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.

 

  1. “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).
  2. “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).
  3. “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).
  4. “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).
  5. 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).
  6. “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).
  7. “Evidence-based practice is about being able to provide a strong rationale for your health or social care practice” (Aveyard et al., 2015, 21).
  8. “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).
  9. “Critical thinking means being critical about the information we receive and how we use it” (Aveyard et al., 2015, p.28).
  10. “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.

Learning Activity 3.5-Unit 3

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 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 3.3-Unit 3

Learning Activity 3.3-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

Jit, Sharma, Kawatra (2016) examined the choice of conflict management strategies made by servant leaders. 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. According to Dirk Van Dierendonck (2011), “Being a servant allows a person to lead; being a leader implies a person to serve” (p.1231); hence servant leader uses the power as a tool to serve the others (Jit et al., 2016, p.595).

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 (Jit et al., 2016, p.597-598).

Data analysis

In this study, they have adopted two approaches; sententious approach and selective approach to identifying the theme. 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 themeThe 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 (Jit et al., 2016, 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.” 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. 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. Eight respondent exhibit more human approach to resolve interpersonal differences between their employee by using term “understanding” as the first step in conflict resolution. 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 (Jit et al., 2016, p. 600-605)

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 (Jit et al., 2016, 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 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. IJCM: AInternational Journal of Conflict Management, 27(4), 591-612.

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

 

Dirk van Dierendonck (2011). “Servant leadership: a review and synthesis”, Journal of Management, 37(4), 1228-1261

https://doi.org/10.1177/0149206310380462

 

Learning Activity 3.2-Unit 3

Learning Activity 3.2-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

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 leader’s 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 3.2-Unit 3

 Learning Activity 3.2-Unit 3

Wafa Siyam/ Jan 17, 2018/LDRS 591

 

 

                                                                Article title

Servant Leadership and conflict resolution: A qualitative study

                                                                Authors

Ravinder Jit,

(Department of Management, Maharaja Agrasen Institute of Technology,

Delhi,India)

Chandra Shekhar Sharma,

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

Mona Kawatra,

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

                                                                  Source

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

                                                               Introduction

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

                                                              Methodology

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

Data analysis:

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

                                                                  Results

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

                                                             Conclusion

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

                                                              Personal comment

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

 

Reference:

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

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

 

Learning Activity 3.1- Unit 3

Learning Activity 3.1- Unit 3

Wafa Siyam/ Jan 17, 2018/LDRS 591

 

 

                                                                        Article

Servant Leadership and conflict resolution: A qualitative study

                                                                       Authors

                                                              Ravinder Jit,

(Department of Management, Maharaja Agrasen Institute of Technology,

Delhi, India)

Chandra Shekhar Sharma,

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

Mona Kawatra,

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

                                                                       Source

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

                                                                  Introduction

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

                                                                  Methodology

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

Data analysis

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

                                                                     Results

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

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

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

                                                                   Conclusion

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

                                                                 Personal comment

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

 

Reference:

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

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