Hi David,  I am responding to your responsive post https://create.twu.ca/zportfolio/2018/10/12/response-to-np1-andrea/ where you responded to the original post of Andrea’s https://create.twu.ca/andreamarquis/2018/10/09/np1-post-leader/ .

Intellectual Humility

The discussion of intellecutal humility is an intriguing one for sure. You mention that “It allows for the wisdom of the group” (Z’s Porfilio, 2018). This reminds me of the passage from the Bible that states “Plans fail for lack of council but with many advisors they succeed” (Proverbs 15:22, ESV). Strong measures of wisdom, intellect, and humility are required to ensure that both the TSL and their followers benefit from intellectual humility.

You pose an interesting question where you wonder if TSL and intellectual humility can have the same level of practise and influence in the cultures of the Middle East and Asia. Not ever having visited or lived there leaves me without a specific frame of reference, but it clearly seems that if Greenleaf’s assertations of the basic tenets of TSL in Northouse (2018) are accurate then very little depends on the cultural situation. Wisdom and intellect are traits that know no cultural boundaries, and the ability to employ those traits in a humble fashion will leave the follower to feel valued, respected, and a healthy part of the process despite the country and culture this occurs in.

Andrea Marquis, in the blog post NP1 – Post Leader and from which our conversation is focused on, makes a very strong point regarding awareness as an important TSL principle. The ability for a TSL to understand their culture, the specific people within their organization, and the problem or opportunity at hand (basically the use of awareness) will allow them to lead the group to achieve more desirable outcomes then when unaware of these situations. Based on this, my answer to your question “Is it always possible to have a leaders as guide?” is yes!

 

References

Northouse, P.G., (2018). Leadership: Theory and practise. Thousand Oaks, CA: Sage.

Z’s Portfolio (2018). Response to NP1-Andrea Retrieved from https://create.twu.ca/zportfolio/2018/10/12/response-to-np1-andrea/

Hi Chris,

I am responding to your post/response (https://create.twu.ca/chris/2018/10/12/a-response-to-bt-1/) to both Lillian’s original post https://create.twu.ca/lboyd79/2018/10/09/blog1-bt1/ and Brittany’s response https://create.twu.ca/brittanysportfolio/2018/10/12/response-to-lillians-post-leader-response-bt1/ .

 

Appreciating Talent

You address the idea of Appreciating Talent as it relates to Boyder (2018) outlining three key ideas regarding the value of people and their talent, therefor considering how their capabilities will allow for strategic progress within the organization. I would agree with your perspective here how a boss or manager or leader, through their very appreciation of this talent, should be approaching individuals regarding their career development. It seems to me this should be more of a structured process and an embedded culture within an organization. A leader who is thinking strategically may want to ensure they have communicated the value of the career development process and have ensured followers are consistently working through their own development plans as they relate to those of the organization. Hughes, Colarelli Beatty, and Dinwoodie (2014) capture this where they discuss the need to identify gaps in a followers skill set so as to build opportunities with them to grow and learn. They ask “What are some work-related situations that would force the person to stretch herself or himself professionally and fill those gaps?” (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?

I put forward that employee development should lead to organizational development. Do you agree? A TSL should be conveying the strategic drivers within an organization during professional development discussions. I believe that this is where followers can learn of potential organizational change and how they might be able to understand the rationale informing and directing staff role changes. Senior leaders must have the latitude to make strategic decisions regarding organizational structure, reporting responsibilities, and in determining staff assignments and roles. Lillian points this out where she states “A TSL would generally have a higher internal locus of control as they understand the potential and power their followers have to change and adapt to situations therey redefining their market share” Boyder (2018). Being a true TSL will show compassionate leadership, but this compassion does not prevent the TSL from making the hard decisions that allow the organization to thrive and meet its strategic drivers. This is well represented by Lillian under her PEOPLE ARE A PART OF THE SOLUTION section (although I will argue that PEOPLE ARE THE WHOLE OF THE SOLUTION) where she states “This does not mean a TSL is unable to make hard decisions in letting people go or redefining the organizational structure to fit the strategy.” Boyder (2018). It 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 of the TSL? Does this not ensure that the right talent is hired, retained, developed, and appreciated?

Appreciating talent is hard work. Being purposeful towards followers development is a part of that work effort. When done right, the outcomes for all involved should ensure that the individuals and the organization are advancing within their purpose and calling.

References

Boyder (2018). A perspective on the influence of the TSL on the strategic process || BT1. Retrieved from https://create.twu.ca/lboyd79/2018/10/09/blog1-bt1/

Hughes, R.L., Colarelli Beatty, K., & Dinwoodie, D.L., (2014). Becoming a strategic leader: Your role in your organization’s enduring success. San Francisco, CA: Jossey Bass.

Northouse, P.G., (2018). Leadership: Theory and practise. Thousand Oaks, CA: Sage.

 

 

Original Post Here.https://create.twu.ca/andreamarquis/2018/10/09/np1-post-leader/

NP1- Post Leader, I appreciate the effort and writing focus you invested in explaining the importance of servant leadership within the practise of strategically leading a Non-Profit. I picked up on your statement where you say that “Transformational servant leaders should produce results” and that “Results should be seen in the lives of people”. As I consider this against the backdrop of Ten Characteristics of a Servant Leader Spears (2002) in Northouse (2018) I find it interesting to consider how results seen in the lives of people translate into achieving the strategic objectives and demonstrable results within Non Profit and For Profit organizations. I wonder also about how these personal results translate into “sustainable results” that you mention further on in your piece as an outcome of evidenced based decision making?

I would posit that the importance related to the accuracy of decision making is as vital in Non Profits as it is in most other parts of the Business sector as well. To be good stewards of all that is under our care is an attribute and imperative of every follower of Christ. This is demontrated clearly in the parable of the talents in Matthew 25: 14-30 where we are taught to manage well what we are put in charge of, profit or non-profit.

I do really like how you concluded your blog by indicating that servant leaders should share ideas and provide an open invitation for those around them to join in the conversation. This is a sign of humble leadership with strength and we would all do well to model this.

References

Northouse, P., (2018) Leadership: Theory and practise. Western Michigan University: Sage.