May 2018 – Wafa Siyam

May 28, 2018

Response to Layla’s post- Lights from many lamps

Response to Layla’ s post- Light from many lamps

Light From Many Lamps: Failure is the Staying Down Rather Than the Falling Down

I like your story Layla, “We cannot change or restart our experience, but we can make a turn when we reach the dead end.” We all experience turns in life, some of them good and some them of them bad. When we have to face the bad ones, we have the choice, stuck or turn around it. We are all wired and ingrained to go around it. Personally, the present is what matters to me; I have the choice to change and do better. I would do baby steps and small wins until I start to build momentum. So, preparing the mind to change the course, and making commitment and devotion to keep the present.

May 28, 2018May 28, 2018

Lights from Many Lamps-Unit 4

Image result for images of determination

“The virtue of achievement is a victory over oneself, those who know victory can never know defeat” A.J Cronin.

The learning leadership lesson that I learned from Cronin is Determination. He shared his experience in the time that he lost his confidence in himself and had been ready to give up. His struggle was writing his novel honestly and sincerely or not at all. He went for a walk and met a muddy farmer who was struggling in turning the bog into a pasture. The farmer said to him,“My father ditched his bog all his days and never made a pasture. I’ve dug it all my days, and I ‘ve never made a pasture. But Pasture or no pasture, I canna help but dig. For my father knew, and I knew that if you only dig enough a pasture can be made her” (as cited by Watson, 1951).

Dr. Cronin felt shamed and said, “I was resentful because he had what I had not: a terrible stubbornness to see the job through at all cost, an unquenchable flame of resolution brought to the simplest, the most arid duties of life.” (Cronin; as cited by Watson, 1951, p.149). He lost himself in the ferociousness of his purpose, and he was determined not to be beaten. At the end of the third month, he was able to writ finish.

In leadership Determination is the trait approach leaders perceive to keep their people motivated and on task. “People with determination are willing to assert themselves, are proactive, and have the capacity to preserve in the face of the obstacle” (Northouse, 2016, p.25). People have the ingrained drive to grow, and it must be consciously nurtured. A TFL leader who is attentive to the needs and motives of his followers, also facilitate their growth to reach their fullest potential (Northouse, 2016, p.186).

Commitment to become an effective transformational servant leader and considering the impact of leaders on others first is my goal. The process of determination by leaders starts when leader probes their followers’ needs and help them to evolve healthier. Leader’s intentionality is helping their followers to grow; it is the core value of determination. It’s like the root once it hit the stones, then they start to grow around them looking for water. Leaders want to nurture their followers needs to help them grow. Clear communication about the goal is my first approach in leading process. Leaders can initiate, develop and carry out significant changes in the organization; by empowering their followers and nurturing them in change (Northouse, 2016).

Inspiration to create change through modeling self-determined, confident, and expressing my ideas and open-minded and tolerant of opposing viewpoints to allow the exchange. The spirit of cooperation in the modeling process often develops between followers and leaders. “Followers want to emulate TL because they learn to trust them and believe in the ideas for which they stand” (Northouse, 2016, p. 200).

Motivation to achieve a common goal initiates a culture of shared vision collectively. This vision emerges from the collective interests of various individuals, which “give followers a sense of identity and self-efficacy” (Northouse, 2016, p.200).

Perseverance and high resilience, which can be approached by making a clear vision of the emerging values and norms. “Is the intentional continuation or reapplication of effort toward a goal despite a temptation to quit” (Pury, 2009). All of the advances that make modern civilization possible require extended or repeated effort in the face of failure.

Celebrate the victory of achievement throughout the process. People feel better about themselves and their contribution to greater common good. Throughout the process, Leaders build trust and foster collaboration with others (Northouse, 2016).

Dr. Cronin’s story; “The turning point of my career” appeared in “stick to the job that we are doing, no matter how insignificant that job may be, to go on doing it, and to finish it” (as cited by Watson, 195, p. 150). Leadership achieved through results, trust, and a credible vision, rather than heavily relying on a title or organizational authority. Leaders worth defined by aligning their decisions with their principles Their values and beliefs empower them—thereby making life an opportunity to grow, learn, contribute, and serve.

Reference:

Pury, C (2009). Perseverance. In The Encyclopedia of Positive Psychology. Retrieved from http://www.blackwellreference.com/public/tocnode?id=g9781405161251_chunk_g978140516125118_ss1-4

Northouse, P. G. (2016). Leadership: Theory and practice, Seventh Edition. Thousand Oaks, CA: Sage Publications. ISBN 971452203409

Van Dierendonck, D., Stam, D., Boersma, P., de Windt, N., & Alkema, J. (2014). Same difference? Exploring the differential mechanisms linking servant leadership and transformational leadership to follower outcomes. Leadership Quarterly, 25(3), 544-562. Accessed from https://doi.org/10.1016/j.leaqua.2013.11.014

Watson, L.E. (1951). Light from Many Lamps. New York: Simon and Schuster

May 27, 2018May 27, 2018

Servant Leadership- Unit 4-LA 2

Unit 4 Learning Activities

Servant leadership is a unique leadership philosophy that defined by Greenleaf (1971) as “begins with a natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead” (as cited in Northouse, 2018, p. 220). Spears (2002) identified ten characteristics conceptualize the servant leadership model as; a) Listening, b) Empathy, c) Healing, d) Awareness, e) Persuasion, f) Conceptualization, g) Foresight, h) Stewardship, i) Commitment to the growth of people, J) Building community (as cited in Northouse, 2016, p.221-223).

The three main components of servant leadership model noted from Liden, Wayne, Zhao, and Henderson (2008) and Liden, Panaccio, Hu, and Meuser (2014) are antecedent conditions, servant leader behaviors, and leadership outcomes (as cited in Northouse, 2016, p.225).
Servant leaders focus on creating conditions that enhance followers’ well-being and functioning; thereby facilitate the shared vision and trust that are necessary for the organization (Van Dierndoneck, 2011). This approach emerged from a previous focus on transformational leadership approach. The conditions that influenced the leader to become a servant leader are Organizational culture and context, leader’s attributes, followers receptivity (Northouse, 2016). The Internalized values of SL explained by Van Dierndoneck, (2011) such as honesty, fairness, integrity, and justice are rooted to have a significant impact on followers.

SL behaviors viewed by Linden, Wayne et al., (2008) as a multidimensional included conceptualizing, emotional healing, putting followers first, helping followers grow and succeed, behaving ethically, empowering, and creating value for the community (as cited in Northouse, 2016). Followers experience a higher leader-member exchange (LMX) quality in a dyadic relationship with SL, produce multiple positive outcomes on their performance and growth; therefore, they influence the organizational performance (OCB) and have a positive impact on society (Van Dierndoneck, 2011; Northouse, 2016, p.182).

Awareness is a rooted quality in servant leaders’ trait that “makes them acutely attuned and receptive to their physical, societal, and political environment” and wide extent, to understand oneself and the impact one has on others (Northouse, 2016, p.222). Servant leaders aware of followers needs, and as explained and exemplified by Coleen Barrett( president of Southwest Airlines) “ at the top of our pyramid at the most important priority we have is our employee. I spent 85 % of my time on employee and delivering proactive customer service, and then employee try to serve the second customer in our pyramid is the passenger, who receive a proactive customer service” (KnowledgeAtWharton, 2008). The employee who served as leaders, will model this behavior and serve customers. SL is an employee-oriented style of leadership that facilitate positive job behavior, and positive job behavior mediates the relationship between SL and higher performance (Searl & Barbuto, 2011). Another example of SL exemplified by Mother Teresa as one of the greatest humanitarians of the 20th century. She combined profound empathy and a passionate commitment to her cause with incredible organizational and managerial skills that allowed her to develop a vast and active international organization of missionaries to help impoverished citizens all across the globe.

Self- awareness considered as a foundation for emotional intelligence (Goleman, 2017) needed by servant leaders to manage emotions. Mayer and Salovey’s (1997) summarized EI as (a) the ability to perceive, appraise, and express emotion through recognizing and monitoring emotions in oneself and others; (b) the ability to access, understand and use emotions as necessary to communicate feelings or influence other cognitive processes; (c) the ability to sense, analyze and understand emotions in terms of how to best use emotional understandings to discern intensity, contradictory emotions, and sequences of emotions; and (d) the ability to regulate emotions through engaging, disengaging, reflecting upon, and evaluating emotions so as to promote positive over negative emotional exchanges (as cited in Parolini, 2005).

The servant leaders with high EI, understand the emotional state and the needs of others, share leadership with followers, take an active and keen interest in providing quality service to customers; therefore, they resonate with their surroundings (Mukonoweshuro & Sanangura, 2016). The ethical practice of self-awareness by leaders will help improve personal behaviors and the interrelationship with followers during the process of influence and exchange. When uncertainty affects one’ organization, SL may be more effective because they emphasize the needs of individuals first.
I agree with John Maxwell (2013) statement about different leadership levels; it’s a learning growing process. People follow you because of who you are and what you have done. Servant leadership.

Reference

Goleman, D. (2017, Jan 12). Self- Awareness: The foundation of Emotional Intelligence [web blog post]. Retrieved form ttps://www.linkedin.com/pulse/self-awareness-foundation-emotional-intelligence-daniel-goleman

JohnMaxwellCo (2013, Sep 10). John Maxwell The five levels of leadership [Video file]. Retrieved from https://www.youtube.com/watch?v=aPwXeg8ThWI

KnoweledgeAtWharton (2008, July 9). Southwest Airlines’ Coleen Barrett on ‘Servant Leadership’ [Video file]. Retrieved from https://www.youtube.com/watch?v=6TgR95vnM0c

Northouse, P. G. (2016). Leadership: Theory and practice. Sage publications.

Van Dierendonck, D. (2011). Servant leadership: A review and synthesis. Journal of Management 37(4), 1228-1261.

Mukonoweshuro, Jeskinus & Sanangura, Cleopas. (2016). The role of servant leadership and emotional intelligence in managerial performance in a commercial banking sector in Zimbabwe. Banks and Bank Systems. 11. 94-108. doi10.21511/bbs.11(3).2016.10. Retrieved from https://www.researchgate.net/publication/309141829_The_role_of_servant_leadership_and_emotional_intelligence_in_managerial_performance_in_a_commercial_banking_sector_in_Zimbabwe

Parolini, J. (2005). Investigating the relationships among emotional intelligence, servant leadership behaviors and servant leadership cultures. Servant leadership research roundtable. Retrieved from https://www.scribd.com/document/211473318/EI

Searle, T.P., and Barbuto, J.E. (2011). Servant Leadership, Hope, and Organizational Virtuousness: A Framework Exploring Positive Micro and Macro Behaviors and Performance Impact. Journal of Leadership & Organizational Studies 18(1), 107-117.

May 26, 2018May 27, 2018

Transformational Leadership -Unit 4-LA 1

Unit 4

The term Transformational leadership was first coined by Downton, 1973 (as cited in Northouse, 2016, p.186). As its name implies, transformational leadership is a process that changes and transforms people (Northouse, 2016). The transformational leader serves as a role model support the group development by creating two-way personalized communication with followers (Smith, Montagno & Kuzmenko, 2004), in other words, this process incorporates both followers’ and leaders’ needs (Northouse, 2016).

Transformational leadership has been conceptualized as containing four behavioral component: a) Charisma or Idealized influence, b) Inspirational motivation, c) Intellectual stimulation, d) Individualized consideration (Bass & Avolio, 1993 (as cited in Northouse, 2016); Smith et al., 2004).

A great deal of leadership occurs when TL engage and motivate their followers in achieving their fullest potential; therefore, and to the unlimited extent, they probe for potential motives and higher needs in their followers (Smith et al., 2004). It is a process that often incorporates charismatic and visionary leadership (Northouse, 2016, p.185); ties it with the common goal, and organizational identity.

“TL occurs when a leader inspires followers to share a vision, empowering them to achieve the vision and provides the resource necessary for the developing their personal potential” (Smith et al., 2004, p.80).
High change environment requires empowered dynamic culture of transformational leadership (Smith et al., 2004).
Leaders who exhibit TL style were perceived to be more effective leaders with better work outcomes respecting acquisition, acceptance, job satisfaction, and performance; therefore, TL becomes motivated to transcend their own self-interest for the good of the group and organization.

There are many similarities to a certain extent between Transformational leadership and servant leadership approach (Northouse, 2016; Smith et al., 2004) regarding the positive outcome of the leaders-followers relationship; therefore, positive change on job satisfaction, employee’s performance, and organizational citizenship behavior (OCB) (van Dierndonck, 2011).

Leaders need to understand and adapt to the needs and motives of followers, which explained their concern about how the leaders able to inspire followers to accomplish great things. It seems TL assess follower’s motives and satisfy their needs, thus, having evidence-based decision-making strategy required (Northouse, 2016). Decision makers cannot assume that followers will be committed to a decision without being part of the process. Evidence-based decision -making helps TSL make well-informed decisions by having the best available evidence and managed outcome.

A good example appears to fit the criteria of transformational leadership is Bill Gates, who follow a long-term approach, and thinks big. Bill gate is a visionary leader who invested his passion to the success of Microsoft and wouldn’t have been possible without the amazing team who works alongside with him. He encourages peoples’ creativity and creates the opportunity for people to explore a new way of doing things. He is a philanthropist, His primary areas of interest in philanthropy have been improving health and helping to relief diseases, such as polio, HIV/AIDS/ malaria which affect young children. He has also given a significant amount of focus to environmental issues.

TL results were positive in the moral development of the followers, only during the interaction with their leaders over a long period ( Mulla & Krishnan, 2011). TL approach is limited in organizations with high employee turnover. When uncertainty affects one’s organization, TL may be more effective because they emphasize the needs of the organization (Van Dierendonck, Stam, Boersma, de Windt & Alkema, 2014). TL Transformational leadership is a relationship of mutual stimulation that elevates the level of human conduct as well as the aspirations of both the leaders and followers; therefore, transformational process integrates effectively on both which assist in the organizational growth.

References:

Mulla, Z.R. and Krishnan, V.R. (2011). Transformational leadership: Do the leader’s morals matter and do the follower’s morals change? Journal of Human Values 17(2), 129-143

Northouse, P. G. (2016). Leadership: Theory and practice, Seventh Edition. Thousand Oaks, CA: Sage Publications. ISBN 971452203409

Smith, B.N., Montagno, R.V. and Kuzmenko, T.N. (2004). Transformational and servant leadership: Content and contextual comparisons. Journal of Leadership and Organizational Studies 10(4), 80-92.

Van Dierendonck, D. (2011). Servant leadership: A review and synthesis. Journal of Management 37(4), 1228-1261

May 21, 2018

Response to Rank-Talk-Write- Unit 3

Unit 3, Learning Activity 2: Rank-Talk-Write

Response to Layal Zhang

“To learn a practice means to experience the practice, practice it, tell about it, ask questions about it, read about it, write about it, practice it, do it, empower others to do it” (Cahalan & Foley, 2017, p. 12).

Thank you, Layla, for sharing with us your article, I did enjoy reading the points you outlined.

Practical wisdom.” When one had practical wisdom, Aristotle believed that it was enough to be virtuous and to know what was “right.” “Practical Wisdom” is the hands-on application of knowledge, experience, and wisdom. We need the experience to cultivate practical wisdom. Experience is the key.

The notion of what is right or wrong, and wisdom; the experience is key for practical wisdom. Experience comes from doing something repeatedly, learning from mistakes, making critical decisions and honing our skills to be able to do the “right thing” under the circumstances in a specific situation. Life is not black and white. To be able to meet the needs of an individual or particular group, we need to understand and able to recognize another person perspective and their unique circumstances to be able to offer the optimal course of action for them. Practical wisdom is the path to realize our potential and create happiness. Weighing things differently, considering other’s viewpoints, I think it will lead to a new vision that has a positive impact on us.

May 21, 2018May 21, 2018

Response to Unit 3- Rank-Talk-Write

Rank-Talk-Write

Response to Achsah’s Springs

“My practice with patients has gone unchallenged. I do not routinely question why I prescribe a certain exercise or treatment, and nor do I question if my entire practice is still current best practice.”

Thank you for sharing your thought, I truly enjoyed reading your article and encouraged me to share with you some thoughts. Have you ever considered doing routine tasks differently? If so, you may have noticed reaching to a new inquiry; you may find wanting yourself to know more. The more you engage your routine work, the more experience, critical thinking and more desirable outcome you gain. I am a medical laboratory technologist who works in a lab environment dealing with patient`s samples and results. Through my work, I have gained experience through active engagement with my routine tasks and co-workers. the more we get ourselves involved, the more we harness our critical thinking skill. IIts all about faith- beliefe- practice. I would like to share with you this article about critical thinking, new grads, and experienced nurses.

Fero, L. J., Witsberger, C. M., Wesmiller, S. W., Zullo, T. G., & Hoffman, L. A. (2009). Critical thinking ability of new graduate and experienced nurses. Journal of Advanced Nursing, 65(1), 139–148. http://doi.org/10.1111/j.1365-2648.2008.04834.x

May 18, 2018May 18, 2018

LDRS 500-Unit 3-LA 2- Rank-Talk-Write

LDRS 500-Unit 3-LA 2

Unit 3 Learning Activities

Rank-Talk-Write

Each of us tends to perceive and understand problems, concepts, events, and circumstances of our lives somewhat differently. In fact, we believe that our understanding of reality is built upon the foundation of our perceptions. However, we are showing one half of the picture. I enjoyed reading one article for Riddell about critical assumption, and some essential topics in “A beginners guide to critical thinking and writing in health and social care”, that I found very helpful. In the notion to apply the understanding of critical thinking in health and social care, I excerpted some ideas about critical thinking that I would like to share.

“Critical thinking is the faculty of systematic, rational evaluation that we practice in social relationships. On this definition, is the relationships-happy, indifferent, or combative-that mediate the connection between critical thinking and character” (Riddell, 2007,33).
“Traits of critical thinker are: a) self-awareness of one’s own and others unsupported able prejudice, b) Willingness to discard or modify cherished assumptions or ideologies on the basis of evidence, c) Non-conformity- the acceptance that an evidence-based or logical belief must be championed despite the fact that annoys others and may threaten relationships or status, d) Judgment and decision-making free of unrecognized self-interest. These four traits require virtues” (Riddell, 2007, p.34).
“The virtue of critical thinker includes the courage to resist conformity or to consider unconformable alternative ideas: the humility to question one’s own core belief; the honesty to admit that a beloved idea is wrong; the patience to follow a train of evidence or complete logical argument” (Riddell, 2007, p.34).
“To cultivate rationality and sound thinking, Aristotle defined practical wisdom, as the ability to deliberate, decide, and communicate properly in each situation. practical wisdom is very much akin to what we consider critical thinking: the capacity to solve the problem, plan the action, organize the project, and explain the outcomes in professional, business, and social life” (Riddell, 2007, p.36).
Virtue and diversity conceptualized by Aristotle (1941), “character is that moral virtue does not about follow the rigid rules. Instead, a person of virtue judges what is right case by case, using that instrument of moral reasoning, the Doctrine of the mean- all people should aim for the mean between extremes of action if they are to be virtuous” (Riddell, 2007, p.37).
“The ideal critical thinker is habitually inquisitive, well- informed, trust full of reason, open- minded, flexible, fair- minded in evaluation, honest in facing personal biases, prudent in making judgements, willing to reconsider, clear about issues, orderly in complex matters, diligent in seeking relevant information, reasonable in the selection of criteria, focused in inquiry, and persistent in seeking results which are as precise as the subject and the circumstances of inquiry permit” (Facione, 2013, as cited in Aveyard, Woolliams, & Sharp, 2015, p.14).
“Evidence-based practice is about being able to provide a strong rationale for your health or social care practice” (Aveyard et al., 2015, 21).
“A key component of accountability is thinking critically about your practice and being able to justify your actions and decisions” (Aveyard et al., p.24).
“Critical thinking means being critical about the information we receive and how we use it” (Aveyard et al., 2015, p.28).
“As professionals, we need to be able to work out which information is useful to us and use it appropriately” (Aveyard et al., 2015, p.28).

In the light of these findings, I found that there are many times when we need to examine our perceptions and biases if we want to make logical choices. When you take your time to reflect, you consider more thoroughly your thoughts and feelings and how they impact on the decisions you make. It is the role of the professional to incorporate relevant information into everyday practice to provide safe and effective patient/client care and to ensure that the best care delivered.

Critical thinking is a process of critically judging the validity of information while using a specific set of criteria that help to understand better the outcomes, hence, which impact your decision making and help achieve goals and objectives. I found the benefit of critical thinking that helped me expanding perspectives, possibilities, and identifies assumptions; therefore, have a vast of information to work with to reach practical conclusions about the circumstances.

There is always room for improvement and cultivation of some traits and qualities that will help to instill a specific set of habitual thought and patterns of behavior that are essential when working through life’s daily problems. It provides the confidence and knowledge and understanding, however, probing different points of view and evidence helps in conveying and answering the inquiry.

References

Aveyard, H., Woolliams, M., & Sharp, P. (2015). A Beginner’s Guide to Critical Thinking and Writing in Health and Social Care. Maidenhead: McGraw-Hill Education.

Riddell, T. (2007). Critical assumptions: Thinking critically about critical thinking. Journal of Nursing Education, 46(3).DOI:1040187978-1-4666-8411-9.ch002.

May 14, 2018May 14, 2018

Response to Leadership Prof.

Response to Leadership prof. in commenting on Blog Post 1: Leadership Defined by ACHSAHS-SPRINGS

Blog Post 1: Leadership Defined

What do you think about the power of the patient? How can someone in a provider role collaborate in leadership with a patient?

Interprofessional collaboration is the key to a partnership between a team of health provider and the patient. In a collaborative and coordinated approach to shared decision-making around patient’s health; role clarification and communication have vital importance. Nurse-patient collaboration is crucial for the treatment, tolerance, and success. Therefore, considering the well-being of the patient and the outcome of this oriented service may have a tremendous impact on patient healing process. Transparency in a patient relationship and listening to their feedback, considered essential for me as a healthcare provider. Hence, determining patients needs and measure their satisfaction, will have a positive impact on healthcare partnership. Healthcare organizations should make it easy for a patient to seek help when they need, obtain service and voice complaints. Speaking on that behalf, determining patient needs will set the goal for good service. I learned from one of the courses which relate to my work area in the laboratory that patients need are:

Stated needs
Real needs
Perceived needs
Cultural needs
Unidentified needs

The best way to understand these needs is to ask for patient feedback; then patient satisfaction measurements provide insight in transforming service with evidence, where improvements might be required. The patient’s satisfaction measurements must be tracked as a quality indicator for the provided service. I believe the patient is in a good position to influence the process of improvement.

May 13, 2018May 13, 2018

LDRS 500- Unit 2-Light from many lamps

Light from many lamps

Image Source: Medical Daily

In the notion of transformational servant leadership role that I am pursuing, I found W. Beran Wolf’s story captures the essence of what it means to be happy, “If we want to know what happiness is, we must seek in others, outside ourselves.” (as cited in Waston, 1951, p. 11). Finding happiness and reading the anthology light from many lamps, I have learned many life lessons that I can convey in my career and my next move. Modern psychologists defined happiness as, “subjective well-being that coheres in understandable ways.” (Kesebir & Diener, 2008, p.118). I agree with Dr. Wolf that “no one can be happy in work which is centered entirely about his own person and deals exclusively with the satisfaction of his own immediate needs.” Constructive altruism for those who “seek the larger happiness and greater effectiveness,” embodied when “doing things with others,” therefore, the happiness requires the action for it to happen.

The story of happiness aligns very well with servant leadership as I can take from this story, and “Altruism” compliment happiness as a personal quality that we can all strive for it. When you have “altruistic call,” you have a moral mandate to perform tasks and activities that provide help and bear in mind to support others. Being altruistic means, you take personal responsibility to do something of value for another human being. Beck (2014) found that “exemplary servant leaders demonstrate an altruistic mindset” (p. 310); hence, focuses on the followers’ growth and development. Furthermore, “the role of mentor and self-awareness, and self-efficacy contribute to the knowledge that servant leadership behavior can be identified and developed through environmental factors (e.g., modeling) and training” (Beck, 2014, p. 310). Altruism works best when leaders have a strong motivation and a deep-seated interest in helping Others (Beck, 2014).

Commitment to become an effective transformational servant leader, and considering the Impact of leaders’ behavior on others first is the vital part of my repertoire as a human Being. I usually use altruistic practices as the essential foundation for my family and at the workplace; therefore, I am open to accepting assistance if I am willing to assist someone else. Hence, taking the initiative to care for and help someone is very important in the mindset of creating a positive change. In the circle of change and conjunction with altruism at the workplace, collaboration enables individuals to work together to achieve a defined common goal. Van Deierendonk, Stam, Boersma, Windt, and Alkem (2014), shed the light on “servant leader behavior is more strongly related to an expected enhancement of the phycological needs of followers, and relatively to the transformational leader who is more focus on the organization (p.559). Psychological need satisfaction is essential for the effectiveness of servant leader, which in regard influence commitment and engagement among followers.

Finally, I would like to spread the words of Dr. Wolfe about happiness, ” The good life demands a working philosophy of active philanthropy as an orientating map of conduct.”

References:

Beck, C. D. (2014). Antecedents of servant leadership: A mixed method study. Journal of Leadership and Organizational Studies, 21(3), 299-314. doi.org/10.1177/1548051814529993

Kesebir, P., & Diener, E. (2008). In pursuit of happiness: Empirical answers to philosophical questions. Perspectives on psychological science, 3(2), 117-125.

Watson, L.E. (1951). Light from Many Lamps. New York: Simon and Schuster

May 13, 2018May 13, 2018

Survey Synthesis-Unit 2- LA3

“Leaders are shaped up by their experience” (Northouse, 2018, p.55)

I have the advantage of the results on leadership traits that I sent out to my coworkers, and team lead, which did affect my self-conceptions (Northouse, 2018, p.80-81). The results were I did rate my self as having less in my communication and conscientious; however, I was rated higher by my coworkers in these two traits. Others aligned with my self-conceptions.

My leadership style showed a very high relationship and moderate low task orientation. I am low directive overall and highly supportive of a new employee, which I always engage and encourage.

My leadership skills inventory revealed balanced technical skills/ human skills/ conceptual skills. However, as an emergent leader, my position required more in technical and human skills in favor of conceptual skills.

The survey showed that I appear more confident and diligent than I feel, which provides me an extra boost in self-acknowledging in specific skills and traits like perceptiveness, sensitiveness, and empathy.

The challenge I am taking is moving forward to continue working on my interpersonal skills and interactions with my colleagues. In the sense of communication, sensitiveness, and empathy; I would like to improve and strengthen more in apparent leadership skills.

Reference:

Northouse, P. G. (2016). Leadership: Theory and practice, Seventh Edition. Thousand Oaks, CA: Sage Publications. ISBN 971452203409