Introduction Cultivating leadership capabilities has personal meaning for me. I was reminded of when I decided to apply and enroll for the leadership program at Granite State College. It was a few months after I had my second child. I was working full time and caring for two little kids under the age of three years old. I have never seen myself as a leader before, nor did I feel the call to nurture that emerging leader before I became a mother. When we are in solitude with all of our experiences, we can truly hear the desires of the heart. That’s how I came to leadership, motherhood. As leaders, we need to have the strength, wisdom, and courage to tap into ourselves to find the answers to some of the most difficult questions. That’s what this course helped me do, define my leadership style that is aligned with my personality and the work I want to do. What worked? I truly feel nourished as an emerging leader from this class. From the very first discussion forum to our last assignments, I felt engaged at all times. I thought the class was very dynamic. I loved learning about leadership models, and I am happy this course introduced as many as we could possibly fit into a ten-week course. I feel very grounded in this area. I thought the themes were very well aligned with the reading for each week.

If I were to choose the top three topics that stood out the most for me, they would be: Week one hypothesis, “What is your leadership style?” Leadership, Gender, and vision Servant leadership and Solitude and Leadership reading materials These three topics were the most challenging and I grew so much from them. I learned more about who I am, what I care about and how I will need to do to take care of myself as a leader.

It was very nice to have a combination of assignments, in addition to normal papers, which really pushed my creativity, (360 and other assessments, extraordinary leader, “Dead Wood”, and infographic). I personally appreciate the professor’s accessibility via phone (including text), email, zoom, and in providing feedback on various topics. Thank you for being there. What didn’t work? This course is meant to really dig deep into our personal journeys of leadership. To better engage with materials, and create a space for such content, rules of conduct exercise/discussion would be helpful as people open up more in their posts, especially when they connect with particular materials. It would have helped to not have major assignments on major holidays, or do not have assignments at all or to lighten the load. I thought there were too many places to submit different assignments. Narrowing this will really avoid confusion.

Thank you all for being a part of my leadership journey. I wish you all the very best as you progress through the program.

Sincerely,

Bijoux Bahati

https://kurtstuke.com/Bijoux.jpg

I had hard time as well. Here is the link. Hope it works.

Reference

Free online word cloud generator and tag cloud creator. (2019). Retrieved 5 September 2019, from https://www.wordclouds.com/

Russell, R., & Gregory Stone, A. (2002). A review of servant leadership attributes: developing a practical model. Leadership & Organization Development Journal, 23(3), 145-157. doi: 10.1108/01437730210424

I had so many thoughts going on while completing the Self-Diagnostic Utility (SDU). First, the timing of this is so important. If I were much younger and inexperienced, I would have had many doubts as to what is the right answer to many of the scenarios, as if the right answer resides outside of me. On the other hand, the person that I have developed to now knew exactly the right answers for me. The survey was straightforward. Therefore, results weren’t surprising to me for I know myself a lot better now.

Based on the SDU, my purpose or moral drive is duty exemplified in the work of Emmanuel Kant. Duty is based on the philosophical concept of deontology, which is the belief that “morality is only properly understood in the context of moral necessity or obligation” (Brooks, 2019, p.29). Duty is one of the many ethical stances used daily to guide decision-making. The duty to do the right thing is a very honest insight about me. The leader in me is more aligned with the transformational, servant and authentic leadership approaches, all of which are commonly linked to ethical leadership (Monahan, 2012). It is important to me to raise the level of human conduct, to be devoted to the ethical development of others, and be true to who I am. In doing that, I am convicted that I can fully be whole in whatever organizational context I am in.

Although ethical failures are mostly scrutinized in business, no one sector is immune to them. According to Trevino and Nelson (2017), ethical failures have also been found in “government employees who misused funds, in academics who falsified their research results, in ministers who stole from their congregations, in priests who abused children, and in athletes who took bribes or used performance-enhancing drugs” (p. 11). These dynamics in the organizational environment can be discouraging to doing the right thing and being an ethical leader. However, one must move beyond the cynicism in order to come up with impactful solutions. It is key to know thyself and the kind of leader one aspires to be in order to effectively respond to different situations and understand other’s reactions (De Vries, 2014). Self-awareness, especially in the area of leader’s personal moral frame is among the things that help to identify an organization’s ethical environment. Therefore, reexamining one’s deeply held beliefs or convictions is a must, in order to promote ethical leadership.

I appreciated Kelly Monahan’s reading on ethical leadership and the connection to the psychodynamic approach demonstrating how unconscious dynamics impact our understanding of human behaviors in leadership. This helped me to further my understanding of why employees at all levels act unethically, as well as systemic errors that undermine ethical practices in organizations. I walked away with tools to create an ethical organizational environment and make more ethical choices myself.

Reference

Brooks, C. (2019). Moodle. Retrieved 29 August 2019, from https://learn.granite.edu/pluginfile.php/1797790/mod_resource/content/3/LD%20821%20Ethical%20Decision%20Making%20eBook.pdf De Vries, M. (2019). First Know Yourself, Then Your Team. Retrieved 26 August 2019, from https://www.forbes.com/sites/insead/2014/08/19/first-know-yourself-then-your-team/#4ffa40ad5144 Monahan, K. (2012). A Review of the Literature Concerning Ethical Leadership in Organizations. Retrieved 26 August 2019, from https://www.regent.edu/acad/global/publications/elj/vol5iss1/ELJ_Vol5No1_Monahan_pp56-66.pdf Trevino, L., & Nelson, K. (2017). Managing Business Ethics: straight talk about how to do it right (7th ed.). Hoboken: Wiley.

Despite that it is based on research and widely used in management training and development programs, Phillips and Gully (2017) also acknowledged that research support for situational leadership model has been limited. According to the Center for Leadership Studies, the model is founded on comprehensive research on topics such as scientific management, human relations, the hierarchy of needs, achievement and motivation theories to name a few. It is not a research popularity contest that determines the usefulness of a model because what’s deemed research worthy/what gets research publicity can be influenced by a number of factors. Dr. Paul Harsey’s goal was to present a “practical model that could be leveraged by a diverse spectrum of leaders for the express purpose of effective influence” says the center. To that, the model has shown to withstand the test of time in that it is a “repeatable framework for leaders to match their behaviors with the performance needs of the individual/group”. Situational leadership is based on the relationship between leaders and followers. The model helps to analyze each situation in accordance with performance readiness of the follower. The benefits of the situational leadership model are far stronger than the critiques. The idea that leaders should change their style to best fit the current situation, the needs of the followers all whilst focusing on developing both followers’ skills and confidence is impressive. This also requires a leader to change accordingly, gain trust and confidence of the follower. Other benefits of the model include that one leader can be effective in different situations which can reach out to a variety of followers, (Hattock, Murillo, & Godberson, (2019). I particularly like that the model does not advocate for a “one size fits all” approach. This is especially useful in our constantly changing diverse work environment. Center for Leadership Studies, cites that the model equips leaders with “necessary tools to skillfully navigate the demands of an increasingly diverse workforce and evolving global marketplace”. I agree about the importance of attending to matters of the present time and attending to what is happening right now. This model addresses that situation. Reference Hattock, M., Murillo, R., & Godberson, P. (2019). Situational leadership theory | Organization and Administration in Recreation, Sport and Leisure Management. Retrieved 21 August 2019, from https://oer.missouriwestern.edu/rsm424/chapter/situational-leadership-theory/ Phillips, J. and Gully, S. (2012). Organizational Behavior. 1st ed. Mason: South-Western Cengage Learning.

“For many readers and students of the leadership literature the range of leadership experiences and stories offered to inform conceptions and models of leadership draws on a limited sector of the population. A number of reasons are suggested for this, broadly centred on the argument that the predominantly American and UK based leadership literature adopts masculinity as the norm, specifically, a white, western form of masculinity. With much of the leadership and managerial literature, developed by men, and with many organizational theories based on observation of male managers, it is not surprising that this focus on male leaders’ experiences promote male values as the behavioural managerial norm. (Elliott & Stead, 2008, p.159)

I thought the statement beautifully described the broader context in which leadership studies have been concentrated on and evolved from. Although there has been progress in gender relations within leadership, this week’s reading materials spoke candidly on the existing gap and it’s implications for future leadership studies. I think that gender; particularly one’s experiences in connection to gender shape their vision. Biases against women still linger in business/traditional leadership contexts today. As it was defined in Pressbook ch.9, vision is “a clear, distinctive, and specific view of the future” (p. 55). One’s vision connects with and inspires others. It also directs organizational behaviors and focus for the future. In considering broadening leadership narrative, I think it is important to remember that, as Shea and Renn concluded in their study, “gender permeates organizations, is reinforced through systems and by individuals, and has a direct impact on leadership education efforts” (Shea & Renn, 2017, p.84). Current landscape has marginalized feminine voices and others outside the masculinity world in leadership, which contributes to how one would envision the future in leadership.

Growing up in Democratic Republican of Congo, I recall the wide spread attitude and practice about educating boys over girls. The assumption that education was better invested in the boys instead of girls infiltrated the systems and impacted many lives. This shaped the leadership trajectories of countless women. I share this example because it connected very much with experiences the women in Elliot and Stead’s study. We cannot separate leadership from people’s experiences, which for many inspire their vision. My childhood along with current motherhood experiences, for example, has drastically altered my purpose in life and ways I seek and assume leadership roles.

From this week’s reading, I sensed that there is a quest from women and those outside the traditional settings to thrive in leadership. Alternative voices are emerging with their own causes and provide insight to what kind leadership is needed to fulfill that. It is as if for too long others spoken for them. These emerging voices in leadership must be included in order to broaden the conversation and lead toward a more gender sensitive body of knowledge in leadership. Therefore, As Raelin advocated in collective leadership reading this week, that the task is to therefore “create an environment that offers psychological safety” (p. 131).

Like the term Labyrinth suggest, leadership and gender are complicated, a path that is difficult to find one’s way in a gendered environment. In the spirit of cultivating leadership capabilities, it not adding up if we only continue to privileging heroic and masculine leadership behaviors and performance, (Elliot & Stead, 2017). We must shift, not only the thinking, but also systems and actions to expand the circle of leadership beyond, business, masculine, and include those who are outside traditional power structures and systems.

Reference Elliott, C., & Stead, V. (2008). Learning from Leading Women’s Experience: Towards a Sociological Understanding. Leadership, 4(2), 159–180. https://doi.org/10.1177/1742715008089636 Raelin, J. (2003). Creating Leaderful Organizations: How to Bring Out Leadership in Everyone (1st ed.). San Francisco: Berrett-Koehler Publishers, Inc. Shea, H. D., & Renn, K. A. (2017). Gender and Leadership: A Call to Action. New Directions for Student Leadership, 2017(154), 83–94. https://doi.org/10.1002/yd.20242

Studies, G., & College, G. (2019). Cultivating Your Leadership Capabilities. Retrieved 5 July 2019, from https://granite.pressbooks.pub/ld820/

Hello everyone,

No one theory alone can address problems that arise in our complicated work environment. Successful leadership must artfully use a combination of theories as much as possible, essentially being the role model. Among the theories read this week (trait, behavior, contingency and full range), I think full-range theory resonate with Raelin’s leaderful model. Full-range theory, which is a component of transformational leadership, has four qualities of a good leader (individualized consideration, intellectual stimulation, inspirational motivation, and idealized influence). The theory advocates for compassionate leadership that thinks outside of “the box”, yet gets people excited in the shared vision and be a role model who “walk the walk”. I particularly liked that both models have a commitment to making interpersonal connections and challenging the conventional view of leadership as “being out in front” (Raelin, 2003). Raelin’s model and full range also address the issue of creating a strong sense of purpose among employees. This inclusive approach really helps to bring person and organization to be on the same page, which can positively contribute to higher employee satisfaction, higher productivity and greater organizational effectiveness. Like Raelin’s leaderful model, those who execute full range theory effectively are able to motivate followers to perform above expectations and transcend their own self-interest for the sake of the organization.

Reference Raelin, J. (2003). Creating Leaderful Organizations: How to Bring Out Leadership in Everyone (1st ed.). San Francisco: Berrett-Koehler Publishers, Inc. Studies, G., & College, G. (2019). Cultivating Your Leadership Capabilities. Retrieved 5 July 2019, from https://granite.pressbooks.pub/ld820/

I think that the distinction between leader and manager demonstrates what was once encouraged, rewarded and kept unchecked. I think there is room to develop both sets of skills, leadership, and management. Combining leadership and management skills can transform systems and enhance people’s experiences of working together. Seeing leadership and management as two different things exacerbate further division and disagreement in the field. This in-group and out-group dynamic makes it difficult to appreciate the skills together. I would like to see a work environment where leadership and management are perceived and practiced congruently. As I was reminded again this week that “we live in a world where diversity has grown exponentially and the pace of change is continuously accelerating; hence the demands placed on organizations but also on individuals are increasing” (NEN, M. 2015, pg. 4). Making leadership more accessible and grow an appreciation of the added value of both leadership and management qualities can help meet the current demands of our work environment.

Recalling my early experiences, managers were intimidating figures. Managers were simply giving orders and gave commands. They controlled every aspect of work. I remember when I was a cashier at a grocery store back during high school. I was terrified to approach my manager. This manager did not seem to care about the staff members beyond completing their tasks. When called to see a manager, people were terrified, assuming worse case scenarios such warning for mistakes or even getting fired. It was just bad news to be called to the manager’s office.

On the other hand, post graduating college, I have had supervisors who took an interest in how well the people were doing. I had those who held meetings every end of the day to check in with staff on what worked well or didn’t and worked with staff on possible solutions. They planed one-on-one meetings with staff monthly. In addition to making sure people are on top of their assigned tasks, they took extra steps to make sure that the people, clients and staff alike are part of decisions that impacted the program’s day-to-day function and strategic planning. I appreciate someone who is able to not only manage tasks but care for the people who handle those tasks. In order to better respond to continuously changing the work environment, one must lead teams and manage the day-to-day operations, (NEN, M. 2015).

I appreciate Sloan’s approach to characterizing manager vs. leader. He approaches both as leaders but differentiates them by leadership styles, “the command and control vs. the innovative leader” (Sloane, 2019). This distinction helped me to see the traditional approach and modern approach to leadership.

Reference

NEN, M. (2015). Leader Vs Manager. Influences and Contributions to Team Development. SEA: Practical Application of Science, 3(2), 269. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=edb&AN=115936614&site=eds-live

Raelin, J. (2003). Creating Leaderful Organizations: How to Bring Out Leadership in Everyone (1st ed.). San Francisco: Berrett-Koehler Publishers, Inc.

Sloane, P. (2019). The Innovative Leader vs. the Command-and-Control Leader | Innovation Management. Retrieved 29 July 2019, from https://innovationmanagement.se/imtool-articles/the-innovative-leader-vs-the-command-and-control-leader/

Studies, G., & College, G. (2019). Cultivating Your Leadership Capabilities. Retrieved 5 July 2019, from https://granite.pressbooks.pub/ld820/

The ability to adapt one’s leadership style to diverse circumstances is a common factor to the three situational leadership models. However, I think the normative decision theory is the strongest in providing guidance on being adaptive to environment or situations. To be an effective leader, one must involve others. The model is team-oriented and values allocating enough time for meaningful engagement in the decision-making process in order to meet the goals. I particularly found the series of questions very useful. The questions help assess the appropriate approach to problems. In particular, decision-maker is able to evaluate the nature of the problem in connection to the existing environment. Key people are engaged so that the goals of the organization are taken into consideration, not just what the leader alone thinks is important. The model can help maximize the contribution of existing diverse expertise and competencies. This instrument provides a road map to seeing everyone as a valuable resource to decision making. Careful and intentional engagement produces quality outcomes. But one may argue that it is not productive to go to this extent. However, as Raelin noted, “change may need to start with a reflective stance” p. 59. Decisions that are rushed and egoistic in nature can be even more harmful, which can result in lack of quality outcomes as well. It is better to do it right the first time by engaging others and evaluate the overall situation from a diverse perspective.

Reference Raelin, J. (2003). Creating Leaderful Organizations: How to Bring Out Leadership in Everyone (1st ed.). San Francisco: Berrett-Koehler Publishers, Inc. Studies, G., & College, G. (2019). Cultivating Your Leadership Capabilities. Retrieved 5 July 2019, from https://granite.pressbooks.pub/ld820/

This statement captures the paradigm shift that is happening in leadership today and the false dichotomy between followers and leaders that have existed for a long time. When Katz wrote his famous "Skills of an effective administrator" in 1955, he identified three key skills (technical, conceptual, and interpersonal) that distinguish successful leaders. At the time, leadership was “the art of influencing a body of people to follow a certain course of action, the art of controlling them, directing them and getting the best out of them.” (Leadership, 2019). Times have changed. The constantly changing environment presents complex problems and requires diverse perspectives in solving them. Instead of continuing with the “macho heroic” leadership approach, modern times calls for leaders who are adaptive to a constantly changing environment (Raelin, 2003). Rather than letting top executives be the only voice for an entire organization by being problem fixers and giving orders, modern time calls for a team approach to leadership that will maximize on the power of collective actions. I agree with Raelin, “there is room for compassion and collaboration” at all levels and in every industry.

Reference:

1) Leadership, E. (2019). Best-practices leadership, circa 1950s - Business Management Daily. Retrieved 18 July 2019, from https://www.businessmanagementdaily.com/8862/best-practices-leadership-circa-1950s

2) Raelin, J. (2003). Creating Leaderful Organizations: How to Bring Out Leadership in Everyone (1st ed.). San Francisco: Berrett-Koehler Publishers, Inc.

Servant leadership style suites me perfectly and it is best captured in this phrase, that “all aspects of society have leaders” p. 5. This style of leadership represents me well. First, all people come with diverse abilities and strengths. This acknowledgment opens doors of opportunities to recognize people for their unique contribution. Additionally, I am convinced that personal history influences the kind of leadership style representing someone. As the oldest child of six, growing up in a cultural environment that valued the opinion of men, older men in particular than women and children, transformed the kind of work I wanted to engage in. I learned early on, that, as long as I am the older person in the room, I am held accountable for how I react to the behaviors of my young siblings. I logically learned to be quiet and listen very well rather than being outward and vocal about my opinions. As a wife and a mother, I want to create an environment where my children can express themselves and find our home and family as a starting place in finding their voice in the world. My childhood experiences along with my hopes for the future and training along the way birthed strong characters such active listening, empathy, self-environmental awareness, and foresight, all which go hand in hand with being a servant leader. Commitment to putting people first is the most valued attribute of social work practice and servant leadership. However, outside the niche of the social services field, I would have a hard time fitting in with this kind of leadership style, especially in a fast-paced work environment where there is no much flexibility. Despite that, it is crucial to learn a variety of leadership styles for they are all useful at different times.