Category: LDRS 500

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Course Reflections – Unit 10, Learning Activity 1

Although it has only been ten weeks, the impact of this course and what I have learned is significant. It has hopefully built a strong foundation as I move forward through the rest of the courses for this MA Lead program, which I’m doing with great excitement and anticipation.

In terms of specific learning, there are two which will be specific for me in terms of how I lead within my own context. First, to remember that transformational leadership on its own has a dark side which can lead to disastrous consequences (Northouse, 2018). The importance is to take this into account in combination with the heart of servant leadership. This hybrid form of transformational servant leadership gives so much new language to me as a leader who desires to lead effectively as part of an organization with clearly defined mission, vision, and values while also desiring to serve and impact those around me who are under my leadership. Transformational servant leadership can now become a framework for self-evaluation of my own leadership.

Second, the personal leadership challenge for me as I journey through this course and this program is to grow in empathy, in the other-focused side of my leadership. My desire is to help those I lead to understand emotionally that I believe in them, trust them, and want the best for them. Although this quote was from a unit on the course focused on women in leadership, the impact for me is profound. Inclusion is related not only to gender but to every person who I lead, every person who comes across my way. As I strive to be a more effective, more empathetic leader, this reminder to celebrate the uniqueness and belonging of each person is very helpful for me in my own leadership.

This quote from Nugent & Travis (2016) summarizes what I hope to bring to those I lead:

Employees reported feeling included when they experienced both:
• A sense of uniqueness—that they are recognized and valued for their specific attributes and contributions.
• A sense of belonging—that they are welcomed and valued as part of their workgroups and among their colleagues.

Reference
Northouse, P. G. (2018). Leadership: Theory and Practice, Eighth Edition. Thousand Oaks, CA: Sage Publications.

Nugent, J., Pollack, A. & Travis, D. (2016). The day to day experiences of workplace inclusion and exclusion. Retrieved from http://www.catalyst.org/system/files/the_day_to_day_experiences_of_workplace_inclusion_and_exclusion.pdf

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Response to B121 – Light From Many Lamps – Part 5

Light From Many Lamps – Part 5

B121, your ability to clarify the three leadership principles from this story from the book is impressive and very helpful. Great leaders see the opportunity, present vision clearly, and have the will and faith to persevere. I’m hoping we all grow in those leadership skills through this program!

Your reflection at the end of your desire to be able to present critique in a more positive light hits home for me. As a fellow flaw-finder, I try to be aware of how I deliver criticism. My desire is never to tear down but always to build up. As a leader, I have the responsibility to present my words as a reflection of this desire. It is not enough to simply deliver critique and assume that my desire is understood. The substance of my desire has to be heard and seen through my words in a way that encourages and builds up even while pointing out what may need to change.

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Response to Ryan Morrow’s Leadership Story

Leadership Story

Ryan, from listening to your short story on leadership it is no surprise that you are well-liked and respected by your students. I appreciated your reflections on leadership, especially your own awareness of where you feel you would bring the most impact in terms of teaching effectiveness in different age groups.

Your story about Jon and his struggles in the classroom that you definitely care about your students, want them to succeed, and hope for them to become well-rounded people who do more than just get good grades in your class. The fact that you have conversations with you students to the point where you know their family situation and what they do in their time away from the classroom shows a real desire to impact each student individually and do more than just teach them the required material.

How you saw Jon thrive in a situation outside of the classroom was obviously quite eye-opening for you. As a leader, I know how it feels to see someone you had underestimated or written off perform in a way that you just didn’t think was possible. Because Jon was in this environment that was familiar to him, he had his moment to shine and was able to encourage his classmates to be re-engaged, be committed to the work, and persevere until it was done.

Your story makes me think of the times when, as a leader, I’ve focused on the task which needs to be accomplished and not the people I’m called to lead. We have developed so much great understanding in this course related to leadership but in this case I’m encouraged to go back to the fundamental definition of leadership itself. “Leadership is a process whereby an individual influences a group of individuals to achieve a common goal” (Northouse, 2018, p. 5) How easy it is to be focused on the goal and not the individuals!

Jon’s story obviously had impact on you beyond that one event. It has helped to shape you to be a better leader, a better teacher, a better influence in the lives of students around you. In your role as principal, teachers and students for many years are being impacted because of your attention to Jon as an individual under your leadership, not only as a student who needed to learn the material.

Reference
Northouse, P. G. (2018). Leadership: Theory and Practice, Eighth Edition. Thousand Oaks, CA: Sage Publications.

 

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Response to Sarah’s Leadership Story

https://create.twu.ca/sjasmins/2018/11/27/my-leadership-story/

Sarah, your story was inspiring and refreshing to hear! To hear about the circumstances of your past and present, along with your decision now to open yourself to new experiences as a way to broaden your horizon is really impressive.

Your strong encouragement for leaders to get out of their own comfort zone, to serve others and to immerse themselves in new cultures is expressed so well and I wholeheartedly agree. Clearly these experiences have shaped you to be who you are today.

As I think about what we have learned in this course related specifically to transformational servant leadership, I resonate with your encouragement. I see how the experiences you are encouraging can help develop so many of the characteristics needed to live out this kind of leadership.

Thinknig about the ten characteristics of servant leadership from Spears (2002, as cited by Northouse, 2018) it is evident how many of them would be cultivated through transcultural, other-centred experiences. Listening, empathy, awareness, stewardship, and building community come to mind immediately as being affected by serving others and focusing on those whose needs are greater than my own.

When it comes to the four factors of transformational leadership, these work together to allow “followers to accomplish more than what is usually expected of them” (Northouse, 2018, p. 172). A leader who has been able to accomplish more than they thought possible in a scenario like you have described in your leadership story is one who will likely be able to help the ones they lead do the same. Regarding inspirational motivation and individualized consideration (Smith, Montagno, & Kuzmenko, 2004, as cited by Northouse, 2018), leaders who have experienced the impact and effect of intentionally serving others are more likely to be equipped in encouraging followers to do the same.

 

Reference
Northouse, P. G. (2018). Leadership: Theory and Practice, Eighth Edition. Thousand Oaks, CA: Sage Publications.

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Response to Norm Beange – Light From Many Lamps – Franklin D. Roosevelt

Light From Many Lamps – Franklin D. Roosevelt

Norm, I appreciated so much your reflection on this chapter of the book and your summary of Roosevelt’s final speech. I had heard of the speech and its impact but, truthfully, I didn’t know about it being delivered the day after Roosevelt’s death. The fact that he died the day before the speech was to be delivered definitely gives the words more gravity and their effect is definitely more profound.

I also appreciate how you highlight the current cultural unease with historical figures and how they’ve been celebrated. Whether it’s a statue or the naming of an institution, leaders who were recognized in the past despite their failings are now coming under closer scrutiny. Your examples of Thomas Jefferson and John A. MacDonald help bring some great perspective to this very real and present issue.

This generation will need to figure out how to honour leaders of the past who may not meet the moral qualifications of modern society. How do we celebrate the contribution of leaders like Jefferson or MacDonald while not necessarily affirming all of their behaviour? This is a very real current struggle.

This struggle also points to the future. What behaviour is considered acceptable by modern standards but, in the future, may be held with disdain? How are leaders today supposed to conduct themselves to a moral standard of modern society but also of a future society of which they have no knowledge? This seems, at best, very difficult and, at worst, a fool’s game.

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Light from Many Lamps – Unit 10

Reading the final two chapters of Watson’s anthology (1951) seems to be a fitting end to this course. The focus on the fruitfulness of later years and looking toward the future resonates with me as I think about what has been learned in this course, as I look toward the rest of the program and the future of my own leadership.

The story of Marcus Tullius Cicero is a reminder of the personal responsibility carried by every leader to prepare themselves for their older years. “The harvest of old age is the recollection and abundance of blessings previously secured” (Watson, 1951, p. 263) speaks of the possibilities and opportunities of old age rather than the limitations. In a culture where the elderly are often disregarded and even discarded, we must remember that the privilege of growing old brings great wisdom, experience and insight. The quote from Cicero, however, reminds us that this great harvest comes from a younger life where blessings were secured which are no longer available. As the quote from Charles Francis Potter later in the chapter says, “One must accumulate friends. One must lay up reserves of mental pleasures. One must plan for the health that is so extremely important to happiness in this period” (Watson, 1951, p. 266).

As someone who has recently entered my fifth decade, I find myself more often thinking about the future decades I hope to have. My focus is on leading effectively in my 40’s while also trusting I will have many more years as a husband, father, friend, and, God willing, a grandfather. Keeping this perspective helps me to remember that everything I spend my time on this year will have an impact next year and next decade. How I invest my time this year will have a harvest next year and in the next decade. My hope and my prayer is that my older years are some of the most fruitful, enjoyable and beneficial years of my life for myself, for my family, and for those around me who I have the privilege to lead and serve.

 

Reference
Watson, L.E. (1951). Light from Many Lamps. New York: Simon and Schuster.

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Response to Matt – Light from Many Lamps – Part Four

Light from Many Lamps – Part Four

Matt, what a great reflection you’ve given on this chapter of the book. I found myself nodding in agreement as I read your whole post.

I can agree wholeheartedly of the temptation of a leader to do as much as they can, filling time with tasks and work and priorities. There is always more work to be done than hours in the day! The ability to step back from what I perceive to be the most pressing issue, to reevaluate priorities and even to ask advice from peers has helped me grow in the area of equipping others to do the work so that I am able to be more effective as a leader.

I’m also so grateful for the disciplines of solitude, silence and simplicity. It seems from your post that you have a good grasp of these and that they have taken root in your life. Having our days, weeks, and years marked not by the tasks we are accomplishing but instead by what is happening inside of us is an incredibly counter-cultural desire.

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Response to Daniel Rowe – Part 4 – Light from Many Lamps – Dr. Will Durant

Part 4 – Light from Many Lamps – Dr. Will Durant

 

Daniel, I was so encouraged to read your reflection on this chapter of the book. As a fellow pastor I understand some of the demands on your personal life and I have seen more than a few colleagues become victims of their own bad decisions, partly as a result of failing to acknowledge how to have this healthy work-life relationship, as you put it.

This year my wife and I celebrated 15 years of marriage and I’m so grateful we decided early on to keep healthy commitments and boundaries in our relationship. I was thinking just this morning that in 10 years from now our youngest son will (hopefully!) be off to university and it’s likely that we will be empty nesters. Hard to imagine during the toddler and elementary school years but I’m hoping the future we have together with just the two of us at home will be the very best years of our marriage!

I’m cheering you on as you continue to seek out rest, joy, and love in your family, in your marriage, and in your work.

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Organizational Change in the Face of Change – Unit 9, Learning Activity 2

Not only is change a constant but the fact that the pace of change is ever-increasing makes running a business in modern society more complicated than ever. Companies and organizations must do more than maintain their own status quo. The world is changing around them and, every year, it changes more than it did the year before.

Corporate success is no longer creating a better widget or maximizing labour force. As Goodwin (2015) illustrates, “Uber, the world’s largest taxi company, owns no vehicles. Facebook, the world’s most popular media owner, creates no content. Alibaba, the most valuable retailer, has no inventory. And Airbnb, the world’s largest accommodation provider, owns no real estate” (Goodwin, 2015).

Smart (2015) highlights several transcultural developmental patterns referred to as “There Is No Alternative” (TINA) trends (Pierre Wack, as quoted by Smart, 2015, 12:01). These trends highlight an almost inevitable societal movement toward specific ends. Societal trends affect individuals and families, of course, but they also affect companies and organizations. As societal trends impact the way people behave, there is an impact also to organizations made up of those same people.

One very timely example is today’s announcement that General Motors will be closing four North American plants. This includes the plant in Oshawa, just 15 minutes down the road from where I live. The announcement has come that the company is shifting focus to electric and hybrid cars and, therefore, the plant in Oshawa is redundant and must be closed.

Culturally, the world is moving towards the adoption of clean energy. Electric cars, green power generation, and an overall shift away from oil are all desires which are being expressed more and more around the world. And yet these desires also affect companies and how they do business. GM manufactures a product at its plant in Oshawa which is becoming less desirable and the company has decided to move in a different direction.

The shrapnel of this decision, unfortunately, doesn’t hit GM’s bottom line. This is a move to save money and increase profit. The ones who are the most affected are the people who work for the company to produce the car they were paid to make. While these people live in a world which is living through one of these TINA trends toward clean energy, the impact of a lost job and future uncertainty is very real.

In seeing these cultural trends accelerate over time, organizations must understand they exist to provide a product or service while also providing significance and meaning to their employees. Whether or not Facebook will also be the world’s largest creator of media, Facebook will always have employees. Whether GM will survive this turn toward electric cars, GM will always have employees. The value the company creates is not only in the product they manufacture for their customers.

Leaders do have a responsibility to be honest about how societal change is impacting their organization. For a company to ignore that its product is no longer relevant means it could go bankrupt and everyone is out of work. If a charity isn’t able to change communication methods with donors they risk losing significant funding. Leaders must do what they can to create environments where change can be acknowledged and new ideas can be experimented, understanding that any organization’s most valuable resource is its people.

 

Reference

Goodwin, T. (2015, March 03). The Battle Is For The Customer Interface. Retrieved November 26, 2018, from https://techcrunch.com/2015/03/03/in-the-age-of-disintermediation-the-battle-is-all-for-the-customer-interface/

Smart, J. M. [John M Smart]. (2015, April 08). John Smart – Leadership of Tech Change – WFS 2013. [Video file]. Retrieved November 26, 2018, from https://www.youtube.com/watch?v=QhdWqLNUJns