ldrs501

Thank you, Pierre, for sharing your views on SLT. I liked the way you pointed out how teams doing excellent in their projects, might not be up to the mark as a strategic team. You discussed 3 questions from the STRAT survey (Hughes, Beatty and Dinwoodie, 2014) and drew results based on the situation in your team. I would like to share my thoughts for the first question, “These strategic leadership teams exhibit a high level of integrity” (cited by Florendo, 2018) (Hughes, Dinwoodie, and Beatty, 2014). As I think about “integrity” I think about “values” and I wonder if setting common values for the team affects the team’s performance? Correct me if I am wrong but I think having common values might negatively affect the integrity of the team. In fact, the mission and vision are more crucial for the team to perform well and to be a strategic team. Each individual is different and for them, their own values are important. I believe, rather than restricting individual’s actions through team values, one can enhance them by giving him/her the freedom to choose and work according to his/her own values. Moreover, as Lepsinger (2010) points out, there should not be two sets of values (p.17); if a team member has different values than that of the team, there is a possibility of him performing short. Also, having individual values would enable the team members to respect each others’ decisions and effectively understand the “why” behind individual’s actions. As pointed by Beatty, & Smith, 2013, one of the many challenges faced by the teams is disagreement on accepting the proposed change (as cited in Hughes, Dinwoodie, and Beatty, 2014, p.163). Might I say, it is because they find the team’s actions aligned to the team values (even if their individual values do not) and here’s where the “integrity” is lost?

References

Beatty, K., & Smith, R. (2013). Developing high impact teams to lead strategic change. Developing and enhancing high-performance teamwork in organizations: Evidence-based best practices and guidelines. San Francisco: Jossey- Bass

Florendo, P. (2018). Strategic leadership teams- HC1 (post 3.1) (healthcare). Retrieved from             https://create.twu.ca/pierreflorendo/2018/10/16/strategic-leadership-teams-hc1/

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

Lepsinger, R. (2010). Closing the Execution Gap. San Francisco: Jossey- Bass.

Thank you for sharing your experience, Layla. I absolutely agree with you on, “having no expectations on others should not be the attitude adopted by a transformational servant leadership with strategic thinking” (Zhang, 2018). Speaking from a healthcare perspective, there has been a lot of corruption (in India) and doctors and healthcare workers often prefer to work as private practitioners just because their values are not congruent with those (corrupt workers) working with them. And I find this reason to be very common amongst people leaving an organization. However, we have to have faith in ourselves, we have to be sure of our values even if others are not. As mentioned by Ulrich and Smallwood, good leadership as a whole is the sum of good elements that help achieve good results (2013).  As Amelia Earhart has said, “A single act of kindness throws out roots in all directions, and the roots spring up and make new trees. The greatest work that kindness does to others is that it makes them kind themselves” (as cited by Amodini, 2018). Also, as one of the aims of transformational servant leadership is making a commitment to personal growth (Atha, 2018) (as cited by Zhang, 2018), we must focus on that without getting affected by others.

References

Amodini, A. (2018). LDRS 504 A- Leadership Values and Ethics. Retrieved from https://learn.twu.ca/mod/forum/user.php?  id=5742&course=3927

Ulrich, D., Zenger, J., & Smallwood, N. (2013). Results Based Leadership. Harvard Business Press.

Zhang, L. (2018). Response to ET1″Change Maker’s Thoughts on Transformational Servant Leadership and Strategic Leadership”. LDRS 501 A- Strategic Leadership. Retrieved from https://create.twu.ca/layla11/2018/10/11/response-to-change-makers-thoughts-on-transformational-servant-leadership-and-strategic-leadership/

I enjoyed reading your post. I can see how you critically judged the resonance of TSL with the educational principles in B.C.  I have a little knowledge about the educational stream but have a keen interest on knowing whether the same kind of relevance appear in all faith-based schools or does it differ from one community to other. And is it realistic to think to fully practice TSL in schools? As I read your post, well organized and effectively TSL from a student’s as well as teacher’s perspective, I can see how it would be an ideal school if all TSL principles are followed but at the same time, I think it is also necessary to enlighten parents about the TSL teaching principles as children are greatly affected by their parents’ behavior and their values.

“Strategic leaders find value in reframing” and that is exactly what you have done! I enjoyed reading your blog and could see how you connected even the smallest component of TSL and Strategic Leadership to education. TSL and Strategic leadership work the exact same way in healthcare; just replace teachers with doctors, students with patients, students’ past with patients’ medical history and, future with prognosis. Each student is different and so is each patient.
Also, in healthcare organizations; as with the educational ones, resources are limited and that often leads to a dilemmatic decision making, compromising one or the other needs. This also leads to having limited hospital staff, leaving them exhausted, leading to employee dissatisfaction and its consequences. Therefore, I think, there is a need to develop a strategy that efficiently manages resources, because that is where the problem begins.