Response to Stella’s post 4.1
https://create.twu.ca/stellapetersldrs501/2018/10/25/if-only-i-had-the-chance-post-4-1/
Thank you, Stella, for sharing your thought that I appreciate, and I would like to share a few
Organizational leadership behaviors have a direct influence on actions in the work environment. Promoting the positive renewal aggregate the job satisfaction and innovation. “employees experience job satisfaction, they will endorse rather than resist innovation and work collaboratively to implement as well as to generate creative ideas” (Shipton, West, Parkes, Dawson, Patterson, 2006, p. 404); therefore, creates self-renewal in the organizational climate.
Strategic leaders consider culture and ethos of challenge and support where all staff can engage in looking ahead and positioning themselves for the future. The importance of the strategic leader is the intent in making the change, action and basing it on best-evidence that are productive and meaningful, and as well the outcomes. In other words, examining the research findings and make a decision based on the evidence of inputs. Regarding, comprehending what works for the staff [organization] and what needs to be improved, strategic leader value the work of their team and use evidence to challenge under-performance at all level to ensure using an adequate corrective action and follow up. SL encourage staff to engage ongoing professional learning and recognize the group success and actively pursue creating a new knowledge to be shared.
Open a new horizon in an organization is about a leader in leadership context recognizing that “leaders are leaders of transition;” their work is not the management of the status quo; however, their work is the management of the moment in the organization that considered dedicated to transitioning.
Reference
Shipton, H., J., West, M., A, Parker, C., L., Dawson, J., Patterson, M. (2006). When promoting positive feelings pays: Aggregate job satisfaction, work design features, and innovation in manufacturing organizations. European Journal of Work and Organizational Psychology, 15 (4), 404-430. https://doi.org/10.1080/13594320600908153