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LDRS 500-Unit 1-LA 5

LDRS 500-Unit 1-LA 5

 

Unit 1 Learning Activities

The principle of servant leadership

Servant leadership, which originated in the writings of Greenleaf (1970, 1972, 1977), has been of interest to leadership scholars for more than 40 years. Servant leadership is an approach that runs counter to common sense. Greenleaf (1970) suggested that servant leadership is a unique leadership philosophy that “begins with natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead” (as cited in Northouse, 2018, p. 220). The Communication between leaders and followers is an interactive process that includes sending and Receiving. Servant leaders communicate listening first to serve. Northouse (2018) viewed Listening as a “learned discipline that involves hearing and being receptive to what others have to say” (p.221).

Listening allow us to be aware and help us to discern the information that leads to understanding and have a better conversation. I work as a medical laboratory technologist, dealing with nurses, doctors, coworkers, and students, which requires having an active listening skill to be able to serve. It necessitates listening genuinely with the intention to understand then collaborate with others. Jit, Sharma, Kawatra (2016) examined the choice of conflict management strategies made by servant leaders and found they “exhibited highly rational skills regarding their ability to listen actively and understand the situation and build trust to have a genuine agreement in resolving conflict” (p.600). Servant leaders demonstrate listening to help in the diagnosis of a conflict situation and bring an amicable solution to the table.

Empathy is feeling with people and begin with listening. It’s quality that requires perspective taking and staying out of judgment and reminds me when I have to resolve an issue arisen with two coworkers on their assigned bench. Different opinions and perspectives caused a problem. Recognizing the emotions of other people and communicate them helped in resolving the issue. Empathy It’s a vulnerable choice when servant leader puts followers first; it gives the leader a better understanding, and take action to alleviate their suffering. Northouse (2018) noted, “empathetic servant leaders demonstrate that they truly understand what followers are thinking and feeling” (p.221). It manages emotional turmoil after
conflict and anguishes employee distresses and workplace incivility. Empathy sustains a relationship and brings the best among workers (Jit et al. (2017).

Commitment to the growth of people as noted in Northouse (2018), that servant leaders are committed to helping each person in the organization grow personally and professionally” (p.222). A great leader strives to enable their followers to grow their potential and servant leaders believe if you create the right value and culture, followers will do extraordinary things. A fundamental study by Schaubroeck, Lam, and Peng (2011) explained servant leadership focuses on promoting integration among unit members and
“influenc[ing] the team performance through affect-based trust and team psychological safety. This quality has been modeled in my team lead on a daily basis. She focused on her team members to give us the support needed to meet our work and personal goals. I grew in my profession to take an extra role in my job. Through the leader-followers relationship, servant leader committed to helping followers with intrinsic values that go above and beyond. I believe the commitment to the growth of people is my next endeavor to examine and help coworkers and students to reach their potential.

How did servant leaders expect to make a decision in a culture where managers and leaders in position?

Reference

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

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

Schaubroeck, J., Lam, S. K., & Peng, A. C. (2011). Cognition-based and affect-based trust as mediators of leader behavior influences on team performance. Journal of Applied Psychology, 96(4), 863-871

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LDRS 500-Unit 1-LA 4

LDRS 500-Unit 1-LA 4

 

Unit 1 Learning Activities

What distinguishes assigned leaders from emergent leaders?

Leadership, as a process, applies to individuals in both assigned roles and emergent roles. Northhouse (2018) explained the two common forms of leadership. “Assigned leadership is based on a formal title or position in an organization. Emergent leadership results from what one does and how one acquires support from followers” (p15).

Assigned leaders derive their authority from their formal positions, unlike assigned leader, when an employee begins taking on tasks voluntarily, helping others complete their tasks better and encouraging consensus among coworkers to leverage commitment to assigned group goals, this person according to Northhouse (2018) is an emergent leader. Emergent leaders garner leadership recognition through the enactment of behavior and characteristics over a period through communication and interaction. Kickul & Neuman (2000) implicit that, “extroversion, openness to experience and cognitive ability were predictive of emergent leadership behaviors. Conscientiousness and cognitive ability were associated with team performance” (p.27).

Some of the positive communication behaviors proposed by (Fisher, 1974) that account for emergent leader “being verbally involved, being informed, seeking others’ opinion, initiating new ideas, and being firm but not rigid” (as cited in Northhouse, 2018, p.8). Regarding communication and behaviors,  certain personality traits examined in 160 participants, three features; Dominance, intelligence, and confidence were seen to shed light on emergent leaders’ perceptions (Smith and Foti 1998, as cited in Northhouse 2018, p.8).  It appears that emergent leader fits the identity of the group in sharing and working towards a common goal.

In the notion of emergent leadership, I would like to share with you my story. Last year, during my shift, I received a phone call from a nurse asking about what to do with the glucometer – it’s not working. In the back of my mind, I had no idea of what to do. Then I responded back to her as to bring the glucometer for fixing as I would provide her with a spare one. That was the beginning of my interest to learn more about the glucometers.

My supervisor explained what I need to do in this situation. During that time, I thought what I could do to help. Then I started to read more about it. Few months after, she asked me to run comparison tests on one of the glucometers to validate the results. I was excited and felt that I was not ready. As she explained the steps, and I followed through, I provided her the results; then I was asked to do a test and have access to deal with these glucometers.

Since that day I finished a course in point f care testing, and I joined the point of care testing team. I started to feel more confident about what I am doing and why I am doing it, to take an extra role in my job, my motivation was to help and serve patient first.

Recently, I am involved in reviewing a new procedure, which I am going to use what I learned from quality management system course that I just finished. One of my colleagues mentioned to me that I am a good tech to look after these glucometers. I am looking forward to improving what I am doing.

I believe I was seen by my previous supervisor and recently my current team leader. I will continue to share my highs and lows, and I will continue to examine further to find what I can do better to improve. Leaders have a vision of a big picture, and a great leader strives to enable their followers to grow their Potential.

Are managers considered as a leader? Are they the two sides of a coin?

Management emerged in the early part of the 20th century. Management is about seeking orders and stability, whereas the leadership function is to produce change and movement. To understand the dynamics of the leader-manager relationship, Northhouse (2018) noted that, “Rosto (1991) contended
that leadership is a multidirectional influence relationship and management is a unidirectional authority relationship. Whereas leadership is concerned with the process of developing mutual purposes, management directed toward coordinating activities to get a job done” (as cited in Northhouse, 2018, p.13).

The functionality of management-leadership relationship resides where management planning and budgeting and Leaders establishing the direction; managers organizing and staffing where leaders are aligning people; managers controlling and problem-solving where leaders are motivating and inspiring (Northhouse, 2018).

In a recent study, Simonet and Tett (2012) explored how “leadership are distinguished by motivating intrinsically, creative thinking, strategic planning, tolerance of ambiguity, and being able to read people, and management was distinguished by rule orientation, short-term planning, motivating extrinsically, orderliness, safety concerns, and timeliness” (as cited in Northhouse, 2018, p.13). Change needs the direction and problem-solving needs emotions with considering the intrinsic and extrinsic factors for these activities to played out in balance; therefore, a manager-leader relationship is essential if an organization is to prosper.

The overlap between leadership and management centered on how both involve influencing a group of individuals in goal attainment (Northhouse, 2018, p.16). Managers- leaders relationship resonate in balance in an ideal way to run an organization.

How do you explain the relationship that occurs in the assigned- emergent leader relation? What is the dynamics that facilitate this relationship?

Reference

Kickul, J. & Neuman, G. (2000). Emergent Leadership Behaviors: The Function of Personality and Cognitive Ability in Determining Teamwork Performance and KSAs. Journal of Business and Psychology  (15) 27. https://doi.org/10.1023/A:1007714801558

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

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LDRS 500- Unit 1-LA3

LDRS 500- Unit 1-LA3

Unit 1 Learning Activities

“Leadership is a process whereby an individual influences a group of individuals to achieve a common goal” (Northhouse 2013, p.5).

Northhouse explicit the definition of leadership in four components: (a) process, (b) requires influence, (c) occurs in a group, (d) involves common goals. A process is the transcend event relating to exchange and interactions between leaders and followers; therefore, leaders reside in this context of which implies that “a leader affects and is affected by followers” (Northhouse 2018, p.5). In the sense of this interaction, leadership becomes available to everyone, which emphasizes that power is shared in the process. So, in this regard, is a leader born or made?.

Northhouse 2018, conceptualized the trait viewpoint of leadership as a “property or set of properties possessed to a varying degree by different people” (p.7). Since leadership is a process; therefore, “it can be observed and can be learned” (Northhouse, 2018, p.8). In my opinion, Northhouse elicited that, leaders have skills to communicate and motivate their followers to engage the leader-follower relationship. Hence, Leaders and followers must be understood in this relation to each other and collectively (Northhouse, 2018, p.6).

Leadership dyadic relationship involves “influencing” a “group” of individuals who have a “common goal” and “mutual purpose” to accomplish and satisfy the unmet needs. In this notion, power is tool leaders use to influence their followers. Northhouse (2018), treated “power as relational concerns for both leaders and followers” (p.11). Therefore, paying close attention to leaders who attend and engage their followers in satisfying the unmet needs and accomplish a common goal. To sustain the functionality of the influence and power in a leader-follower relationship, it has to be a bidirectional connection, where the exchange and interaction take place instead of one step deal. Motivation, empowering, communication and trust in this relationship allow both participants to serve and lead. Great leaders strive to enable their followers to grow their potential. Leadership instrument measures the leader’s personal and professional attributes, so if you cant measure, it doesn’t exist.

Do you think leaders are vulnerable in the leadership process? How they react to it?

Reference

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

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Thank you Dr. Strong

 

Dear Dr. Strong,

It’s me! I am the super quiet. I am a hardworking student who tried to do the best due diligence work to read and learn through the units and do assignments on time and sometimes, they are not on time. Thank you for all chances that we have, and your time that you gave me and everyone to support our needs in this learning process. Thank you for your time grading our assignments. Thank you for seeing the best of all your students. Thank you for allowing me and all of us to have our voices heard especially in unit eight, It was an excellent opportunity to learn how to take action to correct the problem professionally. Dr. Strong, you extracted every great thought that we have learned, It’s appreciated to know someone genuinely cares about our understanding process.
I will go forward and be better learner and listener because of the lessons I learned from LDRS 591-OL.

Sincerely,

Wafa Siyam/ MA lead program/2018

Trinity Western University

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Response-Unit10

Response-Unit10

 

Unit 10 Learning Activities

 

In response to Leona

As noted, consistent findings between replicated studies is a good indication of the study’s accuracy. What I noticed for relatively “new” research topics, there are few studies to compare with one another to gage the accuracy of the findings. How would you suggest evaluating the credibility of a study’s finding if there is little literature about a topic to compare the findings to?

 

Researchers try to get their research published as a final step in the research process. They aim for publication in professional journals to ensure the most appropriate readership and potential contribution to professional practice. Peer review is a quality control mechanism that provides the credibility of the findings and overall the research. Rigorous method, the trustworthiness of the documentation, strength, and weakness any practical or theoretical implication will add to the value of the research. The evidence is relevant and valuable in a decision-making process, therefore, evaluating the findings has to resonate with the evidence. Authority- evidence base, a reliable author would provide a reader with no doubt the answer to any questions related to the findings if it scrutinized adequately.

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learning activity 10.3-Unit 10

Learning activity 10.3-Unit 10

Unit 10 Learning Activities

How can I know that I can trust what I am reading?

Evaluation of the articles based on peer-review, the credentials of the author, academic honors, holding positions of influence, association with major discoveries and longevity in the field are important factors in establishing an authorial reputation. Are the findings presented consistent with what other researchers would conclude (Locke, et al., 2010, p. 12)?. This question brings lots of attention to too many things considered when reading articles. The competency of the article has a vested contribution to the reader trust.

How do I know the research has been performed competently?

First, A rigorous research design shows all elements of the study fit together logically and coherently. Understanding how to critique the study is significant, and the findings presented should be consistent with what other researchers would conclude.

Second, Method of collection informs the consumer and conveys the details of data analysis process.

Finally, Does the sample truly represent the population?. Goldacre (2011) considered author’s authority and validity of data being collected it’s a sign of competency. Also, the results answered the research questions. Thus, research allows for replication.

How do I know the research is reported honestly?

Validating findings ensure accuracy and credibility. When authors include the limitations, weakness and strength, a suggestion for using research results to further research. Any errors occurred and reported during the study, which most of the researchers include these issues to explain their results. (Goldacre, 2011) Advised, ” to lift up the lid, fingering around at the mechanics, and peer in.”

How do I know the findings presented are consistent with what other researchers would conclude?

Comparing the findings with other replicated study, explained the quality of the results and how it’s logically well-supported.  Many researchers include what was done in previous studies, and what they are going to do to answer their research questions.

Question 

Do you consider an error in inputting data in the research as weakness especially if its mentioned in the limitation section?And why?

Reference

Goldacre, B. (2011). Battling bad science. TEDGlobal 2011. Retrieved from https://www.ted.com/talks/ben_goldacre_battling_bad_science

Plano-Clark, V., & Creswell, J. (2015). Understanding research: A consumers guide. Boston, MA: Pearson.

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Learning activity 10.2-Unit 10

Learning activity 10.2-Unit 10

Unit 10 Learning Activities

Why you think evidence-based decision making is important for the Transformational Servant leader.

Evidence-based decision-making it’s a strategy offered by transformational servant leader. It’s evidence-based, not assumption-based. Northouse (2013) Stated, “transformational leadership is a process that changes and transforms people” (p.185). Also, it’s a process that often incorporates charismatic and visionary leadership. Greenleaf (1970) proposed, “Servant leaders have the natural feeling that ones want to serve, to serve first” (as cited in Northhouse, 2013, p.220).

Spears (2002) identified ten characteristics of servant leaders, listening and understanding is a strategy that SL uses to communicate with followers, and Northhouse (2013) suggested, transformational leadership and servant leadership as a process that occurs between followers and leaders (as cited in Northhouse, 2013, p. 221).
In the transformational leadership theory, Bass (1985) noted that “increases followers awareness of problems and encourages followers to view old and familiar issues from a new perspective” (as cited in Washington, Sutton, & Sauser, 2014).

Northhouse (2013) acknowledged, “One of the transformational leadership behavior, is to stimulate followers to be creative and innovative and to challenge their own believes and values. So, it supports followers to try a new approach and develop an innovative way of dealing with organizational issues” (p.193). On the other hand, servant leaders help followers grow and succeed through mentoring and providing support, Therefore, empowering the followers and make them own their decision and be self- sufficient.
Leaders need to understand and adapt to the needs and motives of followers, Which explained their concern about how the leaders able to inspire followers to accomplish great things. It seems they assess follower’s motives and satisfy their needs, thus, requires having evidence-based decision-making strategy (Northhouse, 2013). Servant leadership is a ” transformational approach to create a more caring and just society” (Beck, 2014, p.307))

Schaubroeck, Lam, and Peng (2011) argued that trust in the leader is critical to linking leader behaviors and team performance and that transformational leadership and servant leadership represent general tendencies of leaders to engage in behaviors that inspire their followers’ trust. Washington, Sutton, and Sauser (2014) noted, servant leadership theory shares much in common with other modern theories of leadership, especially transformational leadership theory.

Coetzer, Bussin, and Geldenhuys (2017) insured “On an individual level servant leadership positively influenced work engagement, organizational citizenship behavior, creativity and innovation, organizational commitment, trust, self-efficacy, job satisfaction, person-job fit or person-organizational fit, leader-member exchange, and work-life balance.” Hanse, Harlin, Jarebrant, Ulin, and Winkel, (2016) concluded, Servant leaders want to develop a sustainable organization and bring out the best among followers rather than their own self-interest. Coetzer, Bussin, and Geldenhuys ( 2017) stated, “Servant leadership proposes a more meaningful way of leadership to ensure sustainable results for individuals, organizations, and societies”(p.1).

Conceptual-based concerned with emotions, values, ethics, standards, and long-term goals. Decision makers cannot assume that followers will be committed to a decision without being part of the process. Evidence-based decision -making helps TSL make well-informed decisions by having the best available evidence and managed outcome.

The transformational servant leader can articulate a compelling vision and galvanize collective action, communicate messages in meaningful ways, and operate in an innovative, inclusive, intellectually stimulating manner. Such actions change cultures and have the potential to lead to the development of contexts conducive to organizational change. Compiling vision and ability to conceptualize a higher vision, is a role of transformational servant leaders.

Reference

Coetzer, M. F., Bussin, M., & Geldenhuys, M. (2017). The functions of a servant leader. Administrative Sciences, 7(5),1-32. Retrieved from http://www.mdpi.com/2076-3387/7/1/5

Curtis D. Beck (2014). Antecedents of Servant Leadership: A Mixed Method Study. Journal Of Leadership and Organizational Studies, 21(3), 299-314. org/10.1177/1548051814529993

Hanse, J. J., Harlin, U., Jarebrant, C., Ulin, K., & Winkel, J. (2016). The impact of servant leadership dimensions on leader-member exchange among healthcare professionals. Journal Of Nursing Management, 24(2), 228-234. doi:10.1111/jonm.12304

Malingumu, W., Stouten, J., Euwema, M., & Babyegeya, E. (2016). Servant Leadership, Organisational Citizenship Behavior and Creativity: The Mediating Role of Team-Member Exchange. Psychologica Belgica, 56(4), 342-356. doi:10.5334/pb.326.

Northouse, P. G. (2013). Leadership : theory and practice. Thousand Oaks : SAGE

Schaubroeck, J., Lam, S. K., & Peng, A. C. (2011). Cognition-Based and Affect-Based Trust as Mediators of Leader Behavior Influences on Team Performance. Journal Of Applied Psychology, 96(4), 863-871.

Washington, R. R., Sutton, C. D., & Sauser, J. I. (2014). How Distinct is Servant Leadership Theory? Empirical Comparisons with Competing Theories. Journal Of Leadership, Accountability & Ethics, 11(1), 11-25.

 

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Learning activity 10.1-Unit 10

 

Learning activity 10.1-Unit 10

Unit 10 Learning Activities

 

I want to know, if after taking this class, would you make your decisions differently? What new insights have you learned and how would those insights inform your decision-making process now?

My decision-making process influenced by many factors. Experience or what I call it “learning lesson” is one of these factors, Knowledge, believes, Cultures, organizational goals, relationships, and shared information. Some of my decisions stemmed from self-confidence about what I learned and repeated every day, which helps me respond quickly to situations. Acknowledge my mistakes and take the necessary steps to correct repair or amend the case. I relate to my emotions or other emotions which also affect and influence my decision. Work style and delegating work participated significantly in my decision-making process in a way that I can think in too many directions.

During LDRS 591, my decision-making and critique approaches to thinking or handling have been craved to learn more about servant leadership orientation. I learned to evaluate scholarly research articles and the method used and how to it benefit the study to answer the research question and It all based on evidence, and what I meant by that decision-making evidence-based. I learned it through all units, how to apply these lessons wisely.

APA style was something new to me and useful tool to use since its required in most of the reviews. Also, it was insightful to learn about action research plan, since I can apply these tools at the workplace to suggest some possibilities to resolve problem and support and help others in deciding to solve a problem. Any methods that I learned through quantitative, qualitative, or mixed method can be applied to my leadership skills through my MA lead program and anywhere else.  Hence, they can be part of the action research plan if required. The main idea is to have evidence can support or help resolve an issue. The most important thing is finding an answer coherently to inform my inquiry.

Now I am more aware of credibility, databases, peer reviews, authors names, and some of the front-line journals, the reputation of the author’s work, and academic credential. Sampling and integration of the research add value to the evaluation. Finally, the conflict of interest if it’s included, and evidence of replication if its available to support the results, which would add value to the study.

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Response- Unit 9

Response- Unit 9

 

Unit 9 Learning Activities

In Response to Ruth

Stating the limitations of a study can help readers determine the validity of the study and to understand some of the biases in the study. However, since the weaknesses are being pointed out, does stating the limitation strengthen or weaken the results of the study? 

Limitations are outlined at the conclusion of the discussion section as an acknowledgment of the need for further study. The limitation should be reiterated, so it could direct the researchers about how applying a different methodology might address the research problem more effectively in a future study. An underlying goal of the scholarly research is not only to show what works but to demonstrate what doesn’t work or what needs further clarification. The study limitations focused on shortcomings in the extent of the reasons that researchers chose to use specific research approach at the beginning of their research study.