What I found interesting about your post is that, even within a female-dominated organization, there is still the struggle of inclusion for women resuming part-time work after maternity leave. Unfortunately, there is still the mindset that making accommodations for family means lower productivity and contribution. I actually think that when proper accommodations are made, a person is more productive during their work time because they don’t have the stress of performing at the full-time level (as you referenced about the person feeling that had to be at all meetings)! It’s great that you are working towards more inclusion. You have also reminded me of the importance of clearly communicating expectations and not making assumptions. Thanks.
Response to Sarah’s Learning Activity 2
https://create.twu.ca/sjasmins/2018/11/18/learning-activity-2-2/
I particularly appreciated your analysis of Nugent, Pollack & Travis because the issue of inclusivity is something I have identified, through this learning activity, is a problem during management meetings in my company. You write that Nugent, Pollack and Travis (2016) suggest that we “pay attention to whose voices are being heard, whose opinions are being validated, and who is being ignored or dismissed during meetings, then interrupt these behaviors” (p. 10). This particular quote is relevant in my context because I have noticed that the men in our management meetings typically have more “air time” than the women. They talk more and seem to be listened to more intently. I am going to be actively working to increase the “air time” of the women in my meetings. Thank you for sharing that quote!
Reference
Nugent, J., Pollack, A. & D. Travis, (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
My Leadership Story
Unit 10 – Learning Activity
My aim in taking this MA program is to equip me further equip me in my goal of writing a how-to book on helping lay people in churches to become leaders. Throughout this course, from learning about my weakest the initial Personal Inventory of Servant Leadership to the Light From Many Lamps reflections, I have attempted to apply lessons from the readings to my goal. The weakest aspect in my Personal Inventory of Servant Leadership was listening. One of the most important actions of a servant leader is to “listen receptively to what is being said and unsaid” (Spears, 2010. pg. 27). Reflecting on conversations, rather than immediately offering insight or feedback “is essential to the growth and well-being of the servant leader” (Spears, 2010, pg. 27). If I am to be successful in my leadership context, I need to strengthen my listening skills. Additionally, if I am to work with others in preparing the content for my book, it will be difficult if I jump to conclusions about what others are trying to communicate.
Another important learning from this course has been about transformational leaders and how they have a much greater impact on those they lead, compared with other leadership styles. One of the most interesting actions, to me, of transformational leaders is that they “attend to the needs of their followers and treat each follower as a unique individual” (Wang et al., 2011, pg. 230). As a leader, for simplicity’s sake, it is often easier to assume that groups of people want and need the same thing. In my experience working as a small group leader in my church, neglecting each person’s history and personal experiences can cause great issues and underlying tension within the group. The two learnings from this course that have most impacted my approach to leadership is to act as a servant leader by listening receptively and reflecting on conversations and to ensure I treat each person in my group as a unique individual, not merely as a member of the group.
“The servant leader seeks to identify the will of a group and helps to clarify that will. He or she listens receptively to what is being said and unsaid . . . Listening, coupled with periods of reflection, is essential to the growth and well-being of the servant leader” (Spears, 2010, pg. 27).
Reference
Spears, Larry C. (2010). Character and Servant Leadership: Ten Characteristics of Effective, Caring Leaders. The Journal of Virtues & Leadership, 1(1), 25-30.