptical that any advice that I offer would reach him directly. However, I do know what is working: posts that stick to the facts and provide information and knowledge are respected and cannot be disputed. Posts that reveal his human side are engaging and elevate his status as a leader. Posts that celebrate the successes of others, posts that mourn with those in tragedy, posts that poke fun at his fellow politicians, posts that publically show the pride that he has in his family help the public identify with him as a person, which positively impacts his influence as a leader. The only possible suggestion that I could offer is to ensure that posts that reference other politicians or parties are not too inflammatory or abbreviated. I have never seen Mr. Wall post anything that was openly disrespectful or derogatory towards any one person, but I have seen some content that had the potential to be offensive, and some content that was so oversimplified that it could have been construed as “fake news” because the information needed to understand the topic was not evident.

The first time I became keenly aware that Premier Wall was a leader with values and principles that I could identify with was the first year I viewed his Christmas message to the people of Saskatchewan. In an era of political correctness it was evident that this was a man who was committed to serving others no matter what their views, but was also not afraid to share his personal beliefs and convictions. I was in awe of his courage, his boldness, and the unashamed declaration of his personal faith to a secular audience that may or may not respect him as a leader because of that message. Mr. Wall has demonstrated in both word and deed that he has never forgotten the reason why he was elected, and that was to serve the people of Saskatchewan. Mr. Wall has eloquently expressed that he has considered his years of leadership as an honour and a privilege and not a right or entitlement. He has been able to articulate respectfully when his views are in opposition to others and remain steadfast to his position when necessary. Yet, he has also demonstrated that he is humble and transparent enough to change his stance and reverse decisions he/his government has made if it is determined that it is truly not in the best interest of the Saskatchewan people. He has been real, and honest, and strong enough to allow the public to watch him grow as a leader, and so, mentored many aspiring leaders that he has never met. I am grateful to be one of that number.