Hello Emmanuel! Your team post was very interesting and insightful to read, specially when you mentioned how Transformational Servant Leadership (TSL) affects Strategic Leadership (SL) and the benefits of keeping TSL a central focus.<\/p>\n
Your team did a great job analyzing the relationship of strategic leadership and the nature of non-profit. Two concepts resonated with me, leadership culture and servant hood. I found a strong relationship from Hughes & al (2014) concept of leadership culture and Lespinger (2010) execution bridge of alignment between leaders\u2019 action and company\u2019s values and priorities. Strategy execution depends on how consistent the leader\u2019s behavior is towards organizational values and priorities (Lepsinger, 2010). Setting clear rules and expectations of culture is vital for everyone. Would you think is possible for a closed-minded culture which prioritized hierarchy to implement servant leadership? I found this truth in my country, I\u2019m sure it is not impossible but challenging. Maybe it can start with a leader creating a culture with his own teams, even if it is different from an organizational one. Can you think of other ideas for this quest? Servanthood describes many characteristics of TSL, it comes with the question, how can I help you? Instead of how you can help me. It surely implies a different mind-set.<\/p>\n
I also found very interesting the 2 benefits which your team highlighted about keeping TSL as a central focus, focus on people development and high order of thinking and analysis.\u00a0I wonder how people development relates with millennial’s. Millennial’s are the generation born between approximately 1982 and 2002, are the latest and most quickly growing public of college graduates to enter the workforce (Todd, V. 2014). \u201cTheir managers, however, consistently express exasperation over Millennial sense of entitlement, difficulty in taking direction, self-indulgence, greed, short-sightedness, poor skills, and lack of work ethic\u201d (Curtin et al., 2011<\/a>, p. 1). This have been common characteristics highlighted for many millennials\u2019 employees. How can organizations invest and develop millennials? I found this is an important modern challenge. While organizations try to keep their employees, millennials are thinking to leave their jobs because they \u2018don\u2019t make them feel good\u2019.<\/p>\n Regarding high order of thinking and analysis, change management is an important element. What is certain about VUCA environment, which characterizes by Volatility, Uncertainty, Complexity and Ambiguity (Ungerer , Ungerer, & Herholdt, 2016), is constant change. According to Sartori, R., Costantini, A., Ceschi, A. & Tommasi, F. (2018) there are at least 4 ways to manage change in organizations, these are: training, development, innovation, and relationships. \u00a0One of the areas to strengthen our TSL is change, it could provide a different atmosphere in the midst of chaos.<\/p>\n I would love to hear your team insight about some of the questions previously mentioned.<\/p>\n References<\/p>\n Lepsinger, R. (2010). Closing the execution Gap. San Francisco: Jossey-Bass.<\/p>\n Patricia A. Curtin, Tiffany Gallicano, & Kelli Matthews. (2011). Millennials\u2019 Approaches to Ethical Decision Making: A Survey of Young Public Relations Agency Employees.\u00a0Public Relations Journal , Vol 5, Iss 2 (2011)<\/em>, (2). Retrieved from https:\/\/ezproxy.student.twu.ca\/login?url=http:\/\/search.ebscohost.com\/login.aspx?direct=true&db=edsdoj&AN=edsdoj.29ce112c22f34290a0e33d4d4d9f2c36&site=eds-live<\/p>\n Riccardo Sartori, Arianna Costantini, Andrea Ceschi, & Francesco Tommasi. (2018). How Do You Manage Change in Organizations? Training, Development, Innovation, and Their Relationships.\u00a0Frontiers in Psychology, Vol 9 (2018)<\/em>. https:\/\/doi.org\/10.3389\/fpsyg.2018.00313\/full<\/p>\n Todd, V. (2014). Public relations supervisors and Millennial entry-level practitioners rate entry-level job skills and professional characteristics.\u00a0Public Relations Review<\/em>. https:\/\/doi.org\/10.1016\/j.pubrev.2014.05.002<\/p>\n Ungerer , M., Ungerer, G., & Herholdt, J. (2016). Navigating Strategic Possibilities : Strategy Formulation and Execution Practices to Flourish. KR Publishing. Retrieved from https:\/\/ezproxy.student.twu.ca\/login?url=http:\/\/search.ebscohost.com\/login.aspx?direct=true&db=nlebk&AN=1427028&site=eds-live<\/p>\n <\/p>\n <\/p>\n \u00a0<\/strong><\/p>\n","protected":false},"excerpt":{"rendered":" Hello Emmanuel! Your team post was very interesting and insightful to read, specially when you mentioned how Transformational Servant Leadership (TSL) affects Strategic Leadership (SL) and the benefits of keeping TSL a central focus. Your team did a great job analyzing the relationship of strategic leadership and the nature of non-profit. Two concepts resonated with … <\/p>\n