Category: Leadership

Leadership And Miracle

Abstract

In this paper, the author conducts a study on the Battles of Samaria and Aphek between Ben Hadad and Ahab. These battles, which were won by the underdog, Ahad, using less Soldiers and equipment, which was a miracle from God even though King Ahad was wicked and ignored God’s word, which showed showing God’s good grace and patience. The author shows how this battle was relevant to Merida’s writings in which Merida considers four key points from the battles, its relevance today as we continue to see miracles, and how leadership styles of the two kings should be avoided because we need to respect and honor God.

It is always nice to have someone that has your back in a tight squeeze and that is what Ahab had in the Almighty God in his two battles with Ben-Hadad. Ahad had, what some would consider, obvious defeat coming and the Lord turned this obvious defeat into upset victories using under qualified soldiers bringing meaning to the term “less is more.” The author would like to get an understanding of God’s handling of the battles as they pertain to the importance they had on Merida in his text, the relevance of today, and the importance in leadership for the author in current and future stages.

Brief Summary of the Battles

The Battle of Samaria and Aphek were to battles that took place in Israel between Kings Ben Hadad and Ahab. In both battles King Ahab was under manned and equipped and considered giving into King Ben Hadad’s demands, but a prophet from God advised King Ahad of what God’s plan was and that he would be victorious following God’s plan, which King Ahab did and witnessed God’s miracles. Even though Ahab was an evil King, he still received favors from God.

Importance on Merida

The author found that Merida’s writings in the text provided some information that would show us how not to be if we were kings. According to Merida (2015, pg. 159), “Ahad and Ben Hadad are living illustrations of how not to live. They show us what “the fear of the Lord” doesn’t look like.” The author found that the importance of these writings from Merida in the Battles of Samaria and Aphek showed four points; 1) live your life God’s way, 2) God shows grace to everyone even sinners to show he is real, 3) God has the power to overcome any and all obstacles, and 4) believe in God’s word. These four points were shown in the two battles where God took charge and showed his power over the Armenian Army for the weaker Army of Israel.

Relevance Today

How God’s power was shown in the two battles still show relevance today. As Christians we must trust the word and believe in God’s abilities to help and heal his people. I am sure that most of us had a miracle or two in our life that we could not explain or we can explain it because it was the work of God and we believed. According to Pawlikowski, Wiechetek, Sak, & Jarosz (2015), “Beliefs in miracles, among them in miraculous healings, have been present in human culture since its origins. They have attracted the attention of ordinary people, artists and thinkers. For centuries, many philosophers, theologians and scientists offered their interpretations of miraculous healings. In contemporary times we can also observe the debate about miraculous healings in the medical society.” Today this healing from God is needed more than ever with the current viruses and diseases going around and medicine does not seem to be finding a way for a cure, but God’s miracles are. Such is a miracle for a woman who wanted to conceive. According to Robson (2015), “A hospital in the UK, for instance, recently reported the case of a woman who had experienced long-lasting fertility problems. She then discovered that she had a tumour between her rectum and her uterus, but before doctors could operate, she finally conceived. All went well and a healthy baby was delivered – only for the doctors to find that the cancer had mysteriously vanished during the pregnancy. Nine years later, she shows no sign of relapse.” Importance in Christian Leadership

The Battles of Ben Hadad and Ahab are important to the author because it shows how we as christian leaders must be and lead our people. The two kings show us how not to be as Christian leaders. As leaders we need to trust in God’s word and live, work, and grow by his values in our current and future occupations while understanding what a Christian leader is. According to Castillo (2018), “I began the search to understand what a Christian leader is and found four key elements in sequence – Calling, or doing the will of God, Competence, or doing what you do well, Confidence, or knowing what you can do by yourself and what you can do with God’s help, and Character, or living a life according to Old Testament and New Testament character values.” Working in God’s favor will show patience in leading at work and training employees to become better employees. This attitude of Christian leadership may be passed down from employee to employee to show a relaxed and caring work environment. This trickle down effect was evaluated by Wang, Xu, & Lui. According to Wang, Xu, and Liu (2018), “Drawing on social learning theory, we hypothesize that the ethical leadership of high-level managers could cascade to middle-level supervisors via its impact on middle-level supervisors.”

Conclusion

As the author looked at the Battles between Ben Hadad and Ahab, the author recognizes the power of God and that all things can be accomplished through him. Even though Ahab was an evil king God still used him and blessed him showing God’s good grace to all, no matter what they have done. This was also recognized by Merida showing God’s power and God’s keeping of his promises. God’s miracles are relevant today as we can see that miracles are still being accomplished in individuals wanting to conceive. The Lord is working wonders all the time as Christians we must work in his favor. Then said Jesus unto him, Except ye see signs and wonders, ye will not believe. (King James Bible, 1769/2020, John 4:48).

References

1. Castillo, M. (2018), The Four C’s of Christian Leadership, School of Business and Leadership, https://www.regent.edu/school-of-business-and-leadership/news-events/the-four-cs-of-christian-leadership/
2. King James Bible (2020) King James Bible Online https://www.kingjamesbibleonline.org/Daniel-2-21/ (Original work published in 7169)
3. Merida, T., Platt, D., & Akin, D. (2015). Exalting Jesus in 1 and 2 Kings. B & H Publishing Group.
4. Pawlikowski, J., Et Al. (2015), Beliefs in Miraculous Healings, Religiosity, and Meaning in Life, Religions, 6, 13 – 1124, doi:10.3390/rel6031113
5. Robson, D. (2015), Health: Cancer: The Mysterious Miracle Cases Inspiring Doctors, Athena In formation Solutions, https://go-gale-com.ezproxy.liberty.edu/ps/i.do?p=STND&u=vic_liberty&id=GALE%7CA405549519&v=2.1&it=r&sid=summon
6. Wang, Z., Xu, H., & Liu, Y. (2018), “How Does Ethical Leadership Trickle Down? Test of an Integrative Dual-Process Model, Journal of Business Ethics, Vol 153, Iss 3, DOI:10.1007/s10551-016-3361-x

Impact Of Leadership In Science

Leadership is an exercise that boost the efforts of attempt of other people in attainment of success through social influence. Leadership develops from social influence. There are no particular personality traits, attributes or title that defines an effective leadership. Leadership requires a vision of success which is a goal so that they can influence others by maximizing the efforts to turn a vision into a reality.(1) . Leadership is about motivating people to do things which they have never considered themselves of doing. A good leadership can lead the organization towards success by thinking strategically on goals and strategy, granting resources and assessing the outcome. Leadership generates eagerness, loyalty and respect among people. Leadership is not about working on the top powerful position rather it is about guiding the person in powerful position.(2). Some define key characteristics of leadership is being able to present a vision which is the ability to see a big picture, empathy for society and peoples, self-confidence, determination to change or most importantly to start initial necessary change from themselves so that they make others willing to change for good cause. Most importantly, courage is necessary to take risks for the initiation of improvement in the people`s lives. Moreover, leader should be encouraging, supporting and courageous. That makes other willing to bring out the best in them which is more like challenging themselves to make better today than yesterday. Rewarding those who are doing better is also a characteristics of a good leadership.(3)

“Leadership is understanding the social situation finding its needs and working to meet the need of that situation.” Philip Selznick. Leadership is an important element as it finds the solution for numerous complications. It brings out the enthusiasm in all member of a group to attain goals together which would have been impossible by a single person. It brings many people together who have common goals and thoughts. To make it possible leaders informs about the goals to the people which attracts the interested one towards him and he motivates the group member for common goal uses the energy of that group members to attain that goal. Leadership is necessary in everyplace and everywhere. Different situation requires different types of leadership. In context of science, scientist achieve defined goals of shaping the behaviors of others without even making the group of people to work.

To be a leaders there are many things that they have to perform. At first, they have to make decision, brainstorm the strategies this is they think ahead, assess issues that are likely to happen. It is like preparing for the situation ahead that is likely to happen later. It is more like starting out for climbing the mountain, they have to think ahead and prepare for the necessary tools and equipment, prepare the route, study about the pitfalls and alternatives and finalize where they will wind up. There are lots of helping hands behind a successful leaders. In order to achieve goals compromise is a common activity among leaders when they attempt to confirm a delicate negotiation. They have to accept the request of others, manage and solve out the conflict in the workplace sometime create conflict in a healthy way so that it brings the better solution to a problem. They value the good work of the subordinates by giving rewards and motivating. In order to make a clear goals they give voice about the vision. If they create any problems while carrying out their vision they go for counselling and issue statement about decision. If they have to advocate about them and their action they take stands. A goal of a leader is accomplished because of the support and help from the followers. To consider the attainment of the goal with the help and support from the people as followers in the leadership activity the followers must be the willing individuals rather than victims, slaves or trussed puppets.(4)

There are not any defined capacities or qualities of good leaders. However, a leader with the following characteristics can be considered as an authentic leader.

• Being present: He is aware of the moment, connects with others, environment around people and present situation.
• Whole system awareness: He can see the big picture which is vision, give attention to details, and understand what is in the system what are interconnected with the system.
• Personal power: He can use the power to influence people to do activities that makes the world even better place.
• Suspension and letting go: He can analyze the situation, problems that may create and to postpone those activities.
• Compassion: He shows kindness and acceptance towards the hard work of the people.
• Dealing with dualities and paradoxes: He can think of the situation through multiple perspectives.
• Intention aligned with higher purpose: He has a passion for activity that has the greatest need in the world.
• Whole self-awareness: He knows what he is doing and observes owns activities from others point of view.
• Sense of humor: he is a light-hearted person. He does not takes others activities personally.(5)

After the capacities of the authentic leaders, leaders follow any one style from the following five leadership approach which are as follows;

• a. Trait approach: Those leaders who follow this approach rely on their intrinsic qualities, intelligence, self –confidence, determination, integrity, and sociability. They are mainly focused on leaders and does not take the situation into account.
• b. Skills approach: These leaders have technical skill, conceptual skills and human skills. They have problem solving skills, social judgemental skills high IQ, experience from many results, motivation to tackle problems, committed for a good social cause. Scientists are leaders are trained on skill approach and they are best at it.
• c. Style approach: Different leaders have different style of leadership. Style approach is further divided into six leadership type. They are as follows,

1. Commanding leadership: They want their followers to do as they say. It is usually useful when there is a problem in employees and crisis to change.
2. Visionary leadership: They explain their vision to the people and organize people to achieve the goal. It is suitable when a clear direction is necessary.
3. Affiliative leadership: They keep the people in their first priority, create peace and develop emotional attachment. It works best when there is a need to motivate team members in stressful situation.
4. Democratic leadership: They make people participate and apply their suggestion in decision making. It is useful when there is a need for everyone`s involvement in decision making.
5. Pacesetting leadership: They keep high expectation from others and want others to perform like them. It is important to form a highly motivated and competent team to get quick results.
6. Coaching leadership: They teach people to prepare them for future. To develop long lasting strengths in employee and to motivate them.(6)

d. Situational approach: Leaders choose different leadership styles according to the situation. They are directive and supportive. This type of leadership is mostly found among the researchers and students who are assistants to the researchers.(6)

Science is the process which is developed through the interpretation of experimental and observational data applying theories and models in a fixed logical structure. Science is based on the empirical, theoretical and practical knowledge about the natural world given by the scientists after observation, explanation and prediction of real world. Science is such a field that research and teamwork is vital. Leadership provides vision to any teamwork in science that formulates the way the team and the team members should go in order to achieve the goals. Leadership is prominent in order to lead the team to the right direction. In past scientific discoveries were made because of the willingness to search for the new answers. Knowledge and technique were passed from generation to generation in oral tradition. Person who seek for the new answer led to the research and they were their own leaders. They worked to get the answer without knowing what the answer would be. Many of the scientific discoveries not successful as they did not achieve the goals. The leadership approach of that time was trait approach till 12th century. After that scientists shifted their focus from Aristotelian natural philosophy to chemistry and biological sciences (botany, anatomy, and medicine). The scientific way traditional consideration changed to the emphasized experimentation and reason. There were not many discoveries and development during those period. Thus leadership is one of the key factor that would lead to the success of the team and the research.

But after 19th century Science became professionalized and institutionalized, it started to be incorporated in the society and its knowledge grew in the society. After that scientist adopted skills approach of leadership. Many of the scientists were successful like Nicolaus Copernicus for heliocentric model of solar system, James Clerk Maxwell developed single theory of electromagnetism, Big Bang Theory by Gorges Lemaitre. During the world war II nuclear fission developed by Otto Hahn was practically applied for radar and atom bomb development. Chien-Shiung Wu became the leader of the Manhattan Project by applying the skill approach and became successful in separating uranium metal into U-235 and U-238 isotopes by gaseous diffusion. In chemistry, scientist applied the skill approach of leadership and they studied the work of the previous scientists, the major breakthrough was the physical modelling of DNA structure by Francis Crick 1953, Miller –Urey experiment in the understanding of the basic constituent of proteins and simple amino acids. In Geology, scientists only studied about the one part like about the rocks but with the leadership that emerged from the team work they have developed plate tectonics. Now they study the Earth as a planet.

In biology and medicine the research and science were mainly focused on the curiosity of the researcher like Louis Pasture develop Rabies vaccine and invented pasteurization to prevent the spread of disease from food. In 20th century Human genome project was successful and practical because of the team work. They applied situational approach of leadership. In ecology, scientist followed the view of nature in general (Darwin`s Theory). But later in 1930 Arthur Tansley and other developed the ecosystem ecology field with physiological concepts of energy and techniques of field biology that is still in progress and application. This was successful because of the visionary leadership. In social sciences, scientists applied the situational leadership skills to use the successful scientific method into physical science. In political science, scientists studied the behavior of the people, the king, the state, the government superintendents, courtiers, enemies, invaders and cooperation in group in interactive and linear way and they were successful in determining how the political world works. They were successful in their study and research which is still in use to make the comparative political analysis, peace studies and conflict analysis. In terms of linguistics science, scientist only studied the differences between the different languages. But now that way of study has been changed and scientists work in a team to determine how languages change over time by the collaboration between linguistics and other disciplines.

In recent decades, science has moved forward and has advanced in several ways. People of modern age are almost dependent on the science and its discoveries. These success are possible because the leader in the different sector of science applied various leadership skills when and where necessary to lead people to such discoveries. Science has advanced in every field like in physics, chemistry, biology, geology, economics, astronomy, medicine, ecology, psychology, sociology, anthropology etc. The credit of development is because of the leadership and teamwork. Of course the science is a research and innovation the top talented person are believed to perform better. Leaders are scientists who have completed many research, learned from the experience and result, have enormous knowledge about the subject, studied the subject deeply. They have understood the possible conflict that might arise between the team members, within team. They understand the conflict in the workplace and deal with it, manage conflict as a leader so that none of them have to lose like win-win for everyone. Though there might be the conflict they motivate and encourage everyone so that the team becomes productive to get the fruitful results and achieve goals. They have studied the environmental and social condition and understand the problems and outlined the solution. Main thing is that they develop the vision of the solution. In order to get the solution he alone is not enough, so that he presents his vision to get the attention and enthusiasm from the possible followers and team members who have the similar goals. Study has shown that the scientists are determined, consistent, have skills, good communication approach with the team members and other people. Now a days, scientists work in various government and non-government they certainly have positional power and develop numerous network which they can use to inspire and motivate followers. Scientist are most importantly determined persons they rely on facts and experiment. They have developed certain power of influence with their works and contribution to the society. Nowadays, scientists create and maintain vision that can inspire several people. Overall nowadays scientists follow skilled and situational approach of leadership with a well study and analysis of the effect of their act and activities, others person point of view.

Moreover, networking is the foundation of new innovation. Like Prof. Nicki Packer who was a talented person was looking after her children after being mother leaving the science and research field. But due to her talent, passion for research and due to her earlier work she had founded many network she was able to come back to the research and played an important part in being a leader and a team member to establish Australian Proteome Analysis Facility. She is working on the application of glycans, their roles on cancer, therapeutics and microbial infection. She is an example of skill approach leadership that led to such discoveries and innovation. She is a leading leader in bioinformatics and biochemistry.

Another perfect example of leadership approach that lead to the foundation of innovation is Assoc. Prof. Joanne Jamie. She used the soft communication skills respecting their ethics and moral to influence lots of Aboriginal people to take and promote education through coaching leadership. Aboriginal people wanted their children to study like other children but their tradition and culture did not allow that. In such situation Joanne Jamie gave vision to them. She used the real situation to change the perception of those people to go to the hospital. She inspired and influenced them for the good cause. She is working in the discoveries of the medicine. She studied the environment of the Aboriginal people, their problems and went to help them with the vision respecting them. She did not let to arise the ethical issues as she respected their way and culture. Ethics is an important part while considering the innovation and research. She is a successful leader leading an inspiring innovation. It shows that scientists regard question about values and science is relevant to make moral and ethical decision.

Ethics are the important part in research and innovation. One has to responsible while conducting the research. They should not harm any living beings to get their work complete neither they should forget the moral dimensions. If a leaders is thinks ethically and works on the same way then he has many opportunities for the effectiveness of his work. He gets support from every place and everyone.

Another important trait of leaders in science that lead to the success in the innovation of science field is Building and maintaining of the team. Science is about research, skill and talent. It is a competitive field as well. Every day there is news about the new discoveries and new way to see a certain phenomenon. In such environment to get the top result in no time leaders must chose his team members wisely those who share the common goals and vision and are, motivated towards the goal. To get the best people as the team member one has to have good method to influence them. They have to engage proactively with the people, should keep their ego aside, make the team interactive so that opinion from different points of view can be understood, show they empathy , build coalitions and alliances with the team members, provide reciprocation, encourage commitments and consistency, building trust and relationship with the team members, led by example and being influenceable. Dr. Amin Besehsti used such approach to get the best team members in his big data project. He is Successful in his vision.

To be successful the nature of the vision of leaders play an important roles in achieving the goals. That is their vision should be achievable. It should have the characteristics of SMART. It should be specific so that the probability of attaining success will increase. The goal of the vision should be measurable that is it should state the time when it is going to complete. The goal should be attainable that is realistic, with the investment of time money, effort it could be achievable. The goal should be relevant to the field, research and the goal of vision. Time is everything, so the work to achieve the goal should be timed. Deadline to the goal should be set, and the work that needs to be done within the deadline should be completed in time rather than procrastinating. After applying all the smart rules in vision it will be easier to attain clear and realistic goals.

In the other hand, Scientist are human too. To reach to the conclusion, they make mistakes while analyzing and recording data or they even fake data which is a scientific fraud. But these fraud and errors can be pointed out by its principal of verification of independent replication of data. It’s the beauty of science. Thus, Leadership is very crucial in science. Leaders in science should have tremendous amount of patience to understand the details. Science can help to predict about the outcomes of the various actions which provide the deeper view of the consequences of the actions of our choices. Science can help to respect values and make moral and ethical decisions. Science has its own importance. Absolute honesty is necessary about the obtained data in science. On resolving logical contradictions intellectual honesty is necessary. Science is such a field where new evidences are common, so for the contradictory evidences scientist should be open and ready to modify their ideas. These are considered as the important values in scientist to progress science.(7). Negotiation is also crucial part in research to get the resources for research, to fit, support and to get the strategic position for personal and career development. Negotiation can help both the researcher and the research institution. For organization negotiation can help to prevent further negotiation which could arise due to the perceptions of injustice or dissatisfaction after establishing structures and systems that are comprehensible and transparent to researcher. While for the researcher it can led the organization to act more flexible and efficient as well as organization can facilitate for relieving the fear and worries of speaking out and initiating behaviors. This could be fruitful to work cooperatively between the researcher and research institution or organization(8)

Hence, to conclude leadership is of various types and different types of leadership approach is suitable in different situation. Leadership is an ability to influence relation or behavior of other people.(9) Now, the scientific ideas and knowledge are shared all over the world right after the finding of such ideas which is possible because of the good leadership in different branch of science. Leadership role brought science to this position today. The vision and thinking presented by the leaders are inspiring and motivating that grabs the attention and interest of many peoples. Unlike previous forms of science where the leaders researched because of their own personal interest. Nowadays, leaders research in their field after understanding the need and situation of the society. So that their work can at least minimize the certain existing problems. The right direction provided by the right leadership in the scientific field lead to the innovation in scientific fields. The achievement in science is the result of the good leadership. Leadership skills are developed over time they are not gifted. Leaders develop their distinct character of honesty, integrity, self-confidence, inspiring qualities, committed, passionate, good communicator, creative and innovative and showing empathy. Leaders have directed towards innovation after learning, teaching, observing, practicing and training nurturing and developing their vision.(10)

References

1. Kruse K. What is leadership. Forbes Magazine. 2013;3.
2. Lawn J. What is Leadership? Food Management. 2013;48(8):6.
3. What is leadership? Journal of Pediatric Nursing. 2006;21(6):456-7.
4. What Is Leadership? Princeton
5. Oxford: Princeton
6. Oxford: Princeton University Press; 2010. 18 p.
7. Avolio BJ, Gardner WL. Authentic leadership development: Getting to the root of positive forms of leadership. The leadership quarterly. 2005;16(3):315-38.
8. Bjugstad K, Thach EC, Thompson KJ, Morris A. A fresh look at followership: A model for matching followership and leadership styles. Journal of Behavioral and Applied Management. 2006;7(3):304.
9. Quinn H. What is science? Physics Today. 2009;62(7):8-9.
10. Reif JAM, Brodbeck FC. Initiation of negotiation and its role in negotiation research: Foundations of a theoretical model. Organizational Psychology Review. 2014;4(4):363-81.
11. Elson P. Recommended reading: Introduction to Leadership: Concepts and practice by Peter G Northouse. Nursing Management. 2009;16(3):9-.
12. What are the characteristics of a good leader?(Quo Vadis?). (2012). Clinical Chemistry, 58(12), 1736.

Leadership And Teamwork Satisfaction

Teamwork between individuals in a firm are foundations for corporations. Assembling efficient teams can increase productivity, achieve higher synergy and gain broader perspectives. Nevertheless, teams are not always effective; it’s benefits can only be reaped if the group has trust, common goals and compatible personalities necessary for achieving high performance.

THE SITUATION

The article, ‘Leading in Hostile environment’, presents difficulties in leadership in an unamicable environment. “Medical One… largest multispecialty healthcare practice” having “numerous regional clinics… employed more than 13,000 employees… 900 physicians” were bought by “Healthcare Plus… smaller but more financially sound practice” (page 1). Though Medical One was in a financial crisis where debts overrun income, the employees of Medical One were still resentful to being purchased by a smaller company. The two company’s differences in practice, with Medical One, priding themselves for “providing extremely high healthcare services” and Healthcare Plus rumoured being cost-cutting orientated, further fuelled a feeling of bitterness in Medical One employees as they believe that “lower costs equates to lower-quality health care” (page 1). Hence, the merger resulted in Medical One’s employees feeling angry and misplaced, affecting the efficiency and performance of teamwork with Healthcare Plus employees.

CREATION OF INGROUPS/OUTGROUPS

The different opinions of how a healthcare company should run, created ingroups and outgroups between the employees of healthcare Plus and Medical One. Ingroups are formed when individuals are able to define themselves within a group (Otten & Epstude 2006). Employees of Medial One have defined themselves in terms of their history (working for Medical One) and having the same perception of the quality they must provide (Otten & Epstude 2006). Additionally, Medical One employees’ firm belief that cutting costs means reducing quality of service (whereas Healthcare Plus believed that cost-cutting is necessary), created difference in moralities (principles distinguishing right and wrong). This morality-based ingroups, expressed by Weisel and Bohn in article ‘“Ingroup love” and “outgroup hate” in intergroup conflict’, will result in stronger emotions and intolerance towards outgroups (Weisel & Bohm 2015), presenting the ‘us’ vs ‘them’ mentality. A more apparent display of negative emotions towards the perceived outgroup members is seen as (Healthcare Plus employees) they avoiding to support the ideas they presented (Weisel & Bohm 2015) – ‘many of the managers were resistant to the ideas’ (page 3). This division, between members of the group, results in tension and hostility.

5-STAGES OF GROUP DEVELOPMENT

This divided relationship between members will also prolong the storming stage of the 5-stage model of group development as each group will be more assertive of their opinions (Weisel & Bohm 2015; Toggl n.d.). Increased number and magnitude of conflicts will be seen, as they don’t possess acceptance and collaboration necessary to move on to the norming stage (Abudi, G. 2010).

FACTORS EFFECTING TEAM EFFECTIVENESS

Although the scenario presents a group setting, many theories regarding teams are also applicable.

Context

A healthy climate of trust is absent in this group as there are segregation of beliefs between Medical One and Healthcare Plus employees. This mistrust roots from Medical One employees fearing Healthcare Plus’s lower cost policies will result in lower quality of health care, making them lose their reputation of having high quality services. Mistrust between members will lead to cautious activities (concerned others will take advantage) and deteriorates good decision making (Shagholi et al. 2010). Members will be less willing to take risks and commit to leader’s goals, leading to inefficiencies in performance (Robbins et al. 2016).

Process

Hostility between members were formed as factors e.g. having a common purpose, specific goals, team efficacy, team identity, team cohesion and similar mental models, were impaired.

Due to team disarray and interpersonal conflicts, a common mission is not developed, hence clear establishment strategies regarding what needs to be completed and how to improve, were not present. These interpersonal tension and no common goal, encouraged a divided feeling; resulting in low team efficacy and non-cohesive members (Robbins et al. 2016; Hirokawa & Rost 1992).

The mental model of believing “Lower costs equates to lower-quality health care” from personal experiences in Medial One, also makes the group’s performance suffer (Page 1); as employees are fighting over how to do things, instead of what to do – seen in argument. Medical One’s biased mindset, resulted in both extensive task-based conflicts and interpersonal conflicts with Healthcare Plus, disrupting possible progress. Task-based conflicts is seen as there was no agreement to solutions and interpersonal conflicts are also present as resentment was felt after becoming acquired by Healthcare Plus. (Robbins et al. 2016)

COMMON GOALS

Groups are defined as interacting and interdependent individuals, achieving particular goals. A common objectives accepted by all members of the group are essential – seen in the definition. Having a common, specific yet challenging goal would increase employee motivation and commitment to an organisation (Troselius 2017; Latham, 2004). It would also allow members to develop respect and fellowship as they have a clear purpose, enabling them to have better conversations regarding how to reach this goal. An element to solving the team’s hostility issue.

COMMON OBJECTIVE:

• Define the manager’s roles

In order to have successful teamwork, manager roles (expectation of behaviour from occupying position) must be well-defined. Since role perception and role expectations are different, (e.g. manager of Medical One might define her role to be facilitating high-quality services regardless of cost; whereas managers at Healthcare Plus could define their role as to inspect costs) these misconception must be addressed. As members have experienced different norms in both companies, they would have different outlooks and standardised behaviour towards the treatment of patients and the usage of inventory (Robbins et al. 2016). Thus, common understanding of their roles are essential.

• Critically evaluate and discuss opinions of each member

Colleen and her 14 managers should focus on brainstorming decision-making techniques instead of interacting group decision-making technique they currently use. The brainstorming decision-making techniques is an idea-generating process where ideas are encouraged and criticism is withheld. Allowing each manager to speak and argue their points without any interruptions or worry that others may immediately reject. Interacting group decision-making technique, is where members meet face-to-face and interact using verbal and non-verbal methods (Robbins et al. 2016). This is not a preferable in this situation as this method increases potential for interpersonal conflicts (Hirokawa & Rost 1992).

• Create positive group norms (acceptable behaviour shared by members)

Developing positive norms within groups, as Terry and Hogg have proved in their research article ‘Group Norms and the Attitude-Behavior Relationship’, perceived norms within groups can predict subjects attitude as well as promot conformity (Terry & Hogg 1996). Group norms must promote an common identity, respect and a sense of equality and trust. Medical One employee’s feelings of distrust, bitterness and resentment may be resolved if these norms are able to be successfully implemented; increasing worker satisfaction and delivering better quality of patient-care (Shuffler et al. 2018; Babiker 2014).

• Increase communications to build a common identity

Increasing communication helps resolve conflicts and develop a climate of trust amongst the members, necessary for high performance as the group can achieve team identity, cohesiveness and dilute disunity. Common group identity (collective characteristics or traits) developed will enhances self-esteem within the group and also collaborations (Dawes, Van De kragt & Orbell 2002; Gaffney & Mahajan 2010)Effective teamwork is especially essential in the healthcare industry as it’s outcomes will be immediate and positive in effecting patient safety and practice of quality (Babiker 2014).

• Focus on formulating plans to decrease cost without compromising on quality

Having a common goal aimed at satisfying both Medical One employees’ pride of providing high quality services and the evident need for Cost management is essential for the growth of this company. Once hostility and prejudice is ceased (as above objectives are achieved), the formulation of a common plan to reduce costs and wastage will be easier. Members are likely to be more reasonable and cordial. Allowing proper evaluations of issues and movement to the norming stage of the 5-stage model of group development.

LEADERSHIP THEORIES

The contingency theory states that there is no best way layout to lead an organisation (Flinsch-Rodriguez 2010). It states that situational factors will affect how effective leadership style are and follower’s proactivity will affect whether leader extraversion will increase follower’s performance (Robbins et al. 2016). This theory includes the Fiedler’s Model and the path-goal theory.

Fiedler’s model implies that a group’s effectiveness depends on whether a leader’s style of interacting with subordinates is compatible with the degree to which the situation gives the leader power. With effectiveness of the type of leadership (task-oriented or people-oriented) depending on whether the situation is favourable. In favourable and unfavourable situations, task-oriented leaders will have better performance, whereas in moderate situations, relationship-oriented leaders will produce better performance (Peters, Hartke & Pohlmann1985). Situational favourableness depends on: leader-member relationship, task structure and Leader’s position power. (Robbins et al. 2016)

Colleen’s group is currently in unfavourable situation – having a strained leader-member relationship, no defined task structure and no apparent authority to reward or punish – Colleen should adopt a task-oriented behaviour. As the company currently needs specific decision making to make progress, a task-oriented leader would be more suitable as they can better organise teams and projects, getting the job done without worrying too much about rapport. (Business balls 2019; Expert Program Management 2019; Cruz et al. 2011).

Path-goal theory states that leader’s job is to assist followers in attaining their goals and to provide necessary direction to ensure that their goals are compatible with overall mission. This theory expresses that appropriate behaviour (directive, supportive, participative, achievement based) taken by manager depends on the characteristics of the followers and environmental factors. Characteristics of followers include worker’s authoritarianism, locus of control and ability, whereas environmental factors includes whether tasks are structured, organisation’s formal authority system is satisfying and the group is supportive. (Robbins et al. 2016)

In Colleen’s situation, her followers are low in authoritarianism (increasing trend in western countries abandoning hierarchal management styles with an empowering approach), internal locus of control (Reltz and Groff’s paper found that developed countries have high internal locus of control) and high ability (assumed, as all are competent managers), colleen should develop a supportive role (Meyer 2013; Reltz & Groff 1974). Additionally, having environmental factors of unstructured tasks, dissatisfying formal authority system and work group lacking social support, a supportive leadership style would be necessary to stimulate and advocate progress (Robbins et al. 2016). Thus an supportive yet tasked-based leadership style must be adopted.

The contemporary theory of leadership includes transformational leadership and authentic leadership. Transformational leadership refers to inspiring followers to transcend their personal interests for the sake of the community, but it also includes transactional qualities of guiding employees in the direction of an established goal. Allowing original employees of Medical One to envision a direction for this company and feel stimulated to work towards it. (Robbins et al. 2016)

Colleen should also strive to be an authentic leader. An authentic leader is one who treats their employees well, creates ethical environment and performs corporate social responsibility acts. Creating trust in their employees through having integrity, benevolence and skills, resulting in increased risk taking, group sharing and productivity. This is essential for Colleen, as she needs to be trusted by the former employees of Medical One to break this barrier of division (Hakanen, Häkkinen, & Soudunsaari 2015). Able to energise followers, developing trust, engagement and performance, reducing hostile team environment (Pless & Maak 2011) and having employees receptive to her ideas, decisions; trusting her ability and intentions. (Robbins et al. 2016)

CONCLUSION

As this merger complicated the relationship between the employees of the two medical care companies, Colleen needs to ensure that the apparent division in her team are dissolved and there are no hostility in the work environment. Colleen can do this by taking on a task-orientated but supported leadership style. Also becoming an authentic and transformational leader, attempting to present clear directions, while reassuring and encouraging cooperation, is also essential for good productivity and performance.

Self Assessment Of Leadership Profiling

ABSTRACT

The quest to understand leadership, across various sectors and disciplines, has meant that the body of existing literature is vast. After decades of research a generally accepted, comprehensive theory of leadership appears to elude us

Whether you seem to be a “born leader” or are uneasy with the role of leader and need to develop leadership skills methodically, you will discover valuable insights through a self-assessment. You will want to examine your following abilities: Skills Traits, competencies Experience.

Since the days of the ancient Eastern and Western philosophers, such a rigorous self-assessment has been seen as the starting point for success. (Td.org, 2019)

INTRODUCTION

Among many demonstrable skills, physicians are expected to capably lead healthcare teams or other professional groups, be effective team leaders of other physicians and medical personnel, lead clinical care teams in decision making, and take responsibility for outcomes. Leadership skills are even pertinent to the technically based domains, for example, leading multidisciplinary teams or programs addressing neuro critical care, brain tumors, and complex spinal disorders. Leadership and the development of leaders has been a primary research focus in the social sciences for over a quarter century. It has been well documented that leadership development programs can increase the transformational leadership behaviors of trainees. Personality also plays a key role in leadership behaviors, as well as leadership development, and impacts their effectiveness. Researchers therefore suggest that personality assessment informs leadership development initiatives. (OUP Academic, 2019)

LEADERSHIP TOOLS

1) Strategic Thinking

Chess players know that, in order to win, they must outsmart their opponent by thinking several moves ahead. A chess player has to see where they want to move and anticipate where they’re opponent is going to move well in advance of taking action. This ability to think strategically is a skill that business leader need to have as well.

By thinking strategically, you can effectively plan ahead and identify how you will respond to a variety of situations including movements in your team, rising concerns, opportunities for advancement, or new competitors entering the market. While every leader is different, there are some must have skills for strategic leaders.

2) Decision Making Skills

We make decisions every day. Situations that require a decision, both big and small, can seem to creep up on us or can come at us, fast and furious. Sometimes, the decision is small and has no major impact on our daily lives. Other decisions are major and will not only impact our lives but the lives of our employees as well. Experts suggest that utilizing some simple apps could help improve your decision making skills.

3) Conflict Resolution Skills

Conflict is a natural part of any relationship, working or personal. Resolving conflict is a learned skill and one that can be taught, developed, and refined. A study by Purdue university found that students who have hands-on learning experiences gain a deeper understanding of the concepts that are being taught. Attending a conflict resolution workshop can provide you with experience in a controlled environment so that you can better handle difficult and uncomfortable situations, and work towards a positive resolution.

4) Team Building Activities

Seventy-five percent of employees rate teamwork and collaboration as very important. Yet, 86 percent of employees and executives blamed a lack of collaboration or ineffective communication as the reason for workplace failings. A good leader recognizes that they are only as good as the people that surround them. Instituting teambuilding activities allows teams time to bond together as well as provides an opportunity for them to decompress from their jobs for a few minutes.

TRAIT THEORY

The trait theory of leadership focuses on identifying different personality traits and characteristics that are linked to successful leadership across a variety of situations. This line of research emerged as one of the earliest types of investigations into the nature of effective leadership and is tied to the “great man” theory of leadership first proposed by Thomas Carlyle in the mid-1800s.

Rationale

According to Carlyle, history is shaped by extraordinary leaders. This ability to lead is something that people are simply born with, Carlyle believed, and not something that could be developed. Carlyle’s ideas inspired early research on leadership, which almost entirely focused on inheritable traits.

• Certain traits produce certain patterns of behavior.
• Patterns are consistent across different situations.
• People are ‘born’ with leadership traits.

Leadership Traits

While the list of leadership traits can vary by whoever is drawing up the list, a recent study from Spain outlined behavioral traits that separated lower-level supervisors from higher-level supervisors. According to the researchers, the traits most commonly associated with great leadership include:

• Intelligence and action-oriented judgment: Great leaders and smart and make choices that move the group forward.
• Eagerness to accept responsibility: Strong leaders take on responsibility and don’t pass the blame on to others. They stand by their success and take ownership of their mistakes.
• Task competence: A great leader is skilled and capable. Members of the group are able to look to the leader for an example of how things should be done.
• Understanding their followers and their needs: Effective leaders pay attention to group members and genuinely care about helping them succeed. They want each person in the group to succeed and play a role in moving the entire group forward.
• People skills: Excellent interpersonal skills are essential for leading effectively. Great leaders know how to interact well with other leaders as well as with team members. (Verywell Mind, 2019)

LEADERSHIP PROFILING

The Leadership Requirements lens organizes the Profiles through three focus areas, described at increasing levels of proficiency. The focus areas are:

• Vision and values
• Knowledge and understanding
• Personal qualities, social and interpersonal skills

How you operate as a leader depends on more than just your experience. The Leadership Emphasis lens organizes the Profiles into four focuses. Each focus describes a leader’s actions as they lead as

• Operational
• Relational
• Strategic
• Systemic

DEFINING PERSONAL ATTRIBUTES

In retrospect, I noticed two styles have been my signature almost throughout my personal and professional outlook. Doing these self assessment studies (self profiling), it not only showed my greatest strengths, but also it exposes my biggest stumbling blocks, I trust self intro spection both for my strengths and weaknesses (R. and Gerhardt, M. 2002). My profile showed that I am significantly lower in capacity for self direction and relatively have good creative and innovative qualities. Drive and determination proved to be my best behavioral trait.

In the process to encourage oneself and reflecting on the qualities of leadership and defining personal attributes by doing daily actual assessment tasks, I found myself one step forward in understanding my potential as a transformational leader. The vision to recognize and knowing the career advancement is being cleared with these assessments.

Leadership was defined in many meanings by researchers and it showed that leadership was indeed plays an important role in today’s organization. Although there have been many different theories and definitions of leadership. Since it is suggested by previous studies that principal of leadership is the key to improve one’s achievement, it is important that we continue to investigate what type of leadership is most effective for the organizations (Knab, 2009).

PERSONALITY TRAITS

• Being a leader honesty and responsibilities are the vital qualities.
• Adaptability and compatibility are great traits that can help you get along with others.
• Drive and determination will help you keep going no matter what.
• Compassion and understanding mean you relate well to others.
• Patience is a virtue and also a good personality trait.
• Courage will help you do what’s right in tough situations.
• The Leader must be a loyal to their all team members and trustworthy. (Your Dictionary, 2019)

Conclusion

As learning the various traits of the leaderships, I have noticed qualities and weaknesses in myself. There were four major factors that must be practiced by the leaders that wanted to commit in Transformational Leadership. The first factor was Charisma which emphasized on the characteristics expressed by the leaders that can attract and retain the employees through their persuasive words and actions. The second factor was Inspirational leadership which was defined as a sub factor within charismatic leadership behavior. The leaders that commit in this leadership have the capability to motivate and influent others through the emotional qualities. The third factor was Individualized Consideration which means that the leaders concern for the needs and development of each employee and they respect the dignity of each employee. The last factor was Intellectual Stimulation which implied the intelligent of leaders in problem solving. They encourage the subordinates in asking question and explore the potential of employees to be creative.

REFERENCE

1. Td.org. (2019). Leadership Self-Assessment. [online] Available at: https://www.td.org/insights/leadership-self-assessment .
2. UKEssays. November 2013. Literature Review on Leadership Theories. [online]. Available from: (https://www.ukessays.com/essays/management/study-on-leadership-theories-management-essay.php?vref)=1 HYPERLINK ‘https://www.ukessays.com/essays/management/study-on-leadership-theories-management-essay.php?vref)=1)’HYPERLINK ‘https://www.ukessays.com/essays/management/study-on-leadership-theories-management-essay.php?vref)=1)’ HYPERLINK ‘https://www.ukessays.com/essays/management/study-on-leadership-theories-management-essay.php?vref)=1)’) .
3. Eprints.mdx.ac.uk. (2018). [online] Available at: (https://eprints.mdx.ac.uk/7957/9/Appendix_3_Review_of_the_Leadership_Literature.pdf)
4. Aitsl.edu.au. (2018). Leadership Profiles. [online] Available at: (https://www.aitsl.edu.au/lead-develop/understand-the-principal-standard/leadership-profiles)
5. En.wikipedia.org. (2018). Leadership. [online] Available at:(https://en.wikipedia.org/wiki/Leadership)
6. YourDictionary. (2019). Examples of Personality Traits. [online] Available at: https://examples.yourdictionary.com/examples-of-personality-traits.html [Accessed 28 Aug. 2019].
7. Hanna, D. (2019). What 6 leadership behaviours drive commitment & results?. [online] Inside HR. Available at: https://www.insidehr.com.au/what-6-leadership-behaviours-drive-commitment-results/
8. Anon, (2019). [online] Available at: https://inside.6q.io › qualities-that-define-a-good-leader.

Experiencing Social Work Leadership Through The Story Of A Social Work Leader

Social Work is a dynamic and ever-changing field which over the decades has evolved and melded itself around so many facets of not only individual’s lives, but communities and countries, with the aim of illuminating, enhancing and attending to social issues for a better collective wellbeing.

This essay concerns itself with identifying a leader in Social Work and the analysis of the leadership style and values this individual possesses which has enabled them to become the leader they are recognised as. The leader this writer has chosen for the purpose of this essay, well-known and regarded as a pioneer in the field of Social Work, Mary Ellen Richmond. The rationale for the writer choosing this leader in Social Work took several deciding factors into account:

1. Drawing on the writer’s understanding that Social Work is a multifaceted profession, which encompasses so many skills, theories, lenses and trains of thought from various disciplines, that a leader in this field would most definitely demonstrate equally multifaceted attributes.
2. The writer wanted to identify a female Social Work leader as the writer identifies that gender roles and stereotypes are still an apparent social issue in contemporary settings.
3. The writer wanted to focus on an individual that did not come from a wealth or background of academia, but rather someone who had lived experience, as the writer identifies through her own professional practice in Social Work, that a lived experience is invaluable and is not always something that can be gained from pages in a book.

Mary Ellen Richmond as Agnew (2004, p.5) defined, was a leader, theorist and teacher in the field of Social Work, with Mary citing that research needs to occur before a diagnosis can occur, it was with this in mind that Mary developed the content and methodology for diagnosis, defining that the care of an individual needed to focus on the individual within their situation. Mary called this diagnostic, ‘Social Diagnosis’ (Richmond, 1917 p. 26). Specifically, Mary developed a circle diagram demonstrating the interaction between individual and their environment. In this, she identified six sources of power which are available to the individual and their social worker; these can be found within the individual themselves, in the home environment, community and agencies. This diagram and its sources were perhaps the precursor for Systems Theory, which was developed further by Brofenbrenner (Harms, 2010 p.10) and is actively used in contemporary Social Work practice.

By Mary’s approach to research, she was able to give the clients of Social Work a voice, which is ultimately the cornerstone of advocacy in our modern day Social Work practice. Through this approach she uncovered a new area of social research, which instructed Social Workers on information gathering, interview methodologies, establishing rapport and conducting conversations. Her second publication “What is social casework?” introduced and unpacked the methodology around learning from cases, providing several practice situations (case studies in our modern practice) and focused on the psychological elements of a client’s situation. Mary’s social casework methodology was aimed at the resilience of the individual and involving them in the process of resolving their situation (Richmond, 1922 p. 88).

The writer can clearly identify these elements in the fundamental social work theories of psychodynamic, strengths, critical and task centred and their application in practice, given the familiarities with regard to information gathering, identifying strengths, unpacking interactions and understanding what will elicit change.

Mary’s research and subsequent publications were fundamental in providing social worker’s casework with strong professional presence, something that is still an issue the Social Workers advocate for in contemporary practice. It cannot be disputed that Mary’s research and application has set the path for modern day social work. Her leadership in the field not only created a voice for the client, but a voice for Social Work as a profession.

This writer has determined through literary analysis, that Mary adopted more than one leadership style in her research and practice, these are identified as:

Transformational

Mary demonstrated inspirational motivation by taking the individual into consideration in her work. She was radical in the sense that she wanted to look at things differently, she earned trust and advocated for those without a voice but also motivated others to do advocate for themselves also. An example of one of these contributions was her research and publication of “Nine Hundred Eighty-five Widows”, which researched families and the financial resources of widows and how they were treated by social welfare systems (Richmond, 1913). Armed with this research, she went on to fight for legislation for deserted wives (Agnew, 2004 p. 113).

Authentic

As touched on earlier, Mary came from humble beginnings, which provided her with authentic lived experience which prompted her research; specifically being orphaned at 7 years old and raised by her widowed Grandmother, who was an active advocate for women’s inequality and suffrage and taught Mary the fundamentals for critical thinking about those who were disadvantaged (Agnew, 2004 p.8). It is apparent that Mary had a genuine interest in improving the quality of life for others and demonstrated this through relational transparency – in that she shared information openly and genuinely in order for it to be a foundation of practice to be utilised, challenged and improved upon (Gardner, 2016 p. 159).

Complexity theory

Mary is considered a visionary for her research and practice, and the writer identifies the complexity theory of leadership in her style in that she relied upon critical theory to identify all aspects of a social worker’s role in an individual’s life. This can be demonstrated once again with her research into widowed and abandoned wives and the application of her ‘Social Diagnosis’ diagnostic tool and the understanding of all the elements that interact within an individuals life and aligns with Uhl-Bien and Marions (2009, p. 3) definition of complexity theory as a leadership style which conveys strong interconnections.

Feminist

Unequivocally, another of Mary’s leadership style’s had a feminist lens, purely on lived experience alone, Mary was home schooled educated by her grandmother and aunts (Agnew, 2004 p.8) and was exposed to critical, feminist viewpoints regarding the treatment of widows. Her research was spurred by a letter from the Charity Organisation Department of the Russell Sage Foundation, requesting particular attention of the methods in which widows with children were treated. Armed with her research of 985 widows, Mary was able to apply her diagnostic social work tool and ascertain the adequacy. Further, Mary examined family-by-family, which provided a ratio, however she also measured the care – something not easily expressed by numbers, her term being ‘relief’, but something she hoped could be utilised to encourage better practice (Richmond, 1913 p. 7-9).

Montalvo’s (1982) study into the ‘third dimension of social casework’ states that Mary’s conceptualisation of family group therapy set the path for clinical practice, which was only realised some thirty years on and we see shades of it in applying our Systems (as mentioned), Strengths and Critical theories, today.

Mary’s approach looked at the empowerment and recognised the importance of what a family can do/achieve, learn, enjoy and feel which will help them. From the beginning, Mary’s diagnostic assessment questions related to the family unit’s relationships, values and goals, but at the same time did no detract from the individual of focus and their interactions with the unit. Many of the diagnostic questions remain familiar to contemporary family functioning therapy, which can be found in the appendices of Richmond’s (1917, p. 457-464) “Social Diagnosis”.

The reader identifies that Mary’s research and practice has undoubtedly created the foundations for modern systems therapy practice, despite the influx of the psychoanalytic phase of casework, which occurred with Freud’s research into human behaviours and the like, however, Montalvo’s (1982, p. 104) study stated that Mary’s work may have “prophesised” the development of family psychology and its treatment. Not only has Mary’s published theoretical works significantly impacted change for the importance of the recognition od professional social work and its methodologies for application, her research underpinned many of her advocacies and lobbies to address legislation for social change– particularly those issues affecting women and children.

Mary’s quote exemplifies the nature of her work and why it still works so we in practice today; “The charity worker together with the cooperative spirit, is always thinking of things he can do with the family and the worker who lacks this spirit can only think what he can do for them”

References

1. Agnew, E. N. (2004). From charity to social work: Mary E. Richmond and the creation of an American profession. Chicago: University of Illinois Press.
2. Gardner, F., and Gardner, F. (2016). Working with human service organisations. Retrieved from https://ebookcentral-proquest-com.ez.library.latrobe.edu.au
3. Harms, L. (2010). Understanding Human Development: A multidimensional approach (2nd ed.). South Melbourne, Vic.: Oxford University Press.
4. Montalvo, F. (1982). The third dimension in social casework: Mary E. Richmond’s contribution to family treatment. Clinical Social Work Journal, 10(2), 103-112.
5. Richmond, M. (1913). Nine-hundred and Eighty Five Widows. New York: Russell Sage Foundation.
6. Richmond, M. (1917). Social diagnosis. New York: Russell Sage Foundation.
7. Richmond, M. (1922). What is Social Casework: An introductory description. New York: Russell Sage Foundation.
8. Uhl-Bien, M., and Marion, R. (2009). Complexity leadership in bureaucratic forms of organising: A meso model. The Leadership Quarterly, 20, 631–650.

Relationship Between Leadership And School Reforms In Primary School In Fiji

Educational Leadership is a vital feature that builds an apparition of academic success for all students in the education system by endeavoring and stabilizing a safe and receptive educational environment. “A Leadership can make or break any organisation”, thus a leader must be proficient and devoted experts to perform excellently and hold quality leadership abilities to meet the standards of a school system across the country. Quality educational leaders are very essential for any organisation as they play a dynamic role in guiding and influencing other educators, pupils and parents in an administrative setting in a present school to ensure improved learning and attainment of common educational aims.Hence this essay will elaborate about concerns relating to authoritative style of leadership qualities in the education systems in Fiji, its impacts to other correlated members and the strategies that can be used to shape leadership excellence in an education system.

Area of concern: Authoritative leadership in Educational school systems

Educational leaders are the foundations of a school system which enables the learning communities to function and grow successfully to achieve academic goals. However there are certain factors that still limits the educational leaders to be effective, the major areas of concern which I have encountered thorough my teaching profession is an authoritative leadership qualities which is still practised till date in certain schools. It is a key issue then and is of now regarding the quality of teaching and learning within individual classrooms in a school system. As described by Goleman, authoritative leaders are expert in their field of work, and individual that are able to clearly articulate a vision and the path to success. An authoritative leader uses commanding and demanding tones which leads to a mal functioning of an institution as it creates differences and fear among the team or workforce which hinders the progress. Authoritative leaders ‘give a lot and expect a lot’ (Dinham, 2005: 348– 351). An authoritative leader strive to develop competent, emphatic, self-regulated staff and students by placing a strong emphasis on professional learning.

Impacts of Authoritative leadership to other subordinates of Education systems.

“Autocratic style effects also known as authoritative leadership, Milgron [11] said autocratic style clearly defines the division between leaders and workers.” This kind of leadership is very inflexible and can cause de-motivation of staffs which can lower group achievements, as an authoritative leader adopts to a one-way communication and do not consult or give them a chance to provide their opinions, and takes the full credit for the work accomplished.The prime impacts of this authoritative leadership styles in an education system is that leaders fails to recognise the skills and abilities within other people and rarely lets them make decisions which actually un skills a workforce leading to poor productivity. This type of educational leaders feels they are most qualified and experienced and considers only their views to be more valid and distrust their subordinate’s ability, and closely supervise and control people under them. An Authoritative leadership negatively affects employee’s efficiency and gratification. It also diminishes a workers self-esteem and condenses their enthusiasm to comply with a leader’s direction or support his initiatives.

Strategies that can be implemented improve this areas of concern

Educational leadership in schools needs a lot of consultations and involvement from various stakeholders in the school systems to achieve academic excellence. Educational leaders should involve good interpersonal skills, since teachers have a prime engagement in all the activities carried out in the classrooms, thus their partaking should be the greatest and they should be widely involved in the decision making processes rather than leaders only making decisions, imposing on others and executing without queries. “Appropriate approaches for effective educational leadership in Jamaica in the 21st century, Paradigm RePaDo means that principals (and of course other leaders in the education system) to recognize that the efforts and contributions of staff and the commitment to the job which makes those contributions possible.” Educational leaders should empower professional learning by encouraging and entrusting staffs to provide more supportive innovations and motivation which can boosts and strengthen their relationships in a work force leading personnel’s to work fearlessly.‘The more leaders focus their professional relationships, their work and their learning on the core business of teaching and learning, the greater the influence on student outcomes.’ (Robinson, 2007, p12). Educational leaders need to be fair and should demonstrate equality among all the employees in the same way. “Equitable educational systems are fair and inclusive and support their students to reach their learning potential without either formally or informally pre-setting barriers or lowering expectations, (Field, Kuczera and Pont, 2007).

Obstacles

Some obstacles that may be encountered during implementation of this strategies may include is that this leadership style would not generally desire or comprise and expect their individual control over all decisions to taken away from them. As the interference of other subordinates in decision making will minimize their choices which are based on their ideas and judgments to be rarely accepted or followed by the staffs. So an authoritative leader would like to retain all their power, authority and control, and reserves the right to make all decisions. Some authoritative leaders tend to make decisions based on ego rather than sound management principles, and punish employees who dare to disagree with such decisions.

Conclusion

The quality of educational leadership matters in education. When it is properly focused it has a positive impact on student achievement. When it is productively distributed, it is a principal factor in school improvement. In order for the educational leaders to be effective they need to be well equipped with the skills, perform collaboratively with their staff members to ensure the smooth rolling out in school system. An educational leader needs to build capability and collective capacity in evaluation for sustained improvement and build relational trust and effective participation and collaboration of stakeholders at every level of the schools educational system. Since teachers are usually at the receiving end of the instructions from the top, they should have a major role to play in the decision making and this would ensure that positive changes brought in which are effective so that the students’ progress is kept at the utmost in the schools.

Bibliography

1. Tannenbaum, R. & Schmidt, W. How to Choose a leadership Pattern. Harvard Business Review, May-June 1973, No. 73311
2. Vecchio, Robert, P. (1998). Leadership: Understanding the Dynamics of Power and Influence in Organizations. University of Notre Dame Press
3. Newstrom, John W. & Davis, Keith (1993). Organizational Behavior: Human Behavior at Work. New York: McGraw-Hill.

Leadership Crisis In The Contemporary Muslim World

Abstract

[bookmark: _Hlk23617257]This paper is a secondary study based on online research on how modernisation has impacted the contemporary Muslim world. The paper explores the various factors that have contributed to the decline in the Muslim Ummah including the inability of the Muslim leaders to handle the challenges brought by modernisation and how this weak leadership has further led to the decline in the Muslim Ummah in the contemporary world. This paper offers solutions on how the leadership crisis and the challenges can be resolved.

Introduction

The world is rapidly changing and encountering challenges brought by modernisation. Significantly more so for Muslims whose traditional values seem to contrast with those of modernity. Islam focuses on successes in the hereafter whereas modernisation promotes capitalism which focuses on worldly gains.

Education and media are amongst transformational agents used in the modernisation process. However, these agents have been pro-western. The media, unfortunately, have been exploited to disseminate non-Muslim agendas in their desire to dominate and control Islam. Muslims are accused of injustices such as perpetrating violence and terrorism, restricting basic human rights, oppressing women and promoting slavery. Meanwhile, transformation via education has been skillfully executed. Abu-Rabi (1997) observes how Western powers have founded educational and scientific schools in the heart of Islam, further deviating Muslims from their traditions and beliefs. The Muslims are brainwashed to accept anything Western as sacred and a model to be emulated in this life. These western-educated Muslims take high positions in the societies and become leaders or authorities, further exacerbating the dire situation of the Muslim Ummah.

Moaddel (2002) notices that Muslims educated with the western ideologies have been so influenced that they began to formulate alternative methods to Islamic jurisprudence. They reinterpreted the Quran and hadith, fundamentally transformed ijma and qiyas and popularised ijtihad. Human reason competed with prophetic revelation, maslaha turned into utility, shura into a parliamentary democracy, ijma into public opinion, the ideas of natural selection and the survival of the fittest crept into the Islamic views of change, polygamy became a questionable institution, and Islam itself became identical with civilization (Moaddel, 2002, p9). As observed by Karcic (2001), the failure of Muslim leaders in establishing Islamic priorities can be seen in contemporary Muslim societies such as disputes and troubles about women’s code of dress in Iran or about political alliances in Malaysia or about allowing the production and distribution of liquor in certain Muslim countries, or about allowing interest, banking, insurance and mortgage in many Islamic countries.

hmad (2014) identifies economic and cultural globalisation, new technologies of communication and information dissemination, the emergence of social media intersecting the boundaries of the private and the public, global warming and environmental decay, introduction of the weapons of mass destruction in warfare as some of the issues presented in the modern world. These are important issues with ethical and moral implications. Hence, he suggested religious leaders not to only respond to these issues but to provide guidance on how to cope with them. However, the problem for the Muslims is the lack of leaders to guide them in a true Islamic fashion in this contemporary world.

Literature review

Monshipouri and Motameni (2000) in their article ‘Globalization, Sacred Beliefs, and Defiance: Is Human Rights Discourse Relevant in the Muslim World?’ note that internationalisation of lifestyles has become the new manifestation of the modernisation process. Modernity is inescapable however Karcic (2001) in his article ‘Applying the Shari’ah in Modern Societies: Main Developments and Issues’ states that modernisation has been mistakenly identified as western modernity. Any society that intended to become modern must become western and there are now many Muslim states currently under governments that accept secular ideology. For Muslims who try to hold onto their Islamic values, they are criticised for failing to embrace the social organisation and lifestyle of the Western modernity. Esposito (2011) in his article ‘The Future of Islam and U.S.—Muslim Relations’ says that Islam has been viewed as incompatible with modernity, democracy, gender equality, and human rights.

Seleny (2006) in her article ‘Tradition, Modernity, and Democracy: The Many Promises of Islam’ elucidates modernisation like a sword that has severed the shared worldview that once tied Muslim rulers and subjects. The Muslims are not as solidarity and as cohesive as they used to be. With modernisation, the community has broken into individualism. The traditional values of joint or extended families and strong community ties are lost. A good example is how industrialisation brought by modernisation has broken familial structures and values. Women go out and work in factories. Muslim women are no exception; no longer carrying their roles of nurturing and educating their children at home whilst letting the men provide for the family as it should be. From the dissolution of the family, this has transcended to a larger scale to dissolution at the societal level. Moaddel (2002) in his article ‘Discursive Pluralism and Islamic Modernism in Egypt’ agrees that the decline of Islam is due to the weakening of solidarity among Muslims.

Not only the family and societal values became progressively lost, but these changes have also brought many negative consequences. This is agreed by Watson (1997) in his article ‘Islam and its challenges in the modern world’. He believes the unrestrained economic growth and development has resulted in consumerism, institutionalized selfishness, ill-gotten wealth, rising expectations, laxity in sexual behaviors, the dissolution of the family, essentially independent electronic media, the influx of foreigners and foreign values, the materialism of modern science and technology and greater amounts of secularism.

Khatami (1997) in his address on ‘The Islamic world and modern challenges’ during the Islamic Summit Conference in Tehran, believed the Islamic Ummah has failed to properly utilize the fruits of civilization because of passivity and lack of unity in recent centuries. Khatami (1997) further said that for various reason, Muslims have ceased to ask and this absence of questions have led to the absence of thought which in turn leads to inevitable passivity and subjugation to others. Similarly, Abu-Rabi (1997) in his article ‘Facing modernity: Ideological Origins of Islamic Revivalism’ reports that stagnation of the Muslim Ummah has been blamed for the decline of the Muslim world. He based this conclusion from the writings of prominent modern Muslim thinkers of their times such as the Egyptian Muhammad ‘Abduh, the Indian Ahmad Khan, and the Iranian Jamal ai-Din al-Afghani. Additionally, Ahmad (2014) in his presentation ‘The role of religious leaders in the modern world’ states that Muslim religious leaders have lagged behind other religious leaders in addressing the contemporary issues and formulating policy positions from an Islamic perspective.

Discussion

Watson (1997) questioned if Islam can be united under a modern society in an increasingly secular world whilst keeping its strong moral code. The moral questions include how the new technologies should be used, what controls should be placed on them and who should be responsible for the implementation of the regulations. Watson (1997) believes these moral questions should be dealt with by knowledgeable Muslim leaders and not secular authorities. So, what do Muslim leaders need to do to unite and guide the Muslim Ummah to face the challenges brought by modernity?

[bookmark: _Hlk23942659]Firstly, they should guide the Muslim Ummah through education and changing the current mindsets. This includes instilling in the Muslim Ummah on the importance of Islamic knowledge, building their Iman and taqwa so they will be practicing Islam in the best manner and able to overcome the temptations offered by modernity which may seemingly be easier to adopt. Currently, the mindset of the Muslim community is inadequately prepared to face the challenges of modernisation. Hassan (2005, p46) has identified a comprehensive list of weaknesses displayed by Malaysian Muslim leaders and besides such weaknesses, he has proposed a comprehensive list of new mindsets they should adopt to be successful in this twenty-first century. The list includes having a Ummatic unity to replace partisan political rivalry, fanatism and hatred, a love of knowledge and wisdom to replace love of pop culture and entertainment, quality consciousness to replace quantity orientation and mediocrity culture, trustworthy and responsible Khilafah to replace feudalistic attitudes, taqwa in all actions, to replace materialistic, utilitarian and egocentric tendencies and an obligation to be strong comprehensively, to replace the culture of being contented with mediocre standards or achievements. This list can be applied across to Muslim leaders in any parts of the world as such weaknesses are being displayed globally in other Muslim nations too. This list also shows how the negative behaviours on Muslim leaders have been detrimental to the Muslim Ummah.

Having the right mindset will not be adequate if one does not possess the right knowledge. A balanced, comprehensive and universal education particularly for the younger generation is vital for the success and strength of a community and a nation. Muslims leaders need to be versed in both Islamic and worldly knowledge. Secular knowledge is necessary in the contemporary world. Ahmad (2014) believes that it is imperative that our madrasas and institutions of higher Islamic learning to incorporate a well-informed study of current world issues in their curriculum so that their graduates, in their future careers as religious and community leaders, can deal with them effectively from the perspective of an Islamic worldview.

Secondly, Muslim leaders should also use modern technologies and resources to their advantage in spreading the correct message of Islam and to unite the Muslim Ummah. This is supported by Khatami (1997), who believed that Muslims will only succeed in moving forward if they possess the capacity to utilize the positive scientific, technological, and social accomplishments of Western civilization. Shura or mutual consultation is important in Islam. Muslim leaders all over the world could consult each other easily with the use of technology.

Thirdly, Muslim leaders must remember his role as Allah’s khalifah on earth (Quran 2:30; 6:166; 38:26). Leadership in Islam is an Amanah. Leaders with Iman and taqwa will carry this responsibility to the best of their abilities and within Allah’s laws, knowing how they will be liable before Allah on the Day of Judgement. He will lead with knowledge, wisdom, and justice, whilst displaying compassion and patience. He will be humble and unlike most arrogant modern-day rulers who proclaim their virtues and the great feats they will perform when they assume power (Bangash, 2000). He will be clear and true to the mission. He will inspire his followers to work together towards common goals. This is a notable challenge as not all Muslim leaders are working in the true manner of Islam. Under the western influences, most assume unchallenging stances even when they know the situations are wrong. Under the threats of rising Islamophobia, most prefer to be low-keys. Not many Muslim leaders are at the forefront of leading the Muslim Ummah to fight for what is right.

Seeking a leadership position is discouraged in Islam (Sahih Muslim 1652c). This is radically different from the present situation, where even Muslim candidates run campaigns to win the leadership positions. When the starting point of such leadership is already against the teachings of Islam, it is not surprising to observe Muslim leaders failing to lead the Ummah once they are in positions.

Fourthly, Muslim leaders should learn from the past when Islam was a formidable force leading the world. The Prophet’s Seerah offers valuable lessons in leadership. The Prophet (Salla Allahu Alayhi Wa Sallam) was not only the messenger but he was the head of state and commander of the army. To fully follow the example of the Prophet (Salla Allahu Alayhi Wa Sallam), Muslims should refer to the Seerah which contains the best and most comprehensive guide (Bangash, 2000). Amongst the leadership qualities demonstrated by the Prophet (Salla Allahu Alayhi Wa Sallam) are honesty, loyalty, cooperativeness, supportiveness, courageousness, broad-mindedness and being visionary (Shareef, 2014). Bangash (2000) believes the lack of understanding of the power perspective in the Seerah literature by Muslim scholars and intellectuals has led to the Muslims losing their political power which resulted in being dominated by non-Muslims. Studying the Seerah from the power perspective can help Muslims understand the nature of oppression and darkness that surrounds them today to help them to overcome it and make Islam dominant again.

Fifthly, Muslim leaders will be more likely to be successful when they work together and help each other as brothers, relying on cohesion and solidarity, wisdom and reason to move successfully forward (Khatami, 1997). They should strive, through effective and continual participation at regional and global levels to promote peace and security and project the correct image of Islam. Additionally, Muslim leaders should not constrain themselves to work only within themselves but they should also work with non-Muslim leaders on issues and causes that are common to all religions such as helping the poor and the disadvantaged, eliminating poverty, fighting crimes and drug addiction among the youth, strengthening the institution of family, fighting domestic violence, protecting our physical environment from pollution, creating political space for policies that promote social justice for all, and fighting together against ethnic, linguistic, religious and sectarian biases, prejudices, discriminations and conflicts (Ahmad, 2014).

Finally, it is worth remembering that the core Islamic values should be protected and not compromised. Success will come through the combination of hard work, application of relevant knowledge and ethical norms and not through short cuts, patronage corruption or immoral exploitation or manipulation (Hassan, 2005, p47). For Moaddel ( 2002), the solution is a return to the fundamentals of Islam. The Muslims must realize that their strength in the past was due to their adherence to Islam and their unity as an Ummah.

Conclusion

The decline of Muslim Ummah and weak leadership in the contemporary world come from multiple factors. Disunity, the breakdown of family and social values, lack of knowledgeable Muslim leaders with the correct mindset and Islamic values, the wrongful image of Islam portrayed by the western agendas and the rise of Islamophobia are amongst the challenges faced by the Muslim Ummah. Moreover, most Muslims including the leaders have succumbed to the pressures of western modernity under the exploited use of media and education. The Quran, Sunnah, and the Seerah should be utilised as the main sources but Muslim leaders should also possess secular knowledge to successfully lead the Ummah in the face of modernisation.

Bibliography

1. Abu-Rabi, I. (1997). Facing modernity: Ideological origins of Islamic Revivalism. Harvard International Review, 19 (2), 12-13. Retrieved from https://www.jstor.org/stable/42764024
2. Ahmad, M. (2014). The role of religious leaders in the modern world. Retrieved from http://www.cippusa.com/the-role-of-religious-leaders-in-the-modern-world/
3. Bangash, Z. (2000). The concepts of leader and leadership in Islam. Retrieved from https://www.icit-digital.org/articles/the-concepts-of-leader-and-leadership-in-islam
4. Esposito, J. L. (2011). The Future of Islam and U.S.—Muslim Relations. Political Science Quarterly, 126(3), 365-401. Retrieved from https://www.jstor.org/stable/23056951
5. Hassan, M.K. (2005). Challenges of Globalization: Setting the Muslim Mindset in Malaysia. Policy Perspectives, 2(1), 33-54. Retrieved from https://www.jstor.org/stable/42909141
6. Karcic, F. (2001). Applying the Sharī’ah in modern societies: Main developments and issues. Islamic Studies, 40(2), 207-226. Retrieved from https://www.jstor.org/stable/20837095
7. Khatami, M. (1997). The Islamic World and modern challenges. Retrieved from https://www.al-islam.org/islam-dialogue-and-civil-society-khatami/islamic-world-and-modern-challenges
8. Moaddel, M. (2002). Discursive pluralism and Islamic Modernism in Egypt. Arab Studies Quarterly, 24(1), 1-29. Retrieved from https://www.jstor.org/stable/41858401
9. Monshipouri, M. and Motameni, R. (2000). Globalization, sacred beliefs, and defiance: Is Human Rights Discourse Relevant in the Muslim World? Journal of Church and State, 42(4), 709-736. Retrieved from https://www.jstor.org/stable/23920192
10. Sahih Muslim 1652c. In-book reference: Book 33, Hadith 15. USC-MSA web (English) reference: Book 20, Hadith 4487.
11. Shareef, A.P. (2014) Examples for qualities of a good a leader from Prophet Muhammed (PBUH). Retrieved from https://www.slideshare.net/apshareef313/leadership-lessons-from-prophet-n?next_slideshow=1
12. Seleny, A. (2006). Tradition, Modernity, and Democracy: The Many Promises of Islam. Perspectives on Politics, 4(3), 481-494. Retrieved from https://www.jstor.org/stable/20446203
13. Watson, I. B. (1997). Islam and its challenges in the modern world. Retrieved from http://www.ifew.com/insight/v12i01/ibw.html

Mark Zuckerberg’s Leadership Behavior

Mark Zuckerberg is the co-founder and chief executive officer of Facebook. He has propelled Facebook to be among the most successful firms in the world, primarily due to his effective leadership styles. The company’s profit margin continues to increase, having accrued a net income. of approximately $6.88 billion in 2018. He has been able to influence and inspire his subordinates to achieve a shared vision. In general, Zuckerberg’s leadership characteristics depict a director who balances task-oriented and relationship-oriented management styles to significant effect.

Critical Thinker

Zuckerberg has showcased his essential abilities to think on numerous occasions critically. From a young age, his interest has been on making a difference and maximizing the value of things by thinking critically. For instance, after acquiring his first computer, he b became more interested in learning and coding more profound programs within the system to make it better (Johnson, 2015). This behavior propelled him.to come up with Facebook, a platform where people would connect globally without physical barriers. After building the platform, his leadership behavior has been more prevalent now that he is the CEO. He always wants to be in charge and control of the activities within the company. He sets goals, avails resources, and delegates authority to ensure those goals are accomplished. He does everything in his power to get things done. For instance. he coded Facebook while in the dormitory, illustrating his critical thinking behavior and passion for getting things done no matter the obstacles.

Problem Solver

Efficient problem-solving ability ranks among the top characteristics that best describe Zuckerberg. He has a strong drive to investigate and solve any problems experienced to make people’s life exciting and more comfortable. For instance, he realized that people lacked a common platform where they could share and connect. This problem drove him to code Facebook to address that issue. He neither makes irrational decisions nor acts without considering possible consequences (Weistein, 2017). This behavior depicts as a leader who adopts relationship leadership. By being a problem solver, he can maintain a positive relationship with all stakeholders and address conflicts effectively. For instance, he expertly handled the conflict between the employees and Joel Kaplan, the company’s public policy chief. Although he expressed his frustrations over the senior executive actions, he told the employees to always respect other people’s diverse views (Seetharaman, 2018). The characteristics illustrate that he understands that individuals will always have conflicting views; hence, the need to be open- minded.

Visionary

Zuckerberg has proven to be a visionary leader who is passionate about his work. Being idealistic is one of the elements of task-oriented leadership, which.emphasizes helping others achieve their goals. For instance, the mission he came up with during its inception, ‘to give people the power to share and connect,’ illustrates a visionary leader (Dougherty & Drake, 2016). He has dedicated his life to making this a reality, working hard to achieve the set goals, and inspiring his employees to follow in the same culture. He encourages the company employees to find meaning in helping actualize the company’s mission and vision statement, He is always focused and dedicated to the achievement of those goals. Today, Facebook has over 2.41 billion active monthly users and gives them the power to share and connect with diverse people.

Overall, Mark Zuckerberg has been able to balance task leadership and relationship- oriented leadership. Some of the behaviors he exhibits include being a critical thinker, problem- solver, and a true visionary. These characters depict leaders who are task and relationship- oriented. They are focused on achieving set goals and building relationships along the way. The behaviors mentioned above have made Zuckerberg be among the top leaders in the 21st century.

References

1. Johnson, C. (2015, December 22). Seven life skills I learned from mark Zuckerberg about success. Retrieved from https://www.forbes.com/sites/yec/20 15/12/22/eight-life-skills-i- learned-from-mark-zuckerberg-about-success/#5e2ab62e 1a5 |
2. Dougherty. S., & Drake, A. (2016, February). The effectiveness of CEO leadership styles inthe technology industry. Retrieved from https://community.mis.temple.edu/sdougherty/files/2016/02/The-Effectiveness-of-CEO- Leadership-Styles-in-the-Technology-Industry. pdf
3. Weinstein, B. (2017, June 11). Facebook CEO Mark Zuckerberg is successful because of what he does not do. Retrieved from https://www.forbes.com/sites/bruceweinstein/20 1 7/06/1 1/facebook-ceo-mark- zuckerberg-is-successful-because-of-what-he-does-not-do/#4£987b40630c
4. Seetharaman, D. (2018, October 5). Facebook’s Zuckerberg tells employees to respect diverse views of colleagues: Retrieved from https://www.ws}.com/articles/facebooks-zuckerberg-tells-employees-to-respect-diverse-views-of-colleagues- 1538767936

Leadership Self Reflection Essay

Introduction to Leadership and Management Reflections

In Principles of Management, we have been filling out self-reflections over our management/leadership style. The purpose of this paper is to analyze my management/leadership style based on my self-reflection results that I have been filling out and our management book. I will also be reviewing my strength and weakness in my management/leadership style.

Understanding Personal Leadership Styles

According to my results in the Chapter 1 self-reflection I have a solid foundation of managerial strengths. To understand this, I first had to understand what the difference is between leadership and management. In the book is states that management is working with your group and leadership is motivating and inspiriting our group (Gulati, Mayo, and Nohria Chapter 1). This means that I am more of working with my group or employees than motiving them. Which I would agree with because I am good at planning and budgeting person which is something that managers do. For example, my mother would only give me a certain amount of money for groceries so I would write down all what I need and how much each item would cost. After writing down the prices of each item I would add all the amounts together to come up with an estimate to make sure I didn’t go over the amount I received. I think to motivate people you have to motivate yourself first which is something I’m not good at. For example, I always think that I’m going to do terrible when I have to take a test but in reality, I actually make a very good grade. So, for me to have a leadership style I will have to work on motivating myself so I can motivate my co-workers or employees later in life.

Business Environment Awareness and Adaptability

My results on Chapter 2 self-reflection was that I am unaware of my business environment. Which at the time I would have to agree with because I don’t read articles about businesses or read anything about current events. Now I still don’t read articles or current events about business but I do know that there is different dimension in the environment thanks to the management book. I stated that there are technological, economic, political, legal, and socio-cultural (Gulati, Mayo, and Nohria Chapter 2). Technological dimension is the operations that a firm can use to produce their outputs. Since my style is more of a management style a manager can influence this dimension by buying or investing in the best equipment for the company or business. I now understand that there is an internal environment as well which is owners, board of directors, employees, and the culture. All of these can influence the firm’s environment because they are what set the customs of the workspace.

Ethical Considerations in Management

Based on my results in Chapter 3 self-reflection, my views on ethics is that everyone has their own morals or beliefs in their own behavior. When making decisions you can’t just think about the people could will contribute to the good you have to think about the people that the decisions will badly effect. Your behaviors don’t just affect you they effect the people around you so you have to weigh out all your opinion and come out with the best possible answer to your situation. My ethical beliefs will influence my managerial behaviors by the way that I run my work. If I believe that businesses should treat their employees like family then that is how I would run my business. Some things that I don’t want to have in my business is ethical dilemmas which is conflicts of interest, trade secrets, bribery, and whistle-blowing. In chapter 3 it states that a whistle-blowing is giving information about the company that is evidence of an illegal conduct (Gulati, Mayo, and Nohria Chapter 3). I would want my business to have an open environment to where the employees are not afraid to speak their minds if something is not right kind of like a family-based company.

Strategic Leadership and Decision Making

According to my results in Chapter 4 self-reflection, I am not thinking like a strategic leader which I would have to agree with. I am not much of a leader the reason why is that I’m very quiet, I’m not really good at talking to new people, and I’m not that good with visualizing things I have to actually see it to know what you’re talking about. I have learned that every company needs a vision, mission, and objective. The vision is what the firm wants to achieve, the mission is the activities it performs to its customers, and objective is a target that a firm can determine its progress (Gulati, Mayo, and Nohria Chapter 4). But my weakness in this chapter is needing to ask questions I’m not the best at that because I either don’t ask the question because I’m afraid that it doesn’t relate to the subject or we have already discussed and it will look like I was not paying attention. I’m working on it thought maybe someday I will have the confidence that managers have.

Leadership in Organizational Culture and Change

According to my results in Chapter 5 self-reflection, I found out that my strategic-framing strengths are mapping out how a firm creates value for its customers and realizing that firms can have a competitive disadvantage because they lack a clear strategy. In the book it states that there are three components of strategy which is what (the purpose), who (the customers) and how (approach) they are what help you determine your business (Gulati, Mayo, and Nohria Chapter 5) I learned that you can do a swot analysis to figure out your strength, weakness, opportunity, and threats of your company. It can help you improve your company to the best of its ability. In chapter 6 self-reflection, I got that I yet to have a solid grasp of corporate-level strategies because there are still somethings that I don’t understand. For instance, I didn’t know that vertical integration had different forms. But now I know that there is a forward integration and backward integration. Forward integration is which the firm owns or control the distributions channels for its product and backward integration is controlling the inputs that it uses for its product (Gulati, Mayo, and Nohria Chapter 6). In chapter 7 self-reflection, I got the result of half which means have begun to develop but don’t fully understand on how organizations are designed to achieve their strategic objectives. I understand that there are three different kinds of organizational structure which is functional, divisional, and matrix. Functional structure has one boss and one manager for each department. Divisional structure has one general manager and two division with each of its own department. Matrix is the most complicated because you don’t know who is your boss and there are multiple departments. In my business I would want a functional structure because you would be able to get to know everybody.

According to my results in Chapter 8 self-reflection, I am not well on my way to becoming a corporate culture anthropologist. I would have to agree with I because I don’t even know what anthropologist even means and I still don’t. But I have learned that it’s the boss that develops the culture for the business. Culture is the way an individual think, feels, and act (Gulati, Mayo, and Nohria Chapter 9). I would like to work in a business that is family-based because they give you the feeling of belonging. They also give you a reason to want to do your business because you want them to be proud and you don’t want to let them down.

Personal Growth and Future Leadership Aspirations

Based on my results in Chapter 9 self-reflection, my conception of strategic human resource management is a way a company plans its firm so that it is successful and will have an advantage over other firms. Companies can have an advantage over others by getting feedback. For instance, 360-degree feedback which is getting feedback from your employees and customers. It can help you understand the strength and weakness going on with your business when you can’t have your eyes and ears around. According to my results in Chapter 10 self-reflection, I don’t have the ability to produce results by focusing on performance management. Which I would have to agree with the reason why is because I never think about the end result of a project until I get to the end. But now I learn to have a business you have to think about where you want your business to end up and where you want it to be successful. In a business you need to have a performance plan which is plan, do, check, and act. You have to plan out the ideas that you want your business to have. Then you have to do the plan which you will then check and see if it is a success or a complete fail. If it’s a success then you keep doing on with the plan that you have set. In chapter 11 self-reflection, I got the results of not being a change agent. I would have to agree with not being a change agent because sometimes depending on the situation I don’t like when change happens. For instance, if I had been working on a project for weeks and then the teacher decides he or she doesn’t want to do that project anymore and wants to do something else then I’m not so happy about that change. But I have learned there are steps to over come resistance to change which is listen communicate, involve, and train (Gulati, Mayo, and Nohria Chapter 11). You have to listen to what the employee are saying about the change that you want to develop in the business. Then you have to communicate with them tell them about the change that is going to happen. Next is having you employees involved in the change let them know that they have power in this situation to. Then train them about the change that is happen don’t leave them to figure out on their own because they may never figure it out. You need to have communicate in the business for it to be successful.

According to my results in Chapter 12 self-reflection, I learned that I don’t have great leadership strengths based on certain situations. I’m not really good at starting conversations with people especially new people. I’m more about getting a job done more than having conversations with people in the workforce. I’m also not a person you can just vision something in my mind I actually have to see it to understand what others are talking about. I don’t really like to take risk because I worry too much about how bad it could end if it doesn’t work out. I have learned that there are ten different leadership theories. The one that I would like to have is the servant leadership theory because I want to serve people and not to be serve. Which is something that Jesus was I want people to know that I have someone that they can come to and someone that they can count on.

According to my results in Chapter 13 self-reflection, I got that I am aware of my leadership style. You capitalize your strengths of leadership style by using what you are good at and use that to your ability. For instance, I’m number smarts and I can use that to my ability by creating spreadsheets and analyze data. I have developed that there are sixteen types of personality types and mine is ISTJ. Which is introverted, sensing, thinking, and judging (Gulati, Mayo, and Nohria Chapter 13). This type is are quiet thinkers that are very organized most of them are in the job of a secretary. In chapter 14 self-reflection, I learned that my source of power is not created with punishing people. I don’t think that you should use the punish power because all your friends or employees will fear you and not enjoy working with you. I am more of the expert power which is the power of having specialize skill. For instance, in school I was in a group that had to do a PowerPoint over the topic that was chosen for us. In my group I was the only one that fully understand how to work PowerPoint which gave me expert power. Expert power is one of the five forms of interpersonal power the rest are legitimate, reward, coercive, and referent (Gulati, Mayo, and Nohria Chapter 14).

Based on my results in Chapter 15 self-reflection, I learned that my decision-making skills is mostly about getting all the information that is needed so that I could make the best decision possible. I go to different people to get their thoughts on my decision that I need to make to see if they can give me a different perspective. I can improve my decision-making skills by using my intuition on some of my decision because knowledge isn’t everything sometimes you have to go with your gut. One thing that is not good to do when making decisions is satisficing. Satisificing is giving up on the best solution and choosing the goo enough solution (Gulati, Mayo, and Nohria Chapter 15). That is something that I do not want in my decision making because I believe that you should always pick the best solution even though it might take time to find it. In chapter 16 self-reflection, I would characterize my conflict management as compromising. My experience with watching my mother parenting has influenced my conflict management style. For example, when my brother and I would fight over the front sit in the car she would let one drive in the front there to the destination and one on the way back home. I have learned that there are two sources of conflict which are affective and cognitive. Affective is not liking the person as an individual and cognitive is work related conflict. If I was to have a conflict issue I would want cognitive because there are ways around work-related conflict and with affective there is just too much drama in that conflict.

According to my results in Chapter 17 self-reflection, I learned that I contribute to a team by being reliable and focused on the end goal. There are five stages of team development: forming, storming, norming, performing, and adjusting (Gulati, Mayo, and Nohria Chapter 17). Forming is when the team is getting to know each other. This one is probably the most difficult for me because I don’t go and start talking to strangers. Storming is learning that there are some things that you don’t like about each other. Norming is learning was to get around the storming. Performing is starting to get some work done together and its going great. Last adjusting is your done if the team is temporary and going back to where you were before the team. In chapter 18 self-reflection, I learned that I am motivated by goals and by helping others. I learned that I don’t want to work somewhere to where you are challenged because that usually just makes me frustrated and stressed out. I also don’t want to work somewhere they are all about recognizing you for your achievements because to me as long as I know I did something good and I’m proud of myself that’s all I need. I do not like having someone announce my achievements because that is just awkward and embarrassing to me. I just want to work somewhere they set things for you to accomplish and they just let you get it done.

According to my results in Chapter 19 self-reflection, I found out that my communication strengths are being an active leader. I think listening is just as good maybe more than giving feedback. I also found out that using professional manner when using e-mail and social media is another one of my strengths. You have to use professional manner because everything you put online will stay forever. I would like to develop in exceling in making speeches. I’m not really good at doing speeches I get really nervous and stressed out. In chapter 20 self-reflection, I found out that representing memberships to organizations, clubs, or groups is missing from my network. I am not a part of any groups because usually they are really big and that kind of stresses me out. But have learned that you need to be in groups or organizations because they can give you social capital which is a competitive advantage. Social capital is a benefit that an individual has to increase their social relationship (Gulati, Mayo, and Nohria Chapter 20). Social capital helps you get ahead of everyone else in life. For instance, when I want a summer job, I can use my parents’ connections in my small town to help me get that job.

Concluding Reflections on Leadership Journey

In conclusion, this semester in principles of management I have learned that a manager can’t run a business on their own. For instance, you need the employee’s feedback about the company so you can figure out the company’s strength and weakness because you can’t be around the business twenty-four seven. But to do this you need ethical and moral employees to make sure that they are telling what is right. If you want a successful business then you need to have the right kind of people working with you. You need people that you can count on, that are in the business for the right reason, and they feel like family. When managing you have to remember that your employees are people to and they need to be treated with respect. If you respect your team then they will respect you. As a manager you have to remember that you and your employees are a team and you both need each other. So, as a manager we need to be a role model which I’m working on.

Dr. Martin Luther King Jr. Lessons For Positive Leadership Brand

Introduction

Social media accounts for most of our daily time, it have several side of impact on our life because it may be affecting our life in a positive way or even in a negative way, but actually it depends on how we are using it, and according to the goal of using it. So as we know that as it is affecting our personal life, it have also a very wide impact on organizations and management, but as mentioned before it depends on how it is used to impact on the organizations and management. It can be defined as a growing phenomenon which have a huge impact on organizations’ continual communication with customers and the public. It also plays increasingly important role as a marketing platform, as well as, a platform to impact on people mind’s and decisions.

So in our report we are going to discuss how Barack Obama used social media to support his Election Campaign to be the president of the United States, and his strategy which influence people to attract them and vote for him. Also we are going to discuss the topic of the influencers whom they became famous on social media and how they impact on people minds and their impact on our life.

Literature search and review

Barack Obama Background

Barack Hussein Obama was born on August 4, 1961, in Hawaii. His parents, who met as students at the University of Hawaii, were Ann Dunham, a white American from Kansas, and Barack Obama Sr., a black Kenyan studying in the United States. As a young adult, Obama moved to the contiguous United States, where he was educated at Occidental College, Columbia University, and Harvard Law School. In Chicago, Obama worked at various times as a community organizer, lawyer, Lecturer and Senior Lecturer of constitutional law at the University Of Chicago Law School in the city’s South Side, and later published his memoir Dreams from My Father before beginning his political career in 1997 as a member of the Illinois Senate.

In early 2007, Barack Obama was a little-known senator running for president against Democratic nominee and president name of United States. But on November 4, 2008, Obama made Professional career as the first African American to win an Presidential elections, thus becoming the 44th president of the United States. Obama won by a margin of nearly 200 electoral votes and 8.5 million popular votes. Many factors contributed to his success, but a major one was the way Obama and his Chicago-based campaign team used social media and technology , not only to increase the proceeds of state funds, but also more importantly, to develop a improved and empowered volunteers who felt that they could make a difference. Michael Malbin, executive director of the Campaign Finance Institute said: “No other candidate has ever integrated the full picture the way he [Obama] has, that’s what’s really new about his campaign.”1 Edelman Research analysts said that Obama won by “…converting everyday people into engaged and empowered volunteers, donors and advocates through social networks, e-mail advocacy, text messaging and online video. The campaign’s proclivity to online advocacy is a major reason for his victory”

In terms of the numbers, externally, Obama’s campaign was able to have a stash of 5 million supporters on 15 different social networks ranging from Facebook to MySpace. By November 2008, Obama had approximately 2.5 million. Chris Lefkow, “Obama Has Huge Lead Over McCain—in Cyberspace,” (Agence France Presse, October 5, 2008. Facebook)1.

Empower the Powerless

In the book The Power of Habit, one of the points Charles Duhigg investigates is the means by which leader can impact others by making new life style. Dr. king and his peers transformed serene obstruction and backing of their motivation into an essential piece of individuals’ lives, and therefore, gave them a feeling of utility and responsibility for development.

One of Dr. king’s most significant task in driving the social liberties development was to persuade the persecuted that they have the ability to make change. At the point when you need to unite individuals and channel their vitality toward transform, you should put forth for them their own capacity, not only yours as a leader.

Find the Opportunity in Every Situation

Not exactly a year after Dr. king’s death, another extraordinary American leader left a mark on the world. In 1969, Shirley Chisholm turned into the firest black female individual from Congress. She spoke to New York’s twelfth congressional locale, serving the urban Bedford-Stuyvesant neighborhood of Brooklyn.

So she was legitimately disheartened when her kindred administrators doled out her to the House Agriculture Committee. Neither her constituents nor her ability were centered around horticulture, however supposedly, a discussion with her neighbor, Rabbi Menachem Mendel Schneerson, motivated her to hold onto this shrouded chance.

Chisholm worked with delegates from center America, who served struggling farmers, to grow the food program. This gave crucial help to urban constituents like Chisholm’s, while additionally profiting the nation’s farmers. Moreover, she drove the production of the Women, Infants, and Children (WIC) program, which gives nutritious nourishment to oppressed ladies and youngsters. Despite the fact that associates had attempted to deter her impact, Chisholm found the open door in her blemished circumstance.

Enlist the Best Allies, Even if You’re Not Best Friends

A successive entanglement for leader is the inability to work together with companions and opponents. Driving an association or a nation can work up issues of pride and rivalry. A few chiefs fall into the snare of reasoning that being in control implies they should do it in solitude. Be that as it may, beating the desire to separate and overwhelm is a piece of what hoists genuinely extraordinary pioneers over the rest.

In Team of Rivals: The Political Genius of Abraham Lincoln, Doris Kearns Goodwin recounts to the narrative of how the sixteenth president’s prosperity was supported by his ability to deal with a portion of his greatest political adversaries. After a hard-battled crusade, Lincoln beat out William H. Seward, Salmon P. Pursue, and Edward Bates for the 1860 Republican presidential selection. Instead of boast or disregard these different lawmakers, nonetheless, Lincoln named them to his presidential bureau, along these lines picking up their aptitude and abilities.

Goodwin argues that having these former opponents by his side was instrumental to Lincoln’s success over Southern Secessionists in the Civil War. By uniting these uniquely talented people, Lincoln was able to lead the country more effectively.

Pursue the Impossible

“Our lives begin to end the day we become silent about things that matter”

You can’t improve your general public or association on the off chance that you don’t think something better is conceivable. It wasn’t that sometime in the past that millions were oppressed in America and common war was pursued to keep up this treachery. In 1972, the possibility of a dark or female president appeared to be a dream. Furthermore, it was just 49 years back that Dr. King was executed in light of the fact that he battled for correspondence in America.

Extraordinary leaders set out to accomplish what others esteem inconceivable. Dr. Ruler, Shirley Chisholm, and President Lincoln each progressed in the direction of a superior, all the more free and equivalent world, to some extent since they could envision it. The battle for racial, sex, and different types of uniformity isn’t finished, however to proceed down this way, we should accept there is a goal.

Martin Luther King’s Style of Leadership

The ‘great leader’ myth

Martin Luther King waves to the horde of in excess of 200,000 individuals accumulated on the Mall during the March on Washington, after giving his famous ‘I Have A Dream’ speech

Development activists, especially aggressor dark separatists, never considered King to be their one incredible leader. At the point when his lieutenants presented him as a ‘Moses’ for African Americans, for instance, it bothered. Hearing Wyatt Walker, a key assistant, present King openly as the individuals’ friend in need incited Bob Moses of the Student Non-rough Coordinating Committee (SNCC) to ask: ‘Wouldn’t you say we need bunches of leader?’

Secretly, King’s supporters realized that peacefulness was not a viewpoint everybody shared, and Walker delighted King by letting him know of how one black Virginian had reacted to a white transport driver who needed him to enter his transport by the secondary passage. A monstrous figure, the man had gotten the driver with one hand and said obtusely: ‘Know two things. I can break your neck, and I ain’t one of Martin Luther King’s peaceful Negroes.

Conclusion

Martin Luther King Jr. was a symbol of the social liberties development, driving the African American in the battle to end the racial isolation. An appealing pioneer who affected his gathering of supporters, who trusted him, because of his assurance, self-confidence, and his numerous different characteristics, for example, verbal aptitudes and tenacity. The regard and thought he had with his devotees made him famous, and his frames of mind enlivened millions of individuals in the battle for fairness and rights during the twentieth century. Concentrating on task execution, Dr. Martin Luther King Jr. affected his adherents even from inside his prison in the Birmingham Jail applying the steady and accomplishment situated administration style, composing a letter, rousing them to keep on following his way of thinking and battle and dissent in a peaceful way. On April 4, 1968, social equality pioneer and Nobel Peace Prize beneficiary Martin Luther King, Jr. was killed on his lodging’s gallery. Inwardly charged plundering and uproars pursued, putting significantly more weight on the Johnson organization to push through extra social liberties laws. It became law on April 11, 1968, only days in the wake of King’s death. It averted lodging separation dependent on race, sex, national birthplace and religion. It was likewise the last enactment ordered during the social liberties era.

References

1. Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Thousand Oaks, CA: SAGE Publications.
2. Assefa, H. (2016). Martin Luther King Jr.: Restoring streets with his name – CNN. Retrieved from http://www.cnn.com/2016/01/18/us/martin-luther-king-jr-streets/index.html.
3. Wilson, D. S. (2007). Evolution for everyone: How Darwin’s theory can change the way we think about our lives. New York, NY: Delacorte Press.
4. Bio. Martin Luther King Jr. Retrieved from biography.com on November 6, 2016. http://www.biography.com/people/martin-luther-king-jr-9365086
5. I HAVE A DREAM …’ (Copyright 1963, MARTIN LtrTHER KING, JR.)