{"id":361,"date":"2018-10-14T16:51:16","date_gmt":"2018-10-14T23:51:16","guid":{"rendered":"https:\/\/create.twu.ca\/chris\/?p=361"},"modified":"2018-10-14T16:51:16","modified_gmt":"2018-10-14T23:51:16","slug":"responding-to-a-response-to-a-response-to-responses-from-bt1-development-and-the-role-of-tsls","status":"publish","type":"post","link":"https:\/\/create.twu.ca\/chris\/2018\/10\/14\/responding-to-a-response-to-a-response-to-responses-from-bt1-development-and-the-role-of-tsls\/","title":{"rendered":"Responding to a response to a response to responses from BT1 || Development and the Role of TSLs"},"content":{"rendered":"

|| For those wanting to follow the conversation, see my last post here<\/a> and Jason\u2019s post here<\/a>. The link backs continue through those posts. || <\/em><\/p>\n

Hello Jason,<\/p>\n

I appreciate your thoughtful response to my post. You bring up some challenging questions.<\/p>\n

Professional Development<\/strong><\/p>\n

You wrote (Bradley, 2018),<\/p>\n

\u201c[Hughes, Colarelli Beatty, and Dinwoodie (2014)] ask \u201cWhat are some work-related situations that would force the person to stretch herself or himself professionally and fill those gaps?\u201d (p. 265). Do you see this as an important organizational tool to develop and implement that would allow the leader to purposefully approach their followers to talk about career development?<\/strong>\u201d (Emphasis mine).<\/span><\/p>\n

I agree with the value of special projects and feedback for professional development and maintaining excellence\u2014however, I think intentional career development conversations can happen naturally and on a regular basis (Kaye & Giulioni, 2012). As you mentioned, strategic leaders keep their follower\u2019s development in their minds\u2014finding ways to help them grow continually.<\/p>\n

Organizational Development<\/strong><\/p>\n

Addressing your question:<\/p>\n

\u201c\u2026 Employee development should lead to organizational development. Do you agree?\u201d (Bradley, 2018)<\/span><\/p>\n

I agree insofar as TSLs strike a balance between using<\/em> a person<\/em> to grow an organization or growing a person<\/em>\u2014which benefits an organization. I know the distinction sounds minor. However, motivation is critical. Are we growing someone to get something from them? Or are we growing someone so they get something from us? As I lead in Christian ministry, I want my followers to know I intend to see them develop as they serve. What do you think, Jason?<\/p>\n

Characteristics of TSL Leaders <\/strong><\/p>\n

And finally, you wrote:<\/p>\n

\u201cIt should be remembered that a TSL must demonstrate the 10 characteristics of Servant Leadership, as outlined in Northouse (2018), to their followers for the sake of advancing the organization whether it is during the interview and hiring process or during the exit interview and termination process. Is this not the role and responsbility [sic] of the TSL? Does this not ensure that the right talent is hired, retained, developed, and appreciated<\/strong>?\u201d (Bradley, 2018, Emphasis mine).<\/span><\/p>\n

I agree with you in the spirit and methodology of TSL. I think one of the weaknesses of servant leadership (SL) is the many characteristics there are to live out at once (Northouse, 2016). If we strive to lead as SLs, we heading in the right direction\u2014but we are human as well. I do not want to come off as cynical\u2014I merely think it is a matter of orthopraxy, or walking the talk. There is an inherent amount of risk in hiring anyone and us practicing TSL does not necessarily ensure a good hire. TSL will assist in retention, development and appreciating our followers, though. When hiring, a strategic TSL understands the necessity to find a candidate who exhibits at least some of the characteristics of SL from the get-go. What do you think?<\/p>\n

Thank you for keeping the conversation going.<\/p>\n

References<\/strong><\/p>\n

Bradley, J. (2018). Response to a response to BT 1 || TSLS appreciate talent. Retrieved from https:\/\/create.twu.ca\/jbradley1966\/2018\/10\/13\/response-to-a-response-to-bt-1-tsls-appreciate-talent\/<\/p>\n

Hughes, R.L., Beatty, K.C., & Dinwoodie, D.L. (2014).\u00a0Becoming a strategic leader: Your role in your organization\u2019s enduring success\u00a0<\/em>(2nd ed.).\u00a0<\/em>Jossey-Bass.<\/p>\n

Kaye, B., & Guilioni, J. W. (2012).\u00a0Help them grow or watch them go: Career conversations employees want<\/i>. San Francisco, CA: Berrett-Koehler.<\/p>\n

Northouse, P.G. (2016).\u00a0Leadership: Theory and Practice<\/em>. (7th ed.). SAGE Publications.<\/p>\n

—<\/p>\n

Response to A Response to BT 1 || TSLs Appreciate Talent<\/a><\/p><\/blockquote>\n