Month: January 2018

Posted on

Learning Activity 3.2-Unit 3

 Learning Activity 3.2-Unit 3

Wafa Siyam/ Jan 17, 2018/LDRS 591

 

 

                                                                Article title

Servant Leadership and conflict resolution: A qualitative study

                                                                Authors

Ravinder Jit,

(Department of Management, Maharaja Agrasen Institute of Technology,

Delhi,India)

Chandra Shekhar Sharma,

(Department of Commerce, Sri Ram College of Commerce, Delhi, India)

Mona Kawatra,

(Department of Management, Maharaja Agrasen Institute of Management Studies, Delhi, India)

                                                                  Source

International Journal of conflict management, Vol. 27 No. 4, 2016 pp. 591-612 © Emerald Group Publishing Limited 1044-4068 DOI 10.1108/IJCMA-12-2015-0086

                                                               Introduction

Conflict is harmful, and the resolution is positive regarding leadership style or orientation. Servant leaders resolve conflict through adopted peaceful means considering human elements and dignity. The orientation service of Servant leaders motivated by the need to serve pro-followers, and bring success to the organization, the subordinate which reflects on serving the community.        Servant leader uses the power as a tool to serve the others as Dirk Van Dierendonck(2001) (p.595) puts it this way “Being a servant allows a person to lead; being a leader implies a person to serve.”

                                                              Methodology

The study used the method of narrative inquiry to discover the deep values of servant leaders and their perspectives to their subordinates in the context of a conflict situation. The study conducted 15 semi-structured interviews, three of the respondents were from the education sector, four from the corporate sector and the remaining eight were from the public sector. Gender- base selection was; ten male and five female leaders in the age of 45-65 interviewed. Eight-ten subordinates and colleagues of each leader interviewed. The open-ended questions were designed to have an in-depth understanding of leaders ‘personal experiences, and their perspectives regarding situations suggested by scholars with experts in qualitative research methods. (p.597,598)

Data analysis:

The researchers adopted two approaches; sententious approach and selective approach to identifying the theme then evaluations. Each transcript examined the essential meaning of respondents’ experience. The study applied the use of thought and language to depict the better understanding in how the respondent’s experience in resolving situations lived precisely. The qualitative study evaluated comfortability, dependability, credibility, transferability, and the assumptions were examined not to be biased. (p.599,600)

                                                                  Results

The findings outlined two domains of conflict resolutions presented in the servant leaders reactions and perception as well as their approach toward managing these situations. Servant leaders adopted strategies in resolving subordinate-subordinate conflict through thoroughly “diagnosis of the conflict situation” (p.600) which applies active listening, discussion, and understanding, which can bring the collaborative approach to conflict resolution. The servant leaders intervene conflict by capturing the “positive” of each viewpoint to facilitate “an amicable solution” for the situation. (p.602). They empower their employee in a way nobody has a hard feeling about it. In the notion of harmony and cohesion in the organization, servant leaders’ intentions to resolve a conflict by being impartial and objective. (p.603). Eight respondent exhibit more human approach to resolve interpersonal differences between their employee by using term “understanding” as the first step in conflict resolution. (p.604)When the subordinate indulges provocative behavior, servant leaders apply their strategies “Active listening, discussion, understanding” with self-restraint, patience, and composure. Seven out of fifteen respondents reportedly exhibited these characteristics. (p.605).

                                                             Conclusion

The study emphasizes the relationship between leadership characteristics, behavior and value orientations for better understanding the strategies of conflict resolution adopted by servant leaders. The conflict-resolution approach of the respondents manifests a leadership style presented in being supportive, cooperative, benevolent, relational, and persuasive. This leadership orientation has potential to give rise to a culture of civility, collaboration, compassion, and forgiveness. (p.609)

                                                              Personal comment

This study implicit positively close attention to my research question of conflict resolution in the workplace to find out conflict management strategies that affect Trainee (employee) deal with conflict in the workplace. My finding is promoting “Active listening and appreciating interpersonal differences in their perspectives.” will add more values that adhere to the organizational perspectives to cultivate sustainability and productivity.

 

Reference:

Jit, R., Sharma, C. S., & Kawatra, M.( 2016). Servant Leadership and conflict resolution:        a qualitative study. International Journal of Conflict Management, 27(4), 591-612.

https://doi.org/10.1108/IJCMA-12-2015-0086

 

Posted on

Learning Activity 3.1- Unit 3

Learning Activity 3.1- Unit 3

Wafa Siyam/ Jan 17, 2018/LDRS 591

 

 

                                                                        Article

Servant Leadership and conflict resolution: A qualitative study

                                                                       Authors

                                                              Ravinder Jit,

(Department of Management, Maharaja Agrasen Institute of Technology,

Delhi, India)

Chandra Shekhar Sharma,

(Department of Commerce, Sri Ram College of Commerce, Delhi, India)

Mona Kawatra,

(Department of Management, Maharaja Agrasen Institute of Management Studies, Delhi, India)

                                                                       Source

International Journal of conflict management, Vol. 27 No. 4, 2016 pp. 591-612 © Emerald Group Publishing Limited 1044-4068 DOI 10.1108/IJCMA-12-2015-0086

                                                                  Introduction

Conflict is harmful, and the resolution is positive regarding leadership style or orientation. Servant leaders resolve conflict through adopted peaceful means considering human elements and dignity. The orientation service of Servant leaders motivated by the need to serve pro-followers, and bring success to the organization, the subordinate which reflects on serving the community. Servant leader uses the power as a tool to serve the others as Dirk Van Dierendonck(2001) (p.595) puts it this way “Being a servant allows a person to lead; being a leader implies a person to serve.”

                                                                  Methodology

The study used the method of narrative inquiry to discover the deep values of servant leaders and their perspectives to their subordinates in the context of a conflict situation. The study conducted 15 semi-structured interviews, three of the respondents were from the education sector, four from the corporate sector and the remaining eight were from the public sector. Gender- base selection was; ten male and five female leaders in the age of 45-65 interviewed. Eight-ten subordinates and colleagues of each leader interviewed. The open-ended questions were designed to have an in-depth understanding of leaders ‘personal experiences, and their perspectives regarding situations suggested by scholars with experts in qualitative research methods. (p.597,598)

Data analysis

Researchers have adopted two approaches; sententious approach, and selective approach to identifying the theme then evaluations. Each transcript examined the essential meaning of respondents’ experience. The study applied the use of thought and language to depict the better understanding in how the respondent’s experience in resolving situations lived precisely. The qualitative study evaluated comfortability, dependability, credibility, transferability, and the assumptions were examined not to be biased. (p.599,600)

                                                                     Results

The findings outlined two domains of conflict resolutions presented in the servant leaders reactions and perception as well as their approach toward managing these situations. Servant leaders adopted strategies in resolving subordinate-subordinate conflict through thoroughly “diagnosis of the conflict situation” (p.600) which applies active listening, discussion, and understanding, which can bring the collaborative approach to conflict resolution.

The servant leaders intervene conflict by capturing the “positive” of each viewpoint to facilitate “an amicable solution” for the situation. (p.602). They empower their employee in a way nobody has a hard feeling about it. In the notion of harmony and cohesion in the organization, servant leaders’ intentions to resolve a conflict by being impartial and objective. (p.603).

Eight respondent exhibit more human approach to resolve interpersonal differences between their employee by using term “understanding” as the first step in conflict resolution. (p.604)When the subordinate indulges provocative behavior, servant leaders apply their strategies “Active listening, discussion, understanding” with self-restraint, patience, and composure. Seven out of fifteen respondents reportedly exhibited these characteristics. (p.605).

                                                                   Conclusion

The study emphasizes the relationship between leadership characteristics, behavior and value orientations for better understanding the strategies of conflict resolution adopted by servant leaders. The conflict-resolution approach of the respondents manifests a leadership style presented in being supportive, cooperative, benevolent, relational, and persuasive. This leadership orientation has potential to give rise to a culture of civility, collaboration, compassion, and forgiveness. (p.609)

                                                                 Personal comment

This study implicit positively close attention to my research question of conflict resolution in the workplace to find out conflict management strategies that affect Trainee (employee) deal with conflict in the workplace. My finding is promoting “Active listening and appreciating interpersonal differences in their perspectives.” will add more values that adhere to the organizational perspectives to cultivate sustainability and productivity.

 

Reference:

Jit, R., Sharma, C. S., & Kawatra, M.( 2016). Servant Leadership and conflict resolution: a qualitative study. International Journal of Conflict Management, 27(4), 591-612.

https://doi.org/10.1108/IJCMA-12-2015-0086

 

 

 

Posted on

Learning Activity 2.5

Learning Activity 2.5/ UNIT 2  

 

Unit 2 Learning Activities

CLEARING THE FOG

There appear to be sufficient reasons out their, I choose peer reviews articles and ebook through TWU accessed database library, and I would like to reveal more in-depth study for the name of the author and organization responsible for the information. I deemed to One way to recognize that Internet URLs are hierarchical and that the slashes in an address (/) define levels of the hierarchy in the search.

Google phrases option that I tried was achieving with AND search. However, I choose TWU search engine “Academic Search Complete” to scholarly (Peer Review) Journals to meet my research interest.

I learned from Dr. William Badke “Clearing the fog” I evaluate the credibility of the source and their credential as I choose in my search scholarly peer review Journals, the citation of the article and publication including the year, related articles.

I did search the author(s) of the chosen site and articles for a vested interest in promoting a viewpoint or sharing information. I chose to collect what may help me clarifying my research interest to the extended notion of what it makes sense for resolution through studied strategies, and functional language and analytical thinking needed for my search and not being biased.  I also checked the google scholar and an online google search engine which brought me to the point that I can use the same method either ways.

Some journals found in my research engine that I have the interest to include, and as the first step in learning and writing literature, I may need articles to find the relation between an organization, servant leadership, and employee.

References:

Badke, W. (2017). Finding your way through the information fog (6th ed.). Bloomington, IN: iUniverse.

Video tutorials found at: http://libguides.twu.ca/library_research/home

 

 

Posted on

Learning Activity 2.4

Learning Activity 2.4-Unit 2

 

The Professional Edge: Competencies in Public Service

http://ezproxy.student.twu.ca:2152/ehost/ebookviewer/ebook/bmxlYmtfXzEyMjkxNTZfX0FO0?sid=f604017c-5d3b-4a5b-97ad-5ebe60f4373b@sessionmgr4010&vid=9&format=EK&lpid=nav-16&rid=0

Authors-

James S. Bowman, Jonathan P. West, Evan M. Berman, and Montgomery Van Wart.

James S. Bowman, Is professor of public administration at the Askew School of Public Administration and Policy, Florida State University. His primary area is human resource management. Noted for his work in ethics and quality management, Dr. Bowman has also researched environmental administration. He is the author of nearly 100 journal articles and book chapters, as well as editor of five anthologies. Bowman co-wrote, with Evan M. Berman, Jonathan P. West, and Montgomery Van Wart, Human Resource Management: Paradoxes, Processes, and Problems in 2001. He is editor-in-chief of Public Integrity, a journal sponsored by the American Society for Public Administration, the International City/County Management Association, the Council on Governmental Ethics Laws, the Ethics Resource Center, and the Council on State Governments. Bowman also serves on the editorial boards of three other professional journals. A past National Association of Schools of Public Affairs and Administration Fellow, as well as a Kellogg Foundation Fellow, he has experience in the military, in the civil service, and in business.

Jonathan P. West is a professor of political science and director of the Graduate Public Administration program at the University of Miami. His research interests include human resource management, productivity, local government, and ethics. He has written six books and nearly seventy-five articles and book chapters. Quality Management Today: What Local Government Managers Need to Know (1995), and The Ethics Edge (1998) published as part of the Practical Management Series by the International City/County Management Association. His co-authored book, titled American Politics and the Environment, was released in 2002. Dr. West is managing editor of Public Integrity and a member of the editorial board of two other professional journals. He has experience as a management analyst working for the Office of the Surgeon General, Department of the Army. He is a member of the American Political Association, the American Society for Public Administration, the Western Political Science Association, and the Southern Political Science Association.

Evan M. Berman is an associate professor in the Department of Public Administration at the University of Central Florida. He is active in the American Society for Public Administration and was the 1998–2000 chair of the Section of Personnel and Labor Relations. He has written more than seventy-five publications in human resource management, productivity, ethics, and local government. Berman has served on the editorial boards of Public Administration Review and the Review of Public Personnel Administration. His books include Productivity in Public and Nonprofit Organizations (1998) and Public Sector Performance (1999). Berman has been a policy analyst with the National Science Foundation and works with numerous local jurisdictions on matters of team building, productivity improvement, strategic planning, and citizen participation.

Montgomery Van Wart is an associate professor and head of the Department of Public Administration at the University of Central Florida. He co-wrote The Handbook of Training and Development for the Public Sector (1994) and wrote Changing Public Sector Values (1998). His research on public sector training and development, organization change, ethics, comparative public administration, leadership, and productivity has appeared in major public administration journals.

currency- The source is still current, Published in 2016

Publication- The ebook is first published by M.E. sharp. Published 2016 By Routledge. Routledge is an is the world’s leading academic publisher in the Humanities and Social Sciences. Taylor & Francis Group, an Informa business. Copyright © 2004 by Taylor & Francis.

APA (American Psychological Assoc.)
Bowman, J. S. (2016). The Professional Edge: Competencies in Public Service: Competencies in Public Service. Abingdon, Oxon: Routledge.

MLA (Modern Language Assoc.)
Bowman, James S. The Professional Edge: Competencies in Public Service: Competencies in Public Service. Routledge, 2016. EBSCOhost.

PURPOSE- Authors revealed to the knowledge and its application that applies to complex, contradictory, and competitive in public service today.  However, Technical professionals through education and experience intended. Also, using old information in collaboration with decent results and leading change were part of the emphasis.  The audience is public interest to drive change.

Any Biase in this conduct not noticed, they included a wide variety of perceptions to lead change.

 

References:

Bowman, James S. (2016) The Professional Edge: Competencies in Public Service. Abingdon, Oxon: Routledge

 

 

Posted on

Learning Activity 2.3

Learning Activity 2.3-Blog post

January 10, 2018, Wafa Siyam

 

Unit 2 Learning Activities

This article exerts oneself to think about Leadership roles.

Critical analysis of leadership theory in “American Sniper.”

Cogent Arts & Humanities. 2016;3(1) DOI 10.1080/23311983.2016.1144297

This article was scholarly/peer-reviewed journals, available in TWU library

The author, Brad C Wedlock is currently a doctoral student of education in the Department of Educational Foundations and Leadership at the University of Louisiana at Lafayette and Adjunct Instructor of Communication at South Louisiana Community College.

Published: Cogent Arts & Humanities. 2016;3(1) DOI 10.1080/23311983.2016.1144297, 5 February 2016

This film, based on the life of an American War Veteran, went to extensive lengths to portray the military and personal life of an extraordinary individual torn between family and duty. The purpose of this review and critical analysis is to note the leadership theory and approaches that examined the Navy S.E.A.L Chris Kyle in the film “American Sniper.”

As a military-based show, this film naturally falls into the areas of dedication, sacrifice, and moral ethics, which can be considered significant capacities of the leadership paradigm.

The author made a point of view that “American Sniper was limited when it came to the style approach as it could show task behaviors well, but not so much with relationship behaviors.”

The military theme in the film influenced “Authority” in a frame that has a picture of the military is good in executing the mission, and subordinates.. are told what to do.  Hence the relationship in this film is obedience-oriented, which preferred in this situation. Also, The film reiterate some old approaches, such trait approach still relevant and in conjunction with their instance and requires consideration of Individuals’  perceptions and subjective apprehension.

The Audience: The study Based on what medium leadership presents in the organization, it may differ to an extent, but pertinent to a successful individual in command who use them in some forms.

This study examined the film American Sniper through various leadership theories and approaches and found that all theories called upon sufficiently shown and used by the main character. These concepts and approaches classified as the following: trait approach, skills approach, style approach, situational approach, and path-goal theory. I believe it shows all the premises of the leadership theory in building the relationship with the employee. It was no biased to any stream of conduct and applies to all audience or any interest.

I enjoyed reading this article; in fact, I want to clarify more in research interest since I want to replace the word of “subordinate” with “followers.”

The study included the hyperlink of the article found through using “Academic Search Complete database” through TWU library. Also, I revealed to this article https://doi.org/10.1108/IJCMA-12-2015-0086 which was provided by Dr. Strong unit summary

Servant leadership and conflict resolution: a qualitative study

https://doi.org/10.1108/IJCMA-12-2015-0086 

Authors and credentials
Ravinder Jit -Department of Management, Maharaja Agrasen Institute of Technology, Delhi, India
Chandra Shekhar Sharma-Department of Commerce, Sri Ram College of Commerce, Delhi, India, and
Mona Kawatra-Department of Management, Maharaja Agrasen Institute of Management Studies, Delhi, India

Currency- The article published in 2016

Purpose- This article examined the choice of conflict management strategies made by servant leaders. The intended audience is researchers, leaders, and managers who have interest in conflict management strategies concerning their forms.

Publications– International Journal of Conflict Management  https://doi.org/10.1108/IJCMA-12201500861220150086, it shows evidence of revied article

Any apparent biases or particular interest- it doesn’t Appear any conflict of interest to the authors. This article conducted different style of leadership and approaches can be used for conflict resolution

References:

Wedlock, B. C. (2016). Critical analysis of leadership theory in “American Sniper.” Cogent Arts & Humanities, 3(1), 1144297.

https://doi.org/10.1080/23311983.2016.1144297

https://doi.org/10.1108/IJCMA-12-2015-0086

http://www.emeraldinsight.com/loi/ijcma

https://doi.org/10.1080/23311983.2016.1144297

https://www.cogentoa.com/article/10.1080/23311983.2016.1144297

https://www.youtube.com/watch?v=fCHpq9UXKGc (video)

 

 

Posted on

Assignment 1-Clarifing your research interest

ASSIGNMENT 1/ LDRS591/UNITE 2

 

 

I depicted in my concept map, Leadership, teaching, volunteering, and inquiring are salient interest to me. Leadership is my professional goal to utilize my knowledge and leadership skills, encourage and promote innovative ideas to advance healthcare professional. I value my community and support my culture that brings public health interest and always places patient safety first. In the sense of volunteering, I strive to coordinate and promote telehealth seminars of interest offered by BCSLS to Abbotsford Regional Hospital and Cancer Agency Laboratory. My ultimate goal is, providing and expanding opportunities for our members to achieve and communicate to gain advice and support one another in their professional practice and career development

Teaching the competencies of medical laboratory science that apply to the role of medical laboratory technologist to achieve the requirements for practice, and not limited to advocate them and support their needs to cultivate new capabilities that will serve our community.

Pieces of evidence show a bright and interesting tie between conflict management and leadership construct. Moreover, strategic intention need not remain fixed during the conflict; therefore an understanding of leadership style help to comprehend conflict handling strategy. It is inspiring and will allow me to reach my full potential, thus motivating personal growth.

In respect to the interconnections between different views and the relations that may comprehend new potential research questions to my preference, I conclude three research questions amenable to scholarly inquiry.

Research question 1. What are the strategic techniques will help the trainee to manage conflict?

Research question 2. In respect to information inquiry, what is the medium needed for essential information, and what is the ideal way for policymakers to cultivate new capabilities?

Research question 3. what is about “ME” leadership that suggests that “ME” is engaged in the transformational leadership

In respect to research questions, they populated my strongest one to pursue is question 1. In a positive sense, I have committed to team growth’ committing to teaching, training staff and allow them to learn. To serve better our students from BCIT, I attend to each student’s needs and listen to their concerns and needs. I convey empathy and support and keep communication open. Share the positive energy, and places challenges, then celebrate their contributions to the team. Additionally, I have many reasons for choosing Transformational Servant Leadership to pursue since it applies to many areas in my timeline career.

In the Notion of anticipating searching for literature, I am motivated to the core of the leadership competency model that involves transformational servant leadership values and applications will participate in advancing healthcare proficiency.

 

 

 

Posted on

Learnin Activity 1.3

 

Unit 1 Learning Activities

 

In the notions of “lesson learned,” Patton. M (2001), he emphasizes the idea as “Lessons learned with only one type of supporting evidence would be considered lessons learned hypothesis.” Lessons learned should be the actual cases of practical wisdom, and evaluation the findings that have drawn. A critical principle her is to maintain the contextual frame.

A new term, “Evidence-based Education by (Whitehurst, as cited by Trybus, 2007) defined as “The integration of professional wisdom with the best available empirical evidence in making decisions about how to deliver instructions.” And also conclude the need for balance between both. Therefore, leaders will not be guided by evidence, but also will inform with results. Moreover, decision makers cannot assume that followers will be committed to a decision without being part of the process associated with concluding. I included, the culture has an impact on the decision-making process, and she explicit that the decision has to grow with the culture of the organization. (organizational culture)

In this sense, Walsh and Rundall (2001) emphasize that the healthcare professionals use evidence-based practice supported by decision- support systems in their practice, and they included the idea of using evidence-based health care to challenge the way the decision made.  Also, referred to applying the concepts of evidence-based practice in healthcare management through collaboration, which create venues to be considered. However, the leaders and managers of healthcare organizations, while often doing much to encourage clinicians to adopt an evidence-based approach to clinical practice.

Evidence-based leadership is more than informed decision making. It’s about holding space for the whole organization to routinely practice the behaviors of high performance, leading by example.

The “evidence” is the fact that influence a decision and provide a coherent to which extent explicit chain of reasoning and improvement to a valid outcome. (Trybus. M, 2007)

Evidence-based decision -making helps people make well-informed decisions by having the best available evidence and manage the result, therefore improve the standard to provide the best practice and promote the trusted environment.

To what extent you think management system has been affected when merged with a practical-evidence-based approach?

 

References

  • Patton, M. (2001). Evaluation, knowledge management, best practices and high quality lessons learned. American Journal of Evaluation, 22(3), 329-336.
  • Trybus, M. (2007). Understanding scientifically based research: A mandate or decision making tool? Delta Kappa Gamma Bulletin, 73(4), 5-8.
  • Walshe, K. & Rundall, T.G. (2001). Evidence-based management: From theory to practice in health care. The Millbank Quarterly, 79(3), 429-457.

 

Posted on

Activity Learning1.2

Unit 1 Learning Activities

 

As we go along with the meanings and findings of “worldview,” I think It depends on the way from where you see it. Is it your believes or others. And if I have to think about others, I should include other factors like childhood, behaviors, cultures, relationships, and community. It’s not limited to assumptions, but also contains principles. So I believe it’s a cogent engagement between the premises and the policies that we regarded to; therefore it’s unlimited.

Let’s think about it this way; if I have to draw a letter E on my forehead for you to see it, what do you think it will look alike, Either way, E or e. It will be, either way, The way I can see it as letter E or the way you can see it as letter E.

I do agree with the proposition made by the authors that one’s “worldview,” influence the type of question you asked and the process that you use to find the answer to your question.

My decision-making process influenced by many factors. Experience or what I call it “learning lesson” is one of these factors, Knowledge, believes, Cultures, organizational goals, relationships, and shared information. Some of my decisions stemmed from self-confidence about what I learned and repeated every day, which helps me respond quickly to situations. Acknowledge my mistakes and take the necessary steps to correct repair or amend the case. I relate to my emotions or others emotions which also affect and influence my decision. Work style and delegating work participated significantly in my decision-making process in a way that I can think in too many directions.

In the sense of what I mentioned, my next question will be How to resolve conflict?. What evidence do leaders rely upon for best outcome?.

Posted on

Learning Activity 1.1- Blog Post

Unit 1 Learning Activities

 

A lot of what we do in our life based on common sense, what makes sense, and what we learned from others through personal experience or observations. Perpetuating truth, as well as lies and myths, require inquisitive mind practicing logical reasoning based on a given precondition or conclusion, this will allow for having more insight. Evaluating the outcomes and provide explanations for why and how particular results occurred.

Usually, I am more attracted to the articles that are more relevant to my field. I found it’s a useful tool for building knowledge and have the learning more efficient. The Reading articles encouraged me to explore possibilities and helping me to understand actual issues. Apart from reading and writing, listening and speaking are also integral in conducting information. I confess that I am not proficient in choosing articles and I am excited to learn more about it.

I am a medical laboratory technologist, and in our practice in the lab, where I worked we have scientifically laboratory techniques used to produce results either quantitative or qualitative. They are based on research and experience the better practice. They are all formulated in what we call “standard of operation.”

In addition to relying on research and better practice, we have what we call technologist discretion. I always encourage the trainee to use the resources they have and their caution if they needed and still learn when we consult with our experts about unexplainable critical conditions.

My ultimate goal is learning about leadership and scholar inquiry and use the proper instruments.