Month: June 2018

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LDRS 500-The Best of Life is Always a Head- Light from Many Lamps-Unit 10

LDRS 500-Light from Many Lamps-Unit 10

 

I accept all parts of myself. ~Louise Hay

“The best of life is always ahead, always further on” (Sir William 1940, as cited in Watson, 1951, p.267).

The philosophy of life given by Sir William Mulock to his fellow men to all young people who loved life and loved work and looked forward with pleasure to whatever still lay ahead. His message and inspiration implicated in many takeaway lessons.

To greet each day without confusion, develop the habit of seeing the positive side of things has a less negative impact with greater emotional stability and self-esteem kept him young in his spirit. Having goal provides a sense of purpose to do one’s appointed task and strive to meet a goal or fulfill a mission. Contentment and happiness make a person focus on all his energy on living up his or her full potential; therefore, the focus will be on his or her growth and development will bring the ambition of a good job and other fulfillment.

Psychologists from McMaster University (2005) discovered that the aging process improves specific abilities: Older people appear to be better and faster at grasping the big picture than their younger counterparts. Sekuler noted that “young brains seemed better able at focusing on details to the exclusion of their surroundings while more mature brains can take in the entire scene” (McMaster University, 2005).

A study by the Associated Press & NORC Center for Public Affairs found that “92% of workers aged 50 or older say they are very or somewhat satisfied with their job. It’s believed that by the time we age to a certain level we have found the type of work that we feel is fulfilling and satisfying”(Sedensky, 2013). Growing old, have many advantages when it counts to gain experience and to see the big picture.

The relationship between leadership and age may be relevant. One of the studies shows that “younger and older managers have different profiles in their consultative and participative leadership styles. Older managers consulted more widely and favored more participation in comparison with younger managers. However, the two groups of managers both practice directive and delegative leadership styles at about the same degree” (Oshagbemi, 2004, p.14).

Growing old means, Live in the moment very merely but wholly, have serene contentment, enjoying the many blessing, and focusing on the positives in the present instead of dwelling on the past or worrying about the future. The wisdom that earned through knowledge, tolerance for different views and values and the ability to deal with the inevitable uncertainty of life effectively can be in the realm of decision-making that affects us and others.

Regarding my experience, I learned earlier is listening and self-reflecting, revaluing my dreams has a positive impact on my profession that I appreciate. A good leader knows his/her strength and weakness, content to the responsibilities and duties assigned to them and also content to others when developing their team and the best of life is always further on. “The real lure hidden from our eyes, somewhere behind the hills of the time” (Sir William; as cited in Watson, 1951, p.268). The inspiration to meet the challenge of the years with dignity and serenity is always further on.

Reflective practice and the enhancement of happiness (Rosenberg, 2009) reveals how one function of reflective practice is the cultivation of happiness. “Ultimately happiness is a dynamic state which enhances personal and organizational change processes. Transformational and ethical characteristics are intrinsic to this dynamic state” (Rosenberg, 2009, p.9).

Sir William’s words in his ninety-fifth birthday touched everyone’s heart, “I am still at work, with my hand to the plow, and my face to the future. The shadow of evening lengthen about me, but morning is in my heart” (Watson, 1951, p.268). Growing older is a quality of life when “making a good friend and cherish good memories” (Watson,1951, p. 269). It’s impressive to keep looking ahead and find the best in life.

References

McMaster University. (2005, February 6). Older People Get The Big Picture Faster, And They Are Less Inhibited. ScienceDaily. Retrieved from: www.sciencedaily.com/releases/2005/02/050204212512.htm

Oshagbemi, T. (2004) Age influences on the leadership styles and behavior of
managers, Employee Relations, 26(1), pp.14-29 doi.org/10.1108/01425450410506878 Retrieved from https://www.emeraldinsight.com/doi/pdfplus/10.1108/01425450410506878

Rosenberg, L., R. (2010) Transforming leadership: reflective practice and the enhancement of happiness, Reflective Practice, 11(1), P.9-18DOI: 10.1080/14623940903525207 Retrieved from https://www.tandfonline.com/doi/abs/10.1080/14623940903525207

Sedensky, M. (2013, October 28). Not happy with work? Wait until you’re 50 or older. Associated Press. Retrieved from: https://finance.yahoo.com/news/not-happy-wait-until-youre-124309209.html
Watson, L.E. (1951). _Light from Many Lamps_. New York: Simon and Schuster
https://create.twu.ca/ldrs500/light-from-many-lamps/
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LDRS 500-Unit 9-LA 2

Unit 9-LA 2

Unit 9 Learning Activities

Leadership is a group process; leaders can wield considerable influence over their followers by defining, crafting, and maintaining a social identity for their group. Leaders can also influence their followers by providing direction, innovation, and transformation during times of uncertainty and change, both of which are fruitful in the modern world (Rast, 2015, p.133). Then, What drives accelerating change?

Accelerating change phenomenon (Foresight University, 2017), is one of the most future-important, pervasive, and puzzling features of our universe. Its a perceived increase in the rate of technological change throughout the past and may suggest faster and more profound change into the future. Now a day, these changes impacted the environment, economy, social, and governance. “The things that are changing the fastest are “technology, communications and computing technologies” (Smart, 2015). Accordingly, we all experiencing this acceleration in our respective field, and leaders challenge is what type of computer, communication, devices, platforms, networks, databases, and other patterns of technology will add value to their team. Regarding, “employees, also, can engage in scanning the external boundaries of their organization to report on emerging environmental event, identifying an alternative policy or program possibilities for the organization, and assisting management with developing actions and measures to address the perceived need for adaptation” (Malgari, 2010, p. 39).

In the medical field where I belong to, information technology has made significant contributions to our world, With the increased use of electronic medical records (EMR), telehealth services, and mobile technologies like tablets and smartphones, physicians and patients are both seeing the benefits that these new medical technologies are bringing. Integrating a new innovative technology with minimally invasive procedures or surgeries where robotic surgeries in some cases, now a day, has less time in recovery, less stress of health related-travel, and more time enjoying the healthy life. Streamlined lab testing, through micro processing samples of blood, through Point of Care Testing and satellite lab, which in regard will have a positive impact on reducing the cost, turn around time, and have better patient experience in relation. A central and standardized system throughout the entire healthcare industry can identify a viral or bacterial infection quickly. This medium can give insights into how widespread an outbreak is, enabling preventative measures to be put in place much more rapidly (AIMS, 2015). Additionally, it’s not limited to healthcare; furthermore, Technology facilitates meetings and virtual classes for leaders and employees in organizations to be able to meet with others through teleconferences, Skype -conference calls. These technologies play an essential role in every industry as well as personal lives.

Considering Walmart as one of the various organizations who use technology as a strategy when they operate their businesses (Smoak, 2016), the company was “pioneer in barcode scanning and analyzing point of sale information which housed in its massive data warehouses. Wal-Mart launched its own satellite network in the mid-1980’s which led to profound business practice impacts concerning its supply chain management process.” On the other hand, Wal-Mart consumers preferences shifted away from the “big-box” mortar store to the convenience of online “e-tail” (Smoak, 206). Therefore, to increase their capacity to compete effectively, they invested in digital technology to become better aligned with their consumer shopping preferences (Smoak, 2016).

Wal-Mart information technology strategy has long favored an internal “build rather buy” approach which creates a new venue for an innovative strategy to arrive. Walmart’s new robots (MIT Technology Review, 2018)- Bossa Nova- can perform tasks such as identifying when items are out of stock, locating incorrect prices, and detecting wrong or missing labels. The impact of this technology is the “employee instantly become the advocates of the robot” (MIT Technology Review, 2018). However, the shoppers didn’t welcome the interacting with a robot in their retail store, therefore, adapting to the change at Walmart stores when introducing the ROBOT, help their customers to adopt the change. This medium strongly connects with Jack Ma’s (2016) core values and culture when he considers “customers are number one, employees are number two, and shareholder are number three.” As far as I see, that transformational servant leadership approach demonstrated in Walmart, and Alibaba businesses have a positive impact when it links with business. “Wal-Mart was a pioneer in applying information and communications technology to support decision making and promote efficiency and customer responsiveness within each of its business functions and between functions” (Ustundag, 2013; as cited in Smoak, 2016).

When Wal-Mart is looking to develop new systems, it dispatches its top engineers to perform “regular” operations jobs so they can gain working hand knowledge of the challenges that line employees face (Boyer, 2003; as cited in Smoak, 2016). “repeatable, predictable and manual” tasks are tomorrow’s non-repeatable, unpredictable and automated tasks (Smoak, 2016). Business is knowing your social responsibility, is a “long-term which take time to build,” believe in your dreams, and work hard (Jack Ma, 2016). It’s a learned lesson from Transformational servant leadership approach and the positive impact on the healthcare system and business.

leaders cannot avoid leading in times of uncertainty. “These uncertainties can range from leading through challenges and opportunities to leading for innovation and creativity to coping with an ever-changing industry such as technology or stocks (Rast, 2015, p.141). In relation, Rast (2015) noted, “uncertainty can overturn the traditional ‘think leader, think male’ preference” into “think crisis, think female” as it was asserted by Rayan et al. (2011; as cited in Rast, 2015, p.142). Furthermore, “uncertainty can promote the selection of women and minorities into leadership positions,” and in real business life as indicated in Jack Ma speech (2016), “Business is team equity” and the success that he achieved in his business regarded to women. In times of uncertainty (Rast, 2015), such as when an organization is performing poorly, women and minorities are likely to be cast into leadership positions.

References:

American Institute of Medical Science & Education (2015, April). The impact of technology on healthcare. Retrieved from: https://www.aimseducation.edu/blog/the-impact-of-technology-on-healthcare/

Foresight University (2017, n.d). Acceleration: Guiding Our Extraordinary Future. Retrieved from: http://www.foresightguide.com/universal-accelerating-change/

Healthcare Business & Technology (2016, n.d). Medical Technology. Retrieved from: http://www.healthcarebusinesstech.com/medical-technology/

John Smart. (2015, April 8). Leadership of tech change-WFS 2013 [Video file]. Retrieved from: https://www.youtube.com/watch?v=QhdWqLNUJns

Keys to Success from Jack Ma. (2016, Jun 23). Self-Made Billionaire and CEO of Alibaba. [Video file]. Retrieved from: https://www.youtube.com/watch?v=9WjHZ5wLe6w

Malgeri, J. (2010). Organizational foresight and stewardship.Public Manager,39(4), 39. Order through [interlibrary loan](http://www8.twu.ca/library/libreq.htm).

MIT Technology Review (2018, January). Business Impact-Walmart’s new robots are loved by the staff- and ignored by a customer. Retrieved from: https://www.technologyreview.com/s/609997/the-robots-patrolling-walmarts-aisles/

Rast, D. E. (2015). Leadership In Times Of Uncertainty: Recent Findings, Debates, And Potential Future Research Directions. Social And Personality Psychology Compass, (3), 133. doi:10.1111/spc3.12163
Retrieved from http://ezproxy.student.twu.ca:3102/eds/pdfviewer/pdfviewer?vid=2&sid=6534db8b-ff08-4b30-b4fb-c7805c6947dc%40sessionmgr120

Ruyi, Z., Lirong, L., & PO, H. (2016). Positive Affect, Environmental Uncertainty, and Self-Sacrificial Leadership Influence Followers’ Self-Sacrificial Behavior. Social Behavior & Personality: An International Journal, 44(9), 1515-1524. Retrieved from: http://ezproxy.student.twu.ca:3102/eds/pdfviewer/pdfviewer?vid=6&sid=93258faf-1cee-4d3b-8c94-dda16b88f85b%40sessionmgr4009

Smoak, S. (2016, July 21). More Than You Want to Know About Wal-Mart’s Technology Strategy Part 1[Blog post]. Retrieved from:

More Than You Want to Know About Wal-Mart’s Technology Strategy Part 1

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Response to AWALKINTHEWOODS’s post-Unit 8-Light from Many Lamps

Response to AWALKINTHEWOODS’s post–

Sir William Osler: Live For The Day Using Day Tight Compartments

Thank you for sharing your thoughts that I learned from them.

 

Thinking about negative issues is passive, and we can feel as if things are happening to us – or even become more passive and wait for others to rescue us. But when we begin to take action, we empower ourselves. We need to be able to “live in day-tight compartments” and separate any negative experiences to be able to transform our lives and model the experience to others. Thinking positively, when taking action, sustain the positive change regarding building a strong foundation for the future.

In life, its useful to seal today off from the future and the past and trust our plan, and don’t put regret of the past on repeat by trying to go to our bottom and work up to our life’s purpose. I think Dr. Osler allowed for the rare backward and forward life examination, but he holds to the habitual daily rumination on past and future wouldn’t be helpful to live productively. Otherwise, it will be no resilience or blessing for our growth.

 

 

 

 

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Response to Bantu’s post- Unit 8-LA 2

Response to Bantu’s post- Unit 8-LA 2

Advocate word written on wood block

https://create.twu.ca/b4ntu/2018/06/21/activity-2-2/#builder_active

Thank you for sharing your thought that I learned from them.

Regarding your post, one of the most significant challenges women are currently facing is equality in the workplace. The advice for women leaders everywhere is to go for what they want in their careers and not to give up. Hone the skills necessary to give them the opportunity they need to be able to navigate the labyrinth of leadership; which can be through communication skills, leadership development, speak up and be heard.

Building women community through sisterhood and garnering support from other women and empower each other, which can be by starting with our selves’ values, moral, and integrity. Be humbled, show togetherness and passion, excellence and enthusiasm towards our foundation for our progress through our work. Communicate with confidence and clear guideline and be relentless in any preparation. Make our presence known as a leader and collaborate for good.

 

 

 

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LDRS 500- Unit 8- LA 2

Unit 8-LA 2

Unit 8 Learning Activities

Th Gender- Leader Implicit Association test that I scored is negative. Which means; that I don’t associate female with a supporter, and male with a leader. I wonder if this result related to other women.

Research has shown that “group life and feeling a part of a community have a significant impact on our wellbeing. Individuals who report a sense of belonging to groups and networks are likely to exhibit positive psychological functioning across a range of variables including self-esteem, self-efficacy, and life satisfaction” (Daley & Buchanan, 1999; Haslam, Jetten, Postmes, & Haslam, 2009, as cited in Allen & Bowles, 2012, p. 110). Additionally, “A sense of belonging protects against psychopathology and stress” (Baumeister & Leary, 1995; as cited in Allen & Bowles, 2012, p.110). The “employees in more cohesive work groups displayed greater amounts of courtesy that would have been predicted based only on their job satisfaction or organizational commitment” (Kidwell, Mossholder, & Bennett, 1997, p.775). A study conducted at the University of Michigan by Hagerty revealed that “People who can say ‘I belong’—at work, in their family or a community group—function better psychologically than people who feel like square pegs in round holes” (Michigan News, 1997).  Additionally, people who felt belonged perceived less conflict in their lives, and they got more social support from others than did the non-belonging (Michigan News, 1997).

The employees (Nugent, Pollack &Travis, 2016) reported feeling included when thy experience “uniqueness” and “belonging.” Belonging is essential to develop a sense of engagement and finding purpose and fulfillment at the workplace. Therefore, when employees feel unique and valued, they report feeling teamwork, cohesiveness, and organizational citizenship behavior. Inclusion (Catalyst report, 2016) “is having more teammates of different racial and ethnic groups, seeing increases in colleagues from different nationalities, the growing presence of women across levels, or a noted uptick in the number of out LGBT employees” (p.5). When an employee has repeated experiences of exclusion, it can result in a reduction in productivity, engagement, and even in the employee’s sense of self-worth. Hence, will end up having a cost that affects the individual, team, and organizational level. When they feel excluded and devalued, it might compromise job performance and satisfaction.

Catalyst (2016) reported, “The invisibility of inclusion, salience of exclusion, and coexistence of inclusion and exclusion pose a challenge to leaders” (p.3). Therefore, to support women sense of belonging at the workplace by;

making inclusion visible should be encouraged by:

  1. Creating a shared understanding, and vision for integration.
  2. Rewarding mindsets and behaviors that enable such transformation.

Interrupt exclusionary behaviors by:

  1. Promoting and engaging in authentic dialogue.
  2. Ensuring the connection between what you say and what you do is crystal clear to employees.

Manage inclusion’s and exclusion’s coexistence by:

  1. Paying attention to human elements, rather than relying on programs to drive change.
  2. Monitoring progress, challenges, and setbacks. P. 3

There is a clear opportunity for leaders to help employees become more attuned to inclusive behaviors. Making behaviors, programs, and policies visible and engaging employees in the change process are essential. P. 7

Actions taken by leaders are:

  1. Developing a Shared Understanding and Language: Develop—and use—a shared understanding and language of inclusion that distinguishes it from diversity.

✓ Start by asking employees to share examples of two distinct experiences: a time when they were in a group (e.g., a work team) in which people felt valued, heard, and included; and then a time when they felt singled out or dismissed.

✓ Discuss the difference and validate your employees’ experiences. Listen carefully for words, feelings, and experiences that capture inclusion. Leverage these expressions and viewpoints to craft a shared vision and universal language of inclusion.

✓ Use this vision to set the tone for how to make team meetings, feedback sessions, and one-on-one exchanges more effective, creating opportunities for deliberate and concrete steps that will personalize inclusion and make it more visible and relatable, and encourage sustained progress.

  1. Visibly and Explicitly Rewarding Inclusive Behavior: Hold yourself and others on your team accountable for creating and broadcasting a shared vision of inclusion. Develop a system of visible rewards for employees who demonstrate inclusive behaviors.

Ways leaders can align their intentions, words, and actions include:

  1. Pay attention to the human side of change, not just programs and policies.
  2. Monitor the progress and setbacks. Any change is iterative and entails both success and challenges and to ensure progress leaders may engage in two-way conversation with employees.
  3. Seek feedback.
  4. Role model desired behaviors to make the destination clear. Highlight and amplify any inclusion in ways that reflect, want to see and not only in formal ways but also an informal way.
  5. Transparency and verifying employee’s experiences of exclusion
  6. Share plans that illustrate an image and awareness of the continued progress and challenges.

There is a valuable suggestion presented by (McDonagh & Paris, 2013), can be implemented in the healthcare system to advocate women in leadership by:

  1. Make it easier for women to reach top position and promote the effective leadership style that can create a transformational model of care.
  2. Provide leadership development and succession planning– leadership development programs are essential for preparing the next generation leaders for organizational continuity and strengthen the teams of leaders to excel more collaborative environment. Succession planning importance is to ensure each executive position has a successor in line who are developed for advancement.
  3. Women supporting women- gender imbalance in leadership positions that was a belief for long time; however, there are many avenues to provide support including mentoring program, networking, and participation in leadership programs.
  4. Corporate culture changes, which recognize women as a leader who enable professional decision making and collaboration through magnet recognition program. Regarding, this program designed to attract and retain top talent, improve patient care, foster collaborative culture, and advance healthcare professional. Therefore, supporting diverse leadership by including men in women leadership.

Whether you are a woman or not, this is a contemporary issue that all leaders need to be aware of and willing to address in their context. It’s upon leader’s approach and their decision-making process to drive inclusive work culture where leaders help the employee feel supported, heard and valued-mitigating the exclusionary behaviors that single-out, overlook and devalue individual’s uniqueness and their sense of belonging. Therefore, employees can navigate their day to day experience in an authentic way and learn from their exemplary leaders.

Reference

Allen, K. A., & Bowles, T. (2012). Belonging as a Guiding Principle in the Education of Adolescents. Australian Journal of Educational & Developmental Psychology, 12, 108-119.Retrieved from: https://www.newcastle.edu.au/__data/assets/pdf_file/0016/100267/V12_allen_-and-_bowles.pdf

Kathryn J. McDonagh; Nancy M. Paris, (2013), The Leadership Labyrinth: Leveraging the Talents of Women to Transform Health Care. Nursing Administration Quarterly. 37(1),6–12 DOI: 10.1097/NAQ.0b013e3182751327

Retrieved from: https://ezproxy.student.twu.ca:3219/crossref?an=00006216-201301000-00003

Michigan News-University of Michigan. (1997, April). “Belonging” means more to women than to men. Retrieved from: https://news.umich.edu/qbelongingq-means-more-to-women-than-to-men/

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

Roland E. Kidwell, Jr., Kevin W. Mossholder, and Nathan Bennett, (1997). Cohesiveness and Organizational Citizenship Behavior: A Multilevel Analysis Using Work Groups and Individuals. Journal of Management. 23 (6), 775 – 793. doi.org/10.1177/014920639702300605

Retrieved from: http://eds.b.ebscohost.com/eds/detail/detail?vid=6&sid=321da364-7fe7-4ce8-81b4-15cb6380becf%40sessionmgr120&bdata=JnNpdGU9ZWRzLWxpdmU%3d#db=psyh&AN=1997-39082-004

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LDRS 500-Unit 8- LA 1-The Glass ceiling

Unit 8-LA 1

Unit 8 Learning Activities

“The primary research questions now are “Do men and women lead differently?” and “Are men more effective leaders than women? Why are women underrepresented in elite leadership roles” (Northouse, 2013, p. 350).? How can leaders level the playing field so that both women and men can have equal opportunities to make meaningful contributions to leadership?

 The Glass ceiling

“The invisible barrier preventing women from ascending into elite leadership positions initially dubbed the glass ceiling, a term introduced into the American vernacular by two Wall Street Journal reporters in 1986″ (Hymowitz & Schellhardt, 1986; as cited in Northouse, 2013, p.353). Limitations with the glass ceiling metaphor identified by Eagly and Carli (2007),” including that it implies that everyone has equal access to lower positions until all women hit this single, invisible, and impassable barrier” (as cited in Northouse, 2013, p.353). In other words, they put forward an alternative image of leadership, and they call it leadership labyrinth. They are conveying the impression of a journey riddled with challenges all along the way, not just near the top, that can have been successfully navigated by women. Which means women face challenges at multiple levels, not only the top.

The “glass ceiling” case study 15.1(Northouse, 2013), its an example of leadership labyrinth. Northouse explained, “the labyrinth whereby women’s underrepresentation in a high-level leadership position generally revolve around three types of reasons” (Northouse, 2013, p.355) are: Human capital differences, gender differences; and prejudice.

In Lisa’s case, her educational achievement and her relationship with her clients and colleagues are seeming accepted, and there is no work-home conflict; however, she appears that she has a good leadership style that can help colleagues and always available to advise peers. However, her self-promotion (self-selecting) style is not enough to change the CEO misconception about her competence and being a partner of the group. Lisa engage and serve the group as a facilitator; however, the CEO wants to have a group leader when it counts for leadership style. Therefore, gender differences identified the gap, and as a woman, she likes to be a team player at the executive level. Additionally, “women exceeded men in the use of democratic or participatory style, and they are more likely to use transformational leadership behaviors and contingent reward, a style that is associated with contemporary notions of effective leadership” (Northouse, 2013, p.352).

The style differences between man and women as explained by Eagly and Johnson (1990); and van Engen and Willemsen, 2004) that “women led in more democratic, or participative manner than men”(as cited in Northouse, 2013, p.350), which explained the reason for choosing this style which produces the most favorable evaluation. Another prominent explanation of the leadership gap that encountered in Lisa’s case is prejudice. The gender-biased stereotype that dominates Lisa’s workplace as her boss acknowledge that her male colleagues know better makes her feel devalued and; therefore, she quit the firm to move to her own investment.

In focus on the leadership effectiveness, Northouse (2013), noted that changing organizational assumption such as gendered-based assumption, the notion of uninterrupted full-time career, and valuing the fixable workers and diversity on their top echelon. “Women who are aware of the labyrinth may circumvent barriers by starting their own venture” (Wirth, 2001; as cited in Northouse, 2013) [which is what Lisa did]. However, providing career development for women through formal “networking programs” and “assigning women to high visibility positions” (Northouse, 2013, p.360)”; will bring the situation to the balancing point. Regarding, developing supportive and effective “mentoring relationships for women” considered a key strategy that will enhance leadership role taking and reduce the gaps” (Northouse, 2013, p.360).

A vivid example of gender-based prejudice noted in Goldin and Rouse ( 2000; as cited in Northouse 2013, p.358), “that male -dominating symphony orchestras made a straightforward change when they asked the applicants to audition while hidden behind the screen”. This small change increases the women chances in symphony orchestras. Considering this example in a leadership role, and Lisa’ case, an organization should ensure that their employee aware of their unconscious biases and how these may affect their decision-making.

Auditing for bias across the organization, it might be a step that human resources should consider to reform and correct the bias which might include writing job description and screening resume, selecting and interviewing candidate, train high-level managers and hold them accountable (Udemy for business, 2017).

A leadership gap may relate to either; lack of mastery of required competencies or lack of necessary skills. Regarding Lisa’s case; she has the transformational leadership style, and she may need the knowledge of the required competencies, which can be garnered by training her in that organization and hold her accountable in partnership.

Reference

Northouse, P. G. (2013). Leadership: Theory and practice, Seventh Edition. Thousand Oaks, CA: Sage Publications. ISBN 971452203409

Udemy for business (2017, November). Breaking the Glass Ceiling: 5 Tips to Fix Gender Bias at Your Organization [Web log post]. Retrieved from: https://business.udemy.com/blog/5-tips-fix-gender-bias-your-organization/

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LDRS 500-Peace of Heart and Mind-Light from many Lamps

Peace of Heart and Mind

Image result for peace of heart and mind images

 

Sir William Osler, a Canadian physician and one of the four founding professors of Johns Hopkins Hospital. Osler created the first residency program for specialty training of physicians, and he was the first to bring medical students out of the lecture hall for bedside clinical training. He achieved this position with a combination of superb practice, excellent and innovative teaching, wide-ranging publication, and association with outstanding colleagues in the most advanced school of its time (The Canadian Encyclopedia, 2007). Sir William left a substantial lasting legacy, and also, he is remembered for the humanism he brought to the field of medicine (Library and Arcives Canada, 2008).

He reflects on what he learned when he was a young medical student and earned a philosophy that drove his life and others to success. A single inspired sentence that he came across one day when he was reading a book by Thomas Carlyle, “Our main business is not to see what lies dimly at a distance, but to do what lies clearly at hand.” (as cited in Watson, 1951, p.215), answered his needs and shaped the course of his future. The secret of success in Dr. Osler advice for the young men is to do the day’s work and its allotted task [to do what lies clearly at hand] superbly well. Planning for the future but not worrying about it because of the guiding principle of his life.
He attempted to crave on Thomas Carlyle’ quote and have some way to etch the meaning indelibly upon the memory. He linked the life to an ocean liner, which we should live in “day-tight compartments.” and he would call his address “A way of life.” He conveys his message on the way of life as he preached; “is a habit to be acquired gradually by long and steady repetition”(as cited in Watson, 1951, p.215). He explained more on a way of life, to control the machinery as to live with day-tight compartment as the most certain way to ensure safety on the voyage (Watson, 1951, p.216). He shared his experience and gave his students a philosophy of life that may learn to drive the straight furrow and to come to the actual measurement of a man.

Dr. Osler philosophy about planning the future subsumed on today’s work to feed his interest that can be taken to the future. “live neither in the past nor the future, but let each day’s work absorb all your interest, energy, and enthusiasm. The best preparation for tomorrow is to do today’s work superbly well” (as cited in Watson, 1951, p.215). The influence and inspirations in Dr. Osler words are touching more and more lives. As we worked our days and solved problems, we learn from the past mistakes a good listen that has A positive impact on the future. It’s the confidence we earn from engaging our day’s work in a day-tight compartment. “A load of tomorrow, added to that of yesterday, carried today makes the strongest falter” (as cited in Watson, 1951, p.216).

The learning lesson from Dr. Osler that I am bringing to my way of life and leadership journey is “Get on the bridge and see that at least the great bulkheads are in working order. Touch a button and hear, at every level of your life, the iron doors shutting out the Past- the dead yesterdays. Touch another and shut off, with a metal curtain, the Future- the unborn tomorrows. Then you are safe, safe for today.” (Watson,1951, p.216). It is the most certain way to ensure safety on the leadership voyage. It’s not to, entangled in thoughts about the problem, instead focus on finding a solution and concentrate on the work at hand; otherwise, it will ruin not only the present but also the future. Following the steps based on Dr. Osler’s words as follow through, stop, evaluate, find out and try a new approach; It’s the self-awareness that we bring to our surroundings when we engage others.

Dr. Osler’s visioning and sharing his way of life set an example of transformational leadership. He believed ‘that the practice of medicine is an art, not a trade; a calling, not a business; a calling in which your heart will be exercised equally with your head’ (Cooper, 2003). To apply this philosophy at workplace and leadership endeavor, it requires a leader to be vulnerable, leaders who acknowledge the mistakes of yesterday and learn from them, will reflect a better way of life in leadership journey.

Reference

Cooper, S. M. (2003). The Quotable Osler. Journal of the Royal Society of Medicine, 96(8), 419.

Library and Archives Canada (2008, July). Famous Canadian Physicians. Retrieved from: https://www.collectionscanada.gc.ca/physicians/030002-2300-e.html

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

Roland, C.G.. R. The Canadian Encyclopedia. (2007, December). Sir William Osler.
Retrieved from: https://www.thecanadianencyclopedia.ca/en/article/sir-william-osler/.

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

Light From Many Lamps

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LDRS 500- Article Reviews- Assignment-part 2

Article Reviews- part 2

Article Reviews

Max Weber, who described the leader as “a charismatic person who exercised power through followers’ identification with and belief in the leader’s personality” (as cited in Smith, Montagno, and Kuzmenko, 2004, p.81). The similarities between servant and transformational leadership in the charismatic component are inspirational motivation and moral. They believe in people and their needs; therefore, TL and SL they have a healthy interpersonal relationship that influences their followers through appropriate behavior and serves followers in an open and accountable manner to maintain integrity and trust.

There is not much overlap between servant and transformation leadership related to intellectual stimulation. Encouragement and affirmation (Smith et al., 2004) in servant leadership refer to “developing people’s potential and facilitating their personal growth” (p.84). Regarding transformational leadership (Smith et al., 2004), encouragement relates to “innovation and creativity” (p.84). Since TL approach consider risk-taking is necessary for long-term success; Therefore, they would tolerate possible mistakes of the followers for the advantage of the benefits from their innovative venture. A servant leader, on the other hand, would encourage followers to learn and would support them by providing opportunities to obtain the knowledge and apply them within the company; therefore, a new level of response achieved.

Initiative taking in servant leadership (Smith et al., 2004) refers to a “leader’s activity related to taking additional responsibility for the future of the company and its success” (p.84). The provision of such leadership interpreted in this context as such “strategic planning processes” or “implementing new programs” for efficiency. However, the servant-leader model (Smith et al., 2004) “does not stress risk-taking behavior as an essential attribute of organizational success” (p.84). In transformational leadership (Smith et al., 2004), on the other hand, “the leader’s initiative is strongly associated with risk-taking as the necessary element of future success” (p.84). The viewpoint of transformational leaders is they are willing to switch to the more effective practices and systems. Therefore, Intellectual stimulation appears to support followers’ emotional well-being through receptive, non-judgemental listening. Whereas, these behaviors are not accounted for by any practices in the transformational model.

  1. The overlap in SL and TL approach when builds community applies idealized influence, inspirational motivation, and individualized consideration. They resulted from strong interpersonal relationships and collaboration with others and value other’s differences. For example, a healthcare system that can employ both approaches when serving the community. However, values people in SL approach overlap with idealized influence and inspirational motivation of TL approach resulted from serving other’s needs before their own and believes in people. For example; trustee education and experiential leadership education which they focus on individuals who joined these institutions over the institutional needs.
  2. According to the model presented by the author, servant leaders will lead to a “spiritual generative culture” which become more effective in not-for-profit and religious organization contexts. SL operate in a more static environment where motivation directed at personal growth and healing of the followers. On the other hand, TL will lead to an “empowered dynamic culture” (Smith et al., 2004

 

Reference:

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. Retrieved from: https://ezproxy.student.twu.ca/login?url=http://journals.sagepub.com/doi/abs/10.1177/107179190401000406.

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LDRS 500- Article Reviews- Assignment- part 1

Article Reviews- part 1

Article Reviews

Moral development concerns the growth in the ability of an individual “to understand the difference between right and wrong, to care about the difference between them, and to act on the basis of this understanding” (Parker, 1998, p. 267; as cited in Mulla Krishnan, 2011, p.131). The components of moral development (Rest, 1997; as cited in Mulla are: a) moral sensitivity; b) moral judgment; c) moral motivation; d) moral character/implementation.

Moral judgment is figuring out what one ought to do and formulating a plan of action that applies the relevant moral standard or ideal. The development in moral judgment is a necessity in producing moral action.  The development of moral judgment is crucial to a transformational leader when they involve taking a moral action concerning a critical situation. Therefore, the transformation in one’s reasoning or expanding on one’s perspective may consider a change that was not considered previously. Even after an individual identify the most moral action in a particular situation, and there may be other values like pleasures, careers advancement, personal relationship, that may prevent from taking action that aligns with one’s moral judgment.  Therefore, any moral actions taken by TL may implicit an altruistic behavior influenced by followers-interests over self-interest of transformational leader when decision making.

Moral development is related to transformational leadership as an essential characteristic which affects follower’s outcome through transforming relationship.

Moral sensitivity in moral development concern “the receptivity to a social situation, the ability to interpret a situation and identify a moral problem” (Mulla & Krishnan, 2011, p.131). Transformational leaders themselves driven by a sense of moral sensitivity that involves skills in deeper awareness, empathy, role taking, and understanding of other people’s needs. The transformation happens in part through the development of moral sensitivity; which creates followers who strive to go beyond their self-interest for the good of the group. Regarding leader-follower interaction, followers shift from individual concerns to collective contributions which positively impact the good of the group.

The impact of transformational leadership on follower’s moral sensitivity was higher for the high duration; therefore, moral development of followers is a process that occurs over a period. In other words, only when followers interact with leaders over an extended period the positive effects of transformational leadership manifested.

In this study, the average duration of the leader-follower relationship was about three years, which is quite representative of the general condition of the industry. Organizations with high employee turnover, the length of the relationship may be even less. Organizations must strive for longer stints; especially when a follower’s satisfaction with the leader-follower relationship is high or must ensure that individuals move in pairs across assignments.

Reference

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. Retrieved from: https://ezproxy.student.twu.ca/login?url=http://journals.sagepub.com/doi/abs/10.1177/097168581101700203

 

 

 

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Response to leadership prof.-Unit 6

Response to Leadership prof.

A Leader in leadership journey can be a CEO of an organization or a first-year employee who leads his or her team to success behind the scenes. They might lead through official authority and power or might lead through inspiration and connection. Both, they create an inspiring vision of the future, they motivate and inspire people to engage with that vision.

Leadership is a dynamic process require managing the delivery with great communication skill. Creating a vision, leaders should focus on the strength of their organization and followers; so, people can see, feel, understand, and embrace.

To present leadership style, I believe I need to have an evidence-based approach that can motivate and inspire my team with the ability to articulate the shared vision as a servant leader.  Good leaders deliberately create challenging results by enlisting the help of others.

Reference:

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