|Due By (Pacific Time)||08/10/2017 08:00 pm|
In 200 words respond to each student. There are 4 students to respond to. Please dont just reword what they wrote.
G1 Forum 10: Individual Response
There are multiple necessary traits to distinguish a great leader from an average one and to further build one's character. In this week’s lessons, Dees explained a few of those traits, but stressed three in particular, integrity, courage and wisdom. The following will explain the significance of integrity, courage and wisdom and discuss why they are essential attributes for successful leaders to exhibit.
Integrity is a holistic term that encompasses more than telling the truth (Dee, 2014). Integrity is an essential set of values which an individual seeks to uphold (Dee, 2013, p. 80). Berenbeim (2017) declares, “Integrity is the recognition that the means employed are as important as the outcomes they achieve” (p. 22). To expand on this statement, in Resilient Leader, Dee (2014) discusses the importance of living a life that fully integrates integrity across multiple spectrums such as, faith, family and profession (p.82). In fact, Dee has coined the term “beltway schizophrenia” to describe individuals who display varying levels of integrity across the multiple facets of their daily lives (p. 83). This phrase, along with Berebeim’s input, bring to light the significance for individuals and leaders to recognized the importance of exemplifying integrity throughout the entire process of completing actions.
A second concept vital for leaders to enact is courage. Courage is a vital trait that is presented in multiple manners such as, physically, mentally, spiritually, emotionally, and relationally (Dee, 2013, p. 91-104). Luckily courage is a learned behavior, but it must be balances with selflessness and integrity (Dees, 2013, p. 91). Hoff (2015) discusses how becoming a courageous leader does not happen overnight, it required effort and dedication (p. 33). Further, Hoff (2015) proclaims that if leaders are seeking to make their teams more effective, nurturing courage should be a priority (p. 33). Therefore, leaders need to pay particular attention and work to develop their courage across all spectrums of their life and career and seek to help with strengthening the courage of others.
Within chapter three of Resilient Leader, Dees (2013) accredits selflessness, integrity and character as the essential traits of character, but he forewarns that these attributes are incomplete without wisdom (p. 111). Wisdom serves as that imperative balance for all other highly exemplary qualities of character (Dees, 2013, p. 114). Dees (2013) describes a scenario in which raw courage with the absence of wisdom led to a devastating consequence (p. 113). It it critical that leaders appreciate the value of wisdom, because they can do exactly the right thing but if it is at the wrong time, it then becomes the wrong thing (Dees, 2014). Throughout their careers, individuals will face many trials and tribulations, but with the guidance of wisdom, they can achieve growth as leaders.
Discussion Forum 10_Individuali
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Introduction to the Topic
Resilient leaders is further explained in chapters 3 and 4, continuing the conversation about character. As Dees (2017) noted in his video presentation, look up character on the internet and you will find many traits that identify what character is and what it looks like. We see three new concepts introduced that successful leaders must emulate to show that they have character. Integrity, courage and wisdom all coexist to develop the character of the leader and strengthen their resilience. This paper will speak to these concepts and demonstrate why they are essential to identifying the character of a successful leader.
Dees (2015) defined integrity as a “seamless integration of faith, family, and profession into a God honoring life message” (Video presentation). One of the key terms in this definition is “life message”. The news is racked with volumes of examples of leaders who have sacrificed their integrity to gain increase in profits and/or stature. Dees (2013) stated that he “came to conclusion that living one’s faith in the workplace was far more essential to overall integrity” (p. 84). There is no better way to demonstrate that you maintain your integrity than to be the same person all the time in all situations. “The identity view of integrity implies a certain adherence and allegiance to the principals that represent one’s poor identity” (Noelliste, 2013, p. 487).
“Courage is a high core quality of character that is essential to excellent leadership over time, essential to being a resilient leader” (Dees, 2013, p. 91). Most people here the word courage and they immediately think of resolve in the face of fear, which Dees (2013) defined as physical courage. However, we see in the reading that there is mental, emotional, spiritual and relational courage. Courage means seeing an uncomfortable situation, and having the intestinal fortitude to address it or stand firm in your convictions. Your subordinates will respect you more when they see you have the personal courage to fight on their behalf, even it means discomfort for you as the leader. Leaders are called to manifest courage in every way possible (Dees, 2015, video presentation).
Solomon asked God for wisdom, when He asked him what he desired most from God (Dees, 2015, video presentation). Leaders need wisdom to help them make decisions that are in the best interest of their followers and the organization. Leaders should understand that wisdom is the “bridge between character and competence” (Dees, 2015, video presentation). Wisdom “is the integration of moral imagination (the good), systems understanding (the true), and aesthetic sensibility (the beautiful) into decisions, actions, and practices in the service of a better world” (Hicks, & Waddock, 2016, p. 449). Leaders should demonstrate wisdom, so that their followers will have confidence in their skills and ability to lead them and the organization.
Dees, R. (2013). Resilient Leaders. San Diego, CA: Creative Team Publishing.
Jefferson P. Lee
Liberty University, Lynchburg, Virginia
August 9, 2017
“Without workplace communication, nothing would be accomplished.” (Conrad, 2014, pg. 105) Throughout my experience, I have learned in various situations that communication is key. One of the problems I have experienced in my workplace is communication between the employees and superiors. While getting my communications minor for my undergraduate degree, we always learned there is a time and a place for everything. The problem in my workplace is that most employees do not understand when the time comes to be professional. In the parks and recreation department, the employees are not micro-managed and have freedom to do as we please. It is a very informal workplace with a lot of jokes and pranks among the workers. The problem is that there is a time to have fun and a time to be serious and professional. Because of this problem conflicts arise and tend to have a hard time getting resolved. Most of the time, because of the difficulty of communication results in a dysfunctional conflict. Dysfunctional conflict is a conflict that threatens an organization’s interest. (Kinicki & Fugate,2016 ) For example, when someone decides to leave the department or is terminated, those people have a tendency to not be professional but instead make-up things that aren’t true to take someone down with them. “For we are taking pains to do what is right, not only in the eyes of the Lord but also in the eyes of man.” 2 Corinthians 8:21 (NIV) This is a great example of someone who is in the wrong trying to turn the focus off of them in the heat of the moment and turn it on someone they may have had problems with in the past. This can be detrimental to an organization because it can create a unnecessary investigation which could lead to more conflict between the superiors and employees.
Another problem that I have experience is the use of power within the organization. It has been found that there are a few managers that are power hungry, and most of it is political. Most of the power abuse is position power which is power used as an influence associated as a position in the workplace. (Kinicki & Fugate,2016 ) Politics in my department seem to play a huge part in the conflicts. Th major reason is because my department is so small and over the years a certain group of individuals have fallen into the position they hold without the proper qualifications. The main reason for this is their name and their relatives. Another problem that has been caused because of this, these superiors feel as if they are entitled to everything and able to abuse their power of who they are. This is one situation where I am not sure what kind of solution can be offered to fix this problem. I am a firm believer that the only way to solve this problem is prayer. I believe this is a battle inside of someone that is only in God’s control. It shall be interesting to see how it all plays out, but I pray the issue gets resolved because it is hurting out organization in the long run.
Kinicki, A. & Fugate, M. (2016). Organizational Behavior: A Practical Problem Solving Approach. McGraw-Hill, ISBN: 9781260082203
Conrad, D. (2014). Workplace Communication Problems: Inquiries by Employees and
Applicable Solutions. Journal of Business Studies Quarterly. 5(4). Pg. 105-115. Retrieved from: http://jbsq.org/wp-content/uploads/2014/06/June_2014_8.pdf
Allan B. Conner
The purpose of this discussion is to identify two issues in my work place and relate them to topics in Organizational Behavior. The two issues identified are both related to the unique position our branch serves in our organization. The first issue is that I allowed the working relationship between myself and another branch to get off track. There was an agreement of how I would support them and I didn’t address the issue when they started utilizing me for different tasks. The second issue is the environment in our agency that causes my Branch Chief to utilize Simon’s Normative Model for making decisions. Because the priorities in our agency change so frequently, our manager must make decisions without having all the information frequently. Additionally, he has limited human resources compared to the demand levied on his branch. To resolve the first issue, I utilized the Escalating Conflict techniques. The Simon’s Normative Model was used to explain the decision-making process. After utilizing these techniques, I now have a better understanding of my work center and how to manage my relationships more effectively outside of my branch.
Week 6: Discussion #3
In this discussion, students have been directed to identify two business issues and apply two concepts from Organizational Behavior to aid in resolving them. For my discussion, I have chosen a very current issue. This week in fact! The first issue revolves around conflict escalation. I ultimately failed to manage expectations and it resulted in a snowballing of smaller conflicts that came to a head. The second issue pertains to the Simon’s Normative Model for decision making because our work center is often required to make decisions due to limited human resources. We will apply these techniques to help better understand the issues and find ways to best mitigate them.
Managing expectations can be a very difficult process which can lead to conflicts if not executed effectively. I was asked to develop an application that would be used by senior leaders in the Air Force to grade Chief Master Sergeant position authorizations. Ultimately, the program aids board member in deciding which positions, and requests for new positions, will be filled by Chiefs and which will not make the cut. The manager of the branch in charge of this responsibility worked with my Branch Chief to get my help on developing the application. It was agreed that I would build the application and operate it during the board. Ultimately, the manager slowly increased my involvement to the point where he had me doing all sorts of analysis because he doesn’t fully trust his team.
This issue came to a head this week when he asked me to come back in to work, after having worked a 12 hour day, to help with analysis. I became very frustrated with this request and started to think about how things got to where they were. I quickly realized that the concept in Organizational Behavior on Escalation of Conflict really fit my situation. This concept lists five characteristics. First, we had a “Change in tactics” (Kinicki & Fugate, 2016, p. 331). Instead of subtle disagreements that we worked through, I honestly was about to tell him off and hang up the phone. Next, the “Number of Issues Grows” characteristic definitely hit home (Kinicki & Fugate, 2016, p. 332). As things snowballed, we became more frustrated with each other and were less effective. The final of the five characteristics that applied to my situation is that “Goals change(d)” (Kinicki & Fugate, 2016, p. 332). Due to the frustrations, I started to lose interest in the whole project. I felt like if they weren’t going to stick to the agreement I was just ready to walk away from it all together.
Using the Desired Outcomes of Conflict Management, which are Agreement, Stronger Relationships, and Learning, I knew I had to do something (Kinicki & Fugate, 2016, p. 336). I called my Branch Chief and talked to him about the issue. I brought up the escalating conflict and how I felt like he needed to re-establish expectations for my involvement in the project. Due to its importance, I wasn’t quite sure if he wanted me to assume the analysis role too, but I was certain that we needed to understand what was expected to alleviate the conflict. Laura Berger discusses this in an article about conflict. She notes that if you don’t do something to resolve the conflict, “ultimately, the elephant in the room only grows or becomes much more unwieldy” (Berger, 2017). My boss agreed that I should be sticking to the original plan and apologized for not recognizing the issue sooner. He called the other manager to discuss it and then connected us on a conference call. The three of us discussed the plan moving forward. He also foot stomped that any requests for me to work additional hours had to come through him. I took the opportunity to apologize that I hadn’t spoke up earlier about things having gotten off track. Dr. Fischer discusses this in his lecture. He states “humility…allows us to look at what we might have done to contribute to the conflict” (Fischer, 2009, p. 10). The take away for me on this issue is that I can’t let things snowball like I did. If I start getting the feeling like I’m getting pulled down the wrong direction, I need to re-establish expectations and get a vector check from my boss if needed.
Using Simon’s Normative Model, known as “Satisfactory is Good Enough,” let’s examine the decision-making process in my work center (Kinicki & Fugate, 2016, p. 371). Application development is highly susceptible to the laws of diminishing returns. For the initial development, the proportion of production is very high compared to the time spent working. As you get closer to a final product, however, each additional new request or change from the customer has a disproportionately high amount of time required for achievement.
Because there is such a demand for what we do, our branch chief must closely monitor customer expectations to ensure the agency is getting the most out of us and we are not spending too much time implementing changes that have little value to the final product. Simon’s Normative Model tells us that managers must make decisions in reality where resources are limited and constraints exist (Kinicki & Fugate, 2016, p. 372). Using the board application mentioned above as an example, our branch chief had to intervene and make hard decisions that what we produced would have to be good enough. If more was expected, the board would have to be moved to a later date.
The priorities change very frequently in out agency. Because of this ever-shifting target, our Branch Chief doesn’t have an objective way to make these decisions. Nor does he have every possible piece of information to make a totally informed decision. Therefore, we do our best to hit at least an 80% solution with our applications to allow us to ultimately work on more projects and get the most “bang” for our efforts. I will say that my Branch Chief is a strong Christian. Even though I’m in the military and he’s a federal employee it’s common for us to openly discuss Christian perspectives when dealing with issues. In these situations, I like to think of Isaiah 30:21 (ESV), which states “and your ears shall hear a word behind you, saying, ‘This is the way, walk in it,’ when you turn to the right or when you turn to the left.” If you’re listening for God, he’s not that hard to hear.
In conclusion, we examined issues pertaining to conflict escalation and non-rational decision making. As we worked through the issues, we applied techniques from Organizational Behavior to either resolve the problems or explain why they occurred the way that they did. Using these techniques, I feel confident I’m in a better situation moving forward at work.
Berger, L. (2017, Jun 7). Five Conflict Management Strategies. Retrieved from Forbes: https://www.forbes.com/sites/forbescoachescouncil/2017/06/07/five-conflict-management-strategies/#4b0a42b5521d
Fischer, K. (2009). Lesson 7: Conflict Negotiation. Retrieved from Liberty University: https://learn.liberty.edu/bbcswebdav/pid-17714074-dt-content-rid-159741002_1/courses/BMAL500_D05_201730/BUSI500_LUO_8WK_DEV_ImportedContent_20110311033412%281%29/BUSI500_LUO_8WK_MASTER_ImportedContent_20110218040324/Course%20Content/Module/Week%206%20%E2%
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