Learning activity 4.2

Unit 4 Learning Activities

Hunter, E. M., Neubert, M. J., Perry, S. J., Witt, L. A., Penny, L. M., & Weinberger, E. (2013). Servant leaders inspire servant followers: Antecedents and outcomes for employees and the organization. Leadership Quarterly, 24(2), 316-331.

Is the topic interesting?
The topic has the attractive part apply when servant leaders inspire servant followers, therefore the positive impact on employees’ outcomes, climate service, and organization. I found it pertinent and engaging in my research interest related to leadership study.

Rated 3

Is there a meaningful problem?
In this study, a need to understand better the influence of servant leadership has on a range of multilevel outcomes, and the differential influences of leadership conceptualized at the individual and group level. On the other hand, more advanced research design and comprehensive exploration that will benefit scholars and managers to understand better how to apply servant leadership best and what benefits can be expected. To a certain extent, the study addresses two problems that need to be solved, and they explicitly stated.

Rated 3

Is the importance of the problem justified?
The study provided the necessity to advance understanding particularly servant leadership and provided clear evidence of the importance of the problem through reviewing literature that supports understanding leadership in general, and particularly servant leadership. They refer to Liden et al. (2008) & Walumbawa et al.(2010a).

Rated 3

Are there deficiencies in the knowledge about the problem?
To a certain extent, as a result, Liden et al. (2008), only one individual-level servant leadership emerged as a significant predictor. More extensive multi-level model of servant leadership found in Wlaumbawa et al. (2010a); however, it wasn’t answering the scholars’ inquiry about social influence framework. So they expand upon their findings. Only one study linked to leader agreeableness to servant leader behaviors and no study has investigated leader extroversion which they are the core value of this study.

Rated 3

Is an audience identified and are there specific examples of how the audience can use the missing knowledge?

It was apparently noted the study would benefit scholar and managers better understand how to apply servant leadership best and what the benefit expected from this emphasis. Its posted in Leadership Quarterly, which I believe will have an interest in all leadership forms.

Rated 2

Does the passage clearly argue that the study is warranted?
The topic, problem, justification, deficiencies, and audiences form logical, coherent, and convincing argument that the study is of interest, significant, and needed. It proposed that “Servant leaders initiate the cycle of service, influencing a range of multi-level outcomes through climate service.”

Rated 3

Is the passage well written?
To a certain extent, the passage was engaging, concise, and easy to follow.

Rated 3

Rating scale for evaluating the statement of the problem in research report

Quality rating

0=Poor

1= Fair

2= Good

3= Excellent

Overall quality

0-10= Low quality

11-16=Average quality

17-21= High quality

Total score=21

My overall assesment=20

Reference

Hunter, E. M., Neubert, M. J., Perry, S. J., Witt, L. A., Penny, L. M., & Weinberger, E. (2013). Servant leaders inspire servant followers: Antecedents and outcomes for employees and the organization. Leadership Quarterly, 24(2), 316-331.

Plano-Clark, V., & Creswell, J. (2015). _Understanding research: A consumer’s guide _(2nd ed.). Boston, MA: Pearson.

Learning activity 3.5- Unit 3

Direct quote less than 40 words:

According to Dirk Van Dierendonck (2011), “Being a servant allows a person to lead; being a leader implies a person to serve” (p.1231).

Direct quote more than 40 words:

Initially, following the sententious/holistic approach, each transcript was read as a whole so that core/essential meaning of respondents’ experiences could be captured. In the second step, researchers followed selective/highlighting approach, through which they identified the sub-themes/categories that contributed to the core theme. (Jit et al., 2016, p.599). 

A sentence that refers to an idea (paraphrased):

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. (Jit et al., 2016, p.597)

Learning activity 3.4

Unit 3 Learning Activities

Sharing is a key approach for leaders who want to lead a change and getting it wrong is the significant opportunity to getting it right and follow.

References

Journal article

Jit, R., Sharma, C. S., & Kawatra, M. ( 2016). Servant Leadership and conflict resolution: a qualitative study. IJCM: International Journal of Conflict Management, 27(4), 591-612. doi:10.1108/IJCMA-12-2015-0086

Book

Northhouse, P. G. (2016).  Leadership: Theory and practice. Los Angelos, CA: Sage. ISBN 978-1-4833-1753-3

Blog post

P. Patrnchak. (2017, October 6). Employee engagement………A tired topic?. [Web log post]. Retrieved from https://www.greenleaf.org/employee-engagement-tired-topic

Government report

CA. Office of the commissioner of official languages. (2011). Archived-Beyond bilingual meetings: Leadership behaviors for managers (SF31-107/2011) and ISBN (978-1-100-53048-2). Retrieved from http://www.officiallanguages.gc.ca/en/publications/studies/index

http://www.officiallanguages.gc.ca/sites/default/files/stu_etu_032011_e.pdf

Doctoral dissertation or master’s thesis

Scardino, AJ. (2013). Servant leadership in higher education: The influence of servant-led faculty on student engagement ( Doctoral dissertation, Antioch University). Retrieved from https://aura.antioch.edu/cgi/viewcontent.cgi?article=1025&context=etds

Online newspaper article

Birch, J. (2018, January 3). Leadership advice goes beyond 140 characters. The Globe And Mail. Retrieved from https://www.theglobeandmail.com/report-on-business/careers/leadership-lab/leadership-advice-goes-beyond-140-characters/article37454218/

 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

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

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

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