After reading "Getting personal on the topic of leadership" I could not help but get nostalgic and reflect back on some of my childhood phases. My family did not have much money growing up. My mother was a stay at home mom and my dad worked hard to provide for my three brothers and I. I thought back to how I felt when I was in 6th grade. If you didn't wear certain name brand clothes you were looked down upon. Even then there were cliques and obvious "classes" we all fell into. I didn't belong to the "popular" crowd which is why I think I focused so much on sports and used that as a social crutch. As I got past middle school and was entering high school, to make up for not having the latest "in trend" name brand clothes, I worked an entire summer cleaning at a pre-school. I cleaned toilets, swept, mopped, and waxed floors. I picked weeds. I busted my butt all summer. My reward was going to the mall at the end of the summer to buy my very own, brand new, in fashion clothes. I bought 2 new pair of expensive sneakers, and about 10 different outfits. I did this because I wanted to fit in. But the funny thing is that I didn't need to try so hard. I should have just been me. I learned a valuable lesson the next year from an upper class man. It was the first day of school and he wasn't wearing noticeably new clothes. I couldn't figure out why anyone would come to school on the first day without new school clothes? So I asked him. He said "I come to school to learn. Not for a fashion show." I was really stunned but I thought about it and he was right! What was I thinking this whole time. I was trying to be someone I wasn't instead of being myself. The person I was trying to portray was not me. It was my idea of who I thought others wanted me to be.
Goffee and Jones (2006) wrote "What characterizes effective leaders is a sense of what works for them with others. They know and show enough of themselves to win over their followers." Fast forward to today after a considerable amount of learned life lessons. The one thing I have always taken pride in is that I treat others the way I want to be treated. I am no better than anyone else. I do my best to make a positive impact or interaction with anyone I come into contact with. From the janitor at my school, to the clerk in the gas station, to the cashier in the supermarket. When people meet me and get to know me one of the things they will usually confide in me is that they appreciate my sincerity (my wife jokes that I must pay them all). I consider this my competency in emotional intelligence. This is my strength and I will utilize this trait to be an effective leader. Yukl (2014) states "Emotional intelligence is relevant for leadership effectiveness in several ways. Leaders with a high levl of emotional intelligence are more capable of solving complex problems, planning how to use their time effectively, adapting their behavior to the situation, and managing crises. self-awareness makes it easier to understand one's needs and likely reactions if certain events occurred thereby facilitating evaluation of alternative problems." (p. 152).
Because I grew up in a family that valued hard work when it came time for me to work I worked hard. Any job I ever had I worked from the bottom up. I enjoy proving myself and I owe my values and strong work ethic to my upbringing. I could have easily decided I wanted easy things and easy money but that was never me. I value integrity. I value ethics. I have an opportunity to become a valuable leader in the future. I can borrow from the theories we explored this week such as transforming leadership, servant leadership, spiritual leadership, and authentic leadership to achieve my future goals. Yukl (2014) summarized "The theories of ethical leadership emphasize the importance of integrity and ethical behavior. Ethical leaders influence followers to recognize the need for adaptive problem solving that will improve their long term welfare rather than denying the need or settling for superficial remedies." (p. 357). It is my goal to continue to treat others as I want to be treated and to follow an ethical path to leadership.
Goffee, R., & Jones, G. (2006). Getting personal on the topic of leadership. Human Resource Management International Digest , 14 (4), 32-34.
Yukl, G. A. (2013). Leadership in organizations (8th ed.). Boston: Pearson.
Friday, July 18, 2014
Friday, July 11, 2014
A511.6.3.RB_DiazBrian
Reflecting on this week's materials I find myself asking "What is my meaning? What purpose am I serving my organization? Is there a way for me to better position myself and prove I can be an essential asset to my organization?" Recently I have been giving a lot of thought to the last question. I feel that there are opportunities for me to take advantage of that might put me "on the radar" and help me to advance my career. The real challenge will be whether or not I decide to take a "leap of faith" or play it safe and hope that opportunity will present itself to me over time based on merit. I will answer my first two initial questions a little later on.
Ulrich & Ulrich (2010) wrote that "Meaning is not a dropped coin we pick up by chance. It is more like fine pottery we craft. People have to create the meaning of their work and their lives, and that process requires skill and practice, not just luck. Those who succeed at creating meaning - either on their own or with the help of their boss - tend to work harder, more creatively, and with more tenacity, giving the companies that employ them a leg up in the marketplace." Retrieved from http://blogs.hbr.org/2010/06/getting-beyond-engagement-to-c/
Leaders can help us find our "meaning" by articulating a meaningful vision for the future that appeals to our beliefs and values. Yukl (2014) wrote "The appeal of a vision depends on its ideological content as well as on its relevance for the challenges facing an organization. If the vision embodies shared values and ideals for most members of the organization, it is more likely to illicit their commitment." (p. 93). I agree that if an organization has a vision it is imperative to present it in a manner that will garner support, excitement, and appeal. Since change is a constant, in order for leaders to successfully navigate implementing change Yukl (2014) notes it is important to:
I think I left that day with "meaning" to what I currently do and how I plan to do things moving forward. Looking within myself I have always wanted to do something that helped others. I am fortunate to be able to do that today by assisting graduate students in accomplishing their educational goals. The last few days have been a whirlwind of brainstorming sessions on how to improve my processes, what I can do to be a better team member, and formulating a strategic plan to accomplish my goals. I consider myself to be a "spoke on a wheel". However, I would eventually like to consider myself a part of the "engine" that helps to drive my organization. I want to be a leader. Ulrich & Ulrich (2010) wrote"Leaders who help shape a vision that is engaging to others, who weave the stories that help people make sense of the past and imagine the future, who tap into the unique desires and values of individuals engage people's hearts as well as their heads and hands." Retrieved from http://blogs.hbr.org/2010/06/getting-beyond-engagement-to-c/
So earlier I asked myself "What is my meaning? What purpose am I serving my organization?" I think my "meaning" is to help others. Since my end of year meeting, a fire has ignited inside of me to be the best I can possibly be. I want to be a role model to my teammates and an example of hard work and dedication. I want to dedicate myself to accomplishing the goals that have been set for me and that I have set for myself. I am serving my organization as a representative who's purpose is my commitment to serving my students and making sure they are successful. If my students are successful my organization is successful. Having the opportunity to be a part of that process is my reward.
Ulrich, D & W. (2010). Getting Beyond Engagement to Creating Meaning at Work. Harvard Business Review, Retrieved from http://blogs.hbr.org/2010/06/getting-beyond-engagement-to-c/
Yukl, G. A. (2013). Leadership in organizations (8th ed.). Boston: Pearson.
Ulrich & Ulrich (2010) wrote that "Meaning is not a dropped coin we pick up by chance. It is more like fine pottery we craft. People have to create the meaning of their work and their lives, and that process requires skill and practice, not just luck. Those who succeed at creating meaning - either on their own or with the help of their boss - tend to work harder, more creatively, and with more tenacity, giving the companies that employ them a leg up in the marketplace." Retrieved from http://blogs.hbr.org/2010/06/getting-beyond-engagement-to-c/
Leaders can help us find our "meaning" by articulating a meaningful vision for the future that appeals to our beliefs and values. Yukl (2014) wrote "The appeal of a vision depends on its ideological content as well as on its relevance for the challenges facing an organization. If the vision embodies shared values and ideals for most members of the organization, it is more likely to illicit their commitment." (p. 93). I agree that if an organization has a vision it is imperative to present it in a manner that will garner support, excitement, and appeal. Since change is a constant, in order for leaders to successfully navigate implementing change Yukl (2014) notes it is important to:
- Communicate a clear vision of the benefits to be gained from change.
- Identify the supporters/opponenets, and reasons for resistance.
- Build support for the change.
- Prepare people fro change by explaining how it will affect them.
- Provide opportunities for early success to build confidence.
- Monitor the progress of change and make adjustments as needed.
- Keep people informed of the progress of the change.
- Demonstrate optimism and continued commitment to the change. (pp. 85-88).
I think I left that day with "meaning" to what I currently do and how I plan to do things moving forward. Looking within myself I have always wanted to do something that helped others. I am fortunate to be able to do that today by assisting graduate students in accomplishing their educational goals. The last few days have been a whirlwind of brainstorming sessions on how to improve my processes, what I can do to be a better team member, and formulating a strategic plan to accomplish my goals. I consider myself to be a "spoke on a wheel". However, I would eventually like to consider myself a part of the "engine" that helps to drive my organization. I want to be a leader. Ulrich & Ulrich (2010) wrote"Leaders who help shape a vision that is engaging to others, who weave the stories that help people make sense of the past and imagine the future, who tap into the unique desires and values of individuals engage people's hearts as well as their heads and hands." Retrieved from http://blogs.hbr.org/2010/06/getting-beyond-engagement-to-c/
So earlier I asked myself "What is my meaning? What purpose am I serving my organization?" I think my "meaning" is to help others. Since my end of year meeting, a fire has ignited inside of me to be the best I can possibly be. I want to be a role model to my teammates and an example of hard work and dedication. I want to dedicate myself to accomplishing the goals that have been set for me and that I have set for myself. I am serving my organization as a representative who's purpose is my commitment to serving my students and making sure they are successful. If my students are successful my organization is successful. Having the opportunity to be a part of that process is my reward.
Ulrich, D & W. (2010). Getting Beyond Engagement to Creating Meaning at Work. Harvard Business Review, Retrieved from http://blogs.hbr.org/2010/06/getting-beyond-engagement-to-c/
Yukl, G. A. (2013). Leadership in organizations (8th ed.). Boston: Pearson.
Friday, July 4, 2014
A511.5.3.RB_DiazBrian
In the article entitled "Remote Transformational Leadership" the author's goal "is to broaden our understanding of remote transformational leadership, specifically the effects of intellectual stimulation and charisma in remote leadership contexts" (p.167). Remote leadership is defined as "Leadership interactions that are characterized by electronically-mediated communication between geographically and physically isolated leaders and followers are what we term 'remote' leadership" (p.164). The authors contend that due to globalization, leaders are faced with the need to communicate with their subordinates by electronic means such as e-mail, video/teleconferencing, and instant messaging. As a result of relying on technology based communication, the authors were concerned that these interactions may be less than optimal for leaders to effectively manage their subordinates.
In this study the hypothesis was "that individuals exposed to e-mail messages containing a charismatic or intellectually stimulating message would express higher levels of task motivation, and demonstrate higher levels of performance on a laboratory task than individuals who received e-mail instructions that did not contain these aspects of transformational leadership. Based on previous experimental research on transformational leaders, we hypothesize main effects for both intellectual stimulation and charisma but no additive effect between the two dimensions of transformational leadership." (p.167).
In my organization (in my capacity), we know what our goals/expectations are for each academic term during the course of the year. It is something we go over in our end-of-year meeting. Our director will present to us target goals to be met and from there we are off and running for the year. During the course of a normal work week I may see my director once or twice in passing. 95% of our communication is done via e-mail or instant messaging. She sends us reports daily and updates our team accordingly. We meet face-to-face every two weeks and beside the occasional "drive by" "Hi, how you doing?", we operate mainly by "remote transformational leadership". Last year we faced some challenges with the government shut down and in an effort to make up enrollments, upper management added additional terms for our students in an attempt to attain our goals. There was one instance where we were literally working on 3 terms all at once, being asked to do double the amount of normal work, and "challenged" to make up lost registrations (or revenue). It was around this time that a discernible difference could be interpreted in the e-mails we were receiving. The transitional leadership we had come to love and expect was soon replaced with management-by-exception. Gone was the warm and fuzzy and in its place was a very rigid demand for performance. I can imagine the pressure my director was under for our team to perform so I couldn't be mad at her. However, as a team this really effected morale because we felt like we were being given all of these additional tasks with no system of reward or recognition. Feelings were made known and the response was "you have a job to do and it must be done". These were a tense few weeks. The demands were great but as a group we conceded that there were only so many hours in a day and we all tried our best. I wish upper management would have approached us in a face-to-face meeting and heard our concerns regarding this situation. I believe each side would have benefited greatly from direct communication in this instance. It got to the point where we were scared to open emails from our director for fear it would be additional tasks!
For this particular study two separate experiments were analyzed. In the first a vignette approach was utilized. 175 students received an email depicting either laissez-faire, management-by-exception, or transformational leadership. The goal was to determine whether students could differentiate and identify the different leadership styles. In the second study, 105 undergraduates completed individual and group problem solving tasks after reading an e-mail containing either an intellectually stimulating or charismatic message. Identification and motivation of these tasks were then analyzed.
The result of the first study concluded that "individuals can indeed differentiate between different leadership styles within emails" (p. 166). In the second study the results yielded that "Participants who received an e-mail in which the leader expressed intellectual stimulation rated that leader as being more intellectually stimulating than the leader who did not express intellectual stimulation. As predicted, no differences emerged between these two groups for charisma." (p. 168).
This study further suggests what previous studies into transformational leadership have indicated. That transformational leadership (even remote) can influence tasks and attitude related results. The result of this study suggests that electronic communication can be just as effective as direct face-to-face communication. I found this study to be quite interesting because of the relevance e-mail and other electronic mediums play into our professional lives today. Today's leaders have little choice but to use these methods of communication to get their ideas, goals, and directives across to us. I would agree with the findings of these results that these methods definitely are effective in managing subordinates.
Kelloway, E. K., Barling, J., Kelley, E., Comtois, J., & Gatien, B. (2002). Remote transformational leadership. Leadership and Organization Development Journal , 24 (3), 163-171.
In this study the hypothesis was "that individuals exposed to e-mail messages containing a charismatic or intellectually stimulating message would express higher levels of task motivation, and demonstrate higher levels of performance on a laboratory task than individuals who received e-mail instructions that did not contain these aspects of transformational leadership. Based on previous experimental research on transformational leaders, we hypothesize main effects for both intellectual stimulation and charisma but no additive effect between the two dimensions of transformational leadership." (p.167).
In my organization (in my capacity), we know what our goals/expectations are for each academic term during the course of the year. It is something we go over in our end-of-year meeting. Our director will present to us target goals to be met and from there we are off and running for the year. During the course of a normal work week I may see my director once or twice in passing. 95% of our communication is done via e-mail or instant messaging. She sends us reports daily and updates our team accordingly. We meet face-to-face every two weeks and beside the occasional "drive by" "Hi, how you doing?", we operate mainly by "remote transformational leadership". Last year we faced some challenges with the government shut down and in an effort to make up enrollments, upper management added additional terms for our students in an attempt to attain our goals. There was one instance where we were literally working on 3 terms all at once, being asked to do double the amount of normal work, and "challenged" to make up lost registrations (or revenue). It was around this time that a discernible difference could be interpreted in the e-mails we were receiving. The transitional leadership we had come to love and expect was soon replaced with management-by-exception. Gone was the warm and fuzzy and in its place was a very rigid demand for performance. I can imagine the pressure my director was under for our team to perform so I couldn't be mad at her. However, as a team this really effected morale because we felt like we were being given all of these additional tasks with no system of reward or recognition. Feelings were made known and the response was "you have a job to do and it must be done". These were a tense few weeks. The demands were great but as a group we conceded that there were only so many hours in a day and we all tried our best. I wish upper management would have approached us in a face-to-face meeting and heard our concerns regarding this situation. I believe each side would have benefited greatly from direct communication in this instance. It got to the point where we were scared to open emails from our director for fear it would be additional tasks!
For this particular study two separate experiments were analyzed. In the first a vignette approach was utilized. 175 students received an email depicting either laissez-faire, management-by-exception, or transformational leadership. The goal was to determine whether students could differentiate and identify the different leadership styles. In the second study, 105 undergraduates completed individual and group problem solving tasks after reading an e-mail containing either an intellectually stimulating or charismatic message. Identification and motivation of these tasks were then analyzed.
The result of the first study concluded that "individuals can indeed differentiate between different leadership styles within emails" (p. 166). In the second study the results yielded that "Participants who received an e-mail in which the leader expressed intellectual stimulation rated that leader as being more intellectually stimulating than the leader who did not express intellectual stimulation. As predicted, no differences emerged between these two groups for charisma." (p. 168).
This study further suggests what previous studies into transformational leadership have indicated. That transformational leadership (even remote) can influence tasks and attitude related results. The result of this study suggests that electronic communication can be just as effective as direct face-to-face communication. I found this study to be quite interesting because of the relevance e-mail and other electronic mediums play into our professional lives today. Today's leaders have little choice but to use these methods of communication to get their ideas, goals, and directives across to us. I would agree with the findings of these results that these methods definitely are effective in managing subordinates.
Kelloway, E. K., Barling, J., Kelley, E., Comtois, J., & Gatien, B. (2002). Remote transformational leadership. Leadership and Organization Development Journal , 24 (3), 163-171.
Friday, June 27, 2014
A511.5.3.RB_DiazBrian
Based on the readings for this week, we learned how traits and skills are related to effective leadership, the different traits and skills most relevant to effective leadership, how aspects of situations can enhance or diminish effects of leader behavior, contingency theories, the benefit and and limitations of contingency theories, and how to adapt leader behavior to the situation.
The specific traits related to ledership effectiveness are:
Leaders should possess emotional intelligence,social intelligence, and the ability to learn. Yukl (2013) states "Emotional intelligence includes several interrelated component skills." (p. 151). Among these are empathy, self regulation, and emotional self-awareness. Social intelligence is defined "as the ability to determine the requirements for leadership in a particular situation and select an appropriate response". The ability to learn comes from making mistakes and learning from them, being adaptive, and innovative. All of these skills and traits have to be put together much like the pieces of a puzzle.
As I have gotten older I have become more aware of how important it is to take better care of myself physically. At work I utilize my two 15 minute breaks to go for walks. I ride my bike as often as I can, and I try to eat healthy. I think this is important because it helps energize me and enables me to raise my energy level to increase productivity. I like to believe that I am emotionally in tune with those around me. I think empathy is one of my better qualities. I like to be the person others can turn to for advice or comfort. I hold myself to a very high standard and consider myself to have a high level of integrity. I am very outgoing and enjoy establishing relationships with others. I consider myself to be somewhat analytical (almost to a fault, I have a tendency to over analyze). It is something I have been working on in this past year. Being analytical can cause you to second guess yourself and I used to do that on a daily basis and lose valuable time. I think I've made some progress in that department. I strive to make good judgments and enjoy problem solving.
I recently had a one-on-one meeting with my director (she does this yearly) to gauge the organizational temperature. We discussed a lot of topics such as what I would like to see done differently, how we could improve processes, and what rewards I would like our organization to use. I prepared somewhat for this meeting. I asked myself one important question before hand. "How can I develop professionally in order to be more valuable to my organization?" I knew she would ask me how I saw my future with the organization and she seemed pleased to hear that I considered how I could be more effective to the organization moving forward and how I would be a benefit to them. I mentioned how I had made strong relationships with others, my desire to build relationships with those I was not familiar with, and how emotionally I am able to make an impact on others.
Contingency is ultimately based on the situations that you may not directly be able to influence however this does not mean that you cannot affect the outcome. As leaders, we should strive to accept conditions as they are presented and adjust our decisions accordingly.
Yukl, G. A. (2013). Leadership in organizations (8th ed.). Boston: Pearson.
The specific traits related to ledership effectiveness are:
- High energy level and stress tolerance
- Internal locus of control orientation
- Emotional maturity
- Personal integrity
- Power motivation
- Achievement orientation
- High self-confidence
- Low need for affiliation
Leaders should possess emotional intelligence,social intelligence, and the ability to learn. Yukl (2013) states "Emotional intelligence includes several interrelated component skills." (p. 151). Among these are empathy, self regulation, and emotional self-awareness. Social intelligence is defined "as the ability to determine the requirements for leadership in a particular situation and select an appropriate response". The ability to learn comes from making mistakes and learning from them, being adaptive, and innovative. All of these skills and traits have to be put together much like the pieces of a puzzle.
As I have gotten older I have become more aware of how important it is to take better care of myself physically. At work I utilize my two 15 minute breaks to go for walks. I ride my bike as often as I can, and I try to eat healthy. I think this is important because it helps energize me and enables me to raise my energy level to increase productivity. I like to believe that I am emotionally in tune with those around me. I think empathy is one of my better qualities. I like to be the person others can turn to for advice or comfort. I hold myself to a very high standard and consider myself to have a high level of integrity. I am very outgoing and enjoy establishing relationships with others. I consider myself to be somewhat analytical (almost to a fault, I have a tendency to over analyze). It is something I have been working on in this past year. Being analytical can cause you to second guess yourself and I used to do that on a daily basis and lose valuable time. I think I've made some progress in that department. I strive to make good judgments and enjoy problem solving.
I recently had a one-on-one meeting with my director (she does this yearly) to gauge the organizational temperature. We discussed a lot of topics such as what I would like to see done differently, how we could improve processes, and what rewards I would like our organization to use. I prepared somewhat for this meeting. I asked myself one important question before hand. "How can I develop professionally in order to be more valuable to my organization?" I knew she would ask me how I saw my future with the organization and she seemed pleased to hear that I considered how I could be more effective to the organization moving forward and how I would be a benefit to them. I mentioned how I had made strong relationships with others, my desire to build relationships with those I was not familiar with, and how emotionally I am able to make an impact on others.
Contingency is ultimately based on the situations that you may not directly be able to influence however this does not mean that you cannot affect the outcome. As leaders, we should strive to accept conditions as they are presented and adjust our decisions accordingly.
Yukl, G. A. (2013). Leadership in organizations (8th ed.). Boston: Pearson.
Friday, June 20, 2014
A511.3.3.RB_DiazBrian
Reflecting on this week's readings confirmed just how little I actually knew about power and influence. I learned that there are two general ways to classify power. Power can be distinguished between position power and personal power. Yukl (2013) defines position power as the "potential influence derived from legitimate authority, control over resources and rewards, control over punishment, control over information, and control over the physical environment." (p.193). In my organization when I think of position power, I think of the president of my organization. Yukl (2013) defines personal power, as the "potential influence derived from task expertise, and potential influence based on friendship and loyalty." (p.193) I can relate to personal power better than I can to position power because at this stage in my career I have not had an opportunity to influence the actions of others in a work related environment. But how is power acquired? How is it lost?
Yukl (2013) notes "Power is not a static condition; it changes over time due to changing conditions and the actions of individuals and coalitions. How power is gained or lost in organizations is described in social exchange theory, strategic contingencies theory, and theories about institutionalization of power." (p.193). And so we are reminded that the one true constant in leadership, organizations, and in life, is change.
As conditions change, power changes. As time goes by so do the individuals who hold power and are responsible for influence. Yukl (2013) indicates that "Studies on the consequences of leader power are inconclusive, but findings indicate that effective leaders have more expert and referent power than less effective leaders, and they rely on their personal power more than on their position power." (p.195). I would agree. For example, if a military campaign is being launched, is the military going to rely on personnel that has no prior combat experience? Would they send a captain to do a general's job? Not likely.
Through our readings I learned how legitimate power can be used effectively. Some ways to achieve this are by:
Making polite and clear requests; explaining the reason for such a request; not exceeding your authority; verifying authority if needed; following proper channels; following up to verify compliance; and insisting on compliance if appropriate.
Yukl (2013) writes "The type of behavior used intentionally to influence the attitudes and behavior of another person is usually called influence tactic." (p.187). The different types of influence tactics described in or text are impression management tactics, political tactics, and proactive tactics. Impression management tactics are intended to influence individuals to like the agent or have a favorable view of them. Political tactics are used to influence organizational decisions for the benefit of an individual or a group. Proactive tactics have an immediate objective that someone wants carried out. Some additional forms of influence tactics are rational persuasion, apprising, collaboration, and personal appeals. These tactics are used in organizations to achieve certain measures, goals, or agendas. One of the most effective ways to use tactics is to combine them. By combining them you are more likely to be successful in achieving your desired outcome.
Personally, the power that I bring to my work place is positivity. I try to maintain my positivity in the hope that it becomes contagious. I want to be able to influence others by having a good attitude, making others smile, and building relationships based on caring. I think if I want to be a good leader I should be personable, relateable, and sincere. I want my experiences with my colleagues to be constructive. No one wants to support or assist an individual who is always negative. For example, my sister-in-law and I do not get along. I find the way she treats others and the manner in which she conducts herself deplorable. She is constantly playing the victim when she feels she has been "wronged". We were recently out to dinner and I was so embarrassed by the way she treated the wait staff. The service was more than acceptable (I should know I was a waiter for ten years). However since she received her meal last, and didn't care for her food, it was a conspiracy. I am just glad the majority of her remarks were made towards us not the poor waiter. I was raised to treat others as I would like to be treated and I think in organizations, sometimes we can forget this value. I for one hold my values in high regard and refuse to (even if I feel wronged) lower my expectations of myself if something out of my control occurs.
I have not yet had the pleasure to experience a high quality LMX situation in my workplace but I welcome the opportunity with open arms. I want to put my self in a position to be trusted by my organization and possibly have this type of participatory role with a member of my company in order to develop my skills and grow into a larger role. An exchange relationship of this nature could have a major impact on my future as a benefit to my company.
Yukl, G. A. (2013). Leadership in organizations (8th ed.). Boston: Pearson.
Yukl (2013) notes "Power is not a static condition; it changes over time due to changing conditions and the actions of individuals and coalitions. How power is gained or lost in organizations is described in social exchange theory, strategic contingencies theory, and theories about institutionalization of power." (p.193). And so we are reminded that the one true constant in leadership, organizations, and in life, is change.
Through our readings I learned how legitimate power can be used effectively. Some ways to achieve this are by:
Making polite and clear requests; explaining the reason for such a request; not exceeding your authority; verifying authority if needed; following proper channels; following up to verify compliance; and insisting on compliance if appropriate.
Yukl (2013) writes "The type of behavior used intentionally to influence the attitudes and behavior of another person is usually called influence tactic." (p.187). The different types of influence tactics described in or text are impression management tactics, political tactics, and proactive tactics. Impression management tactics are intended to influence individuals to like the agent or have a favorable view of them. Political tactics are used to influence organizational decisions for the benefit of an individual or a group. Proactive tactics have an immediate objective that someone wants carried out. Some additional forms of influence tactics are rational persuasion, apprising, collaboration, and personal appeals. These tactics are used in organizations to achieve certain measures, goals, or agendas. One of the most effective ways to use tactics is to combine them. By combining them you are more likely to be successful in achieving your desired outcome.
Personally, the power that I bring to my work place is positivity. I try to maintain my positivity in the hope that it becomes contagious. I want to be able to influence others by having a good attitude, making others smile, and building relationships based on caring. I think if I want to be a good leader I should be personable, relateable, and sincere. I want my experiences with my colleagues to be constructive. No one wants to support or assist an individual who is always negative. For example, my sister-in-law and I do not get along. I find the way she treats others and the manner in which she conducts herself deplorable. She is constantly playing the victim when she feels she has been "wronged". We were recently out to dinner and I was so embarrassed by the way she treated the wait staff. The service was more than acceptable (I should know I was a waiter for ten years). However since she received her meal last, and didn't care for her food, it was a conspiracy. I am just glad the majority of her remarks were made towards us not the poor waiter. I was raised to treat others as I would like to be treated and I think in organizations, sometimes we can forget this value. I for one hold my values in high regard and refuse to (even if I feel wronged) lower my expectations of myself if something out of my control occurs.
I have not yet had the pleasure to experience a high quality LMX situation in my workplace but I welcome the opportunity with open arms. I want to put my self in a position to be trusted by my organization and possibly have this type of participatory role with a member of my company in order to develop my skills and grow into a larger role. An exchange relationship of this nature could have a major impact on my future as a benefit to my company.
Yukl, G. A. (2013). Leadership in organizations (8th ed.). Boston: Pearson.
Friday, June 13, 2014
A511.2.3.RB_DiazBrian
In my role as an academic advisor my student look to me for guidance. They trust that the information I provide them with is accurate and that I am performing my responsibilities in their best interest. My goal in this capacity is to build interpersonal relationships with these individuals based on respect, trust, and honest communication. I do not have subordinates so my experience in this post is reflective of the capacity in which I serve my students.
Yukl (2013) notes that "Supportive leadership (or "supporting") includes a wide variety of behaviors that show consideration, acceptance, and concern for the needs and feelings of other people." (p.63). I am cognizant of the fact that my students rely on me to meet their academic needs and personal goals. In my role it is important that I actively listen to their needs and advocate on their behalves. Students will share personal experiences with me regarding their individual circumstances so it is important that I provide support and sympathy whenever necessary. We all have personal problems in our lives and sometimes we just need to be heard and I am appreciative of the fact that I get to help others. I get to help them achieve their personal goals and I am there whenever they might need some encouragement. Recently my team met to discuss how we could build on and improve our relationships with our students. 90% of my communication with students is done via email and I rarely have an opportunity to meet these individuals face to face due to the online learning environment we are in. I do speak with a small a small population of my students over the phone but not as much as I would like. We brainstormed ideas of personalizing our interactions with our students and decided to make subtle changes in our email communications that made them more personalized to the individual. We also came up with per-recorded messages to send all of our students introducing ourselves and offering guidance. These were (if I remember correctly) 45 second sound bites we recorded with the use of an app. The message was then sent to our respective student populations in a phone "blast". We did not receive the type of feedback we had hoped, however we will attempt it again at a later time and re-evaluate student feedback to determine if it is useful in building our student relationships. It is my duty as an advisor to make my students feel that I genuinely care about their educational needs and more importantly, about them as people (and not a number). For me having this type of interpersonal relationship is a key factor to not only effectively performing my job but also maintaining these relationships in a trustful, respective manner.
I currently do not possess the experience in my department to offer development to other staff members. As I continue to learn and grow in my current role it is my goal to develop my skills so some day I can offer mentorship, coaching, and provide others with development opportunities. ERAU provides opportunities for employees to take part in programs designed to mentor and provide career advice. One such program is the Leadership Enhancement Program (LEP). The LEP "is designed for staff and students to learn ideal leadership traits and behaviors they need to lead groups on and off campus and for professional development. Information provided in each session will unlock the participants’ leadership potential to accelerate preferred results and become a magnet for exemplary leadership research and certifications. Topics will cover real-world instances of a variety of leadership actions that effect and influence their environments. Participants will also form leadership teams to analyze and prescribe solutions for a campus or community entity." Retrieved from http://www.erau.edu/administration/diversity.html
Praise and recognition I feel is such an important part of organizations today. Yukl (2013) states "Recognizing involves giving praise and showing appreciation to others for effective performance, significant achievements, and important contributions to the organization." (p. 68). Each July our department has a retreat in Daytona Beach at a resort. This resort is located right on the beach. This retreat serves as an opportunity for the online learning department to prepare for the new academic year. We break out into mini sessions and go over our goals and objectives for the new academic year. More than half of the event is actually an awards ceremony. We are recognized for our contributions and achievements for the previous academic school year. Trophies and awards are presented and it is a nice change from our daily activities. It doesn't hurt to be on the beach overlooking the ocean either. This day has such a positive impact on us. We get to reflect on the previous year and enjoy each others company outside of the office. It is a great team building event (as we play games as well) and really reminds us of the work we do and why we do it. Last year was my first one and I was really impressed at the lengths the organization goes to in order to make us feel like part of a family. The event made me want to be the best employee I could be. Not everyone enjoys what they do. I am lucky to say I enjoy my position and I feel like my organization has my interest at heart. That in turn makes me want to work harder because I appreciate what they do for us. I think we all want to feel appreciated and awards have a way of doing just that. I think this is one of the reasons ERAU is consistently named one of the top 100 companies for working families. http://www.orlandotcs.com/proofing/top100/25998/25998_top100_2013winners.php
Yukl, G. A. (2013). Leadership in organizations (8th ed.). Boston: Pearson.
Yukl (2013) notes that "Supportive leadership (or "supporting") includes a wide variety of behaviors that show consideration, acceptance, and concern for the needs and feelings of other people." (p.63). I am cognizant of the fact that my students rely on me to meet their academic needs and personal goals. In my role it is important that I actively listen to their needs and advocate on their behalves. Students will share personal experiences with me regarding their individual circumstances so it is important that I provide support and sympathy whenever necessary. We all have personal problems in our lives and sometimes we just need to be heard and I am appreciative of the fact that I get to help others. I get to help them achieve their personal goals and I am there whenever they might need some encouragement. Recently my team met to discuss how we could build on and improve our relationships with our students. 90% of my communication with students is done via email and I rarely have an opportunity to meet these individuals face to face due to the online learning environment we are in. I do speak with a small a small population of my students over the phone but not as much as I would like. We brainstormed ideas of personalizing our interactions with our students and decided to make subtle changes in our email communications that made them more personalized to the individual. We also came up with per-recorded messages to send all of our students introducing ourselves and offering guidance. These were (if I remember correctly) 45 second sound bites we recorded with the use of an app. The message was then sent to our respective student populations in a phone "blast". We did not receive the type of feedback we had hoped, however we will attempt it again at a later time and re-evaluate student feedback to determine if it is useful in building our student relationships. It is my duty as an advisor to make my students feel that I genuinely care about their educational needs and more importantly, about them as people (and not a number). For me having this type of interpersonal relationship is a key factor to not only effectively performing my job but also maintaining these relationships in a trustful, respective manner.
I currently do not possess the experience in my department to offer development to other staff members. As I continue to learn and grow in my current role it is my goal to develop my skills so some day I can offer mentorship, coaching, and provide others with development opportunities. ERAU provides opportunities for employees to take part in programs designed to mentor and provide career advice. One such program is the Leadership Enhancement Program (LEP). The LEP "is designed for staff and students to learn ideal leadership traits and behaviors they need to lead groups on and off campus and for professional development. Information provided in each session will unlock the participants’ leadership potential to accelerate preferred results and become a magnet for exemplary leadership research and certifications. Topics will cover real-world instances of a variety of leadership actions that effect and influence their environments. Participants will also form leadership teams to analyze and prescribe solutions for a campus or community entity." Retrieved from http://www.erau.edu/administration/diversity.html
Praise and recognition I feel is such an important part of organizations today. Yukl (2013) states "Recognizing involves giving praise and showing appreciation to others for effective performance, significant achievements, and important contributions to the organization." (p. 68). Each July our department has a retreat in Daytona Beach at a resort. This resort is located right on the beach. This retreat serves as an opportunity for the online learning department to prepare for the new academic year. We break out into mini sessions and go over our goals and objectives for the new academic year. More than half of the event is actually an awards ceremony. We are recognized for our contributions and achievements for the previous academic school year. Trophies and awards are presented and it is a nice change from our daily activities. It doesn't hurt to be on the beach overlooking the ocean either. This day has such a positive impact on us. We get to reflect on the previous year and enjoy each others company outside of the office. It is a great team building event (as we play games as well) and really reminds us of the work we do and why we do it. Last year was my first one and I was really impressed at the lengths the organization goes to in order to make us feel like part of a family. The event made me want to be the best employee I could be. Not everyone enjoys what they do. I am lucky to say I enjoy my position and I feel like my organization has my interest at heart. That in turn makes me want to work harder because I appreciate what they do for us. I think we all want to feel appreciated and awards have a way of doing just that. I think this is one of the reasons ERAU is consistently named one of the top 100 companies for working families. http://www.orlandotcs.com/proofing/top100/25998/25998_top100_2013winners.php
Yukl, G. A. (2013). Leadership in organizations (8th ed.). Boston: Pearson.
Friday, June 6, 2014
A511.1.3.RB_DiazBrian
The person that inspires me most is my director (most likely unbeknownst to him). I have actually had the pleasure of growing up with this individual and we have been friends since childhood. We remained friends over time and distance. We would often go very long periods of time without speaking to one another. However whenever we would see each other it was like we always picked up as if we hadn't missed any time apart. We have been there for each others weddings and have been there when our children were born.
When I was off living a pretty care-free life without any direction he was in college. When I was content with only having an AA degree he was working on his Master's. Professionally he is much (much) further along in his professional life than I am. He is now preparing to defend his dissertation an will earn his doctorate in the next year. He has accomplished all of this while raising 3 beautiful children along with his wife. While working as a paralegal he reached out to me when an opportunity was available at the university he felt I would be a great fit for. I applied, interviewed with my supervisor (as well as my entire team) and accepted a position with the university.
As a part of the organization I was impressed at the scope of the responsibilities he has. He is highly respected, extremely dedicated, and genuine in his role as a leader. What is so impressive is the fact that despite all of his responsibilities as a parent, the level of dedication to his role is amazing. He typically works 50-60 hour weeks. He is the first one to work and usually the last to leave. He is accessible to all of his employees and is always willing to speak with anyone if there is an issue. I felt inspired from the very first departmental meeting I was a part of. Here I am in a meeting with someone who I would play with as a child. Surreal experience to say the least.
So what sets managers apart from leaders? What makes my director in my opinion an inspirational leader? Yukl wrote "leaders and managers differ with regard to their values and personalities. Managers value stability, order, and efficiency, and they are impersonal, risk-averse, and focused on short-term results. Leaders value flexibility, innovation, and adaptation; they care about people as well as economic outcomes, and they have a long-term perspective with regard to objectives and strategies." (p. 6). The latter would describe my director. His vision, dedication, and demeanor makes everyone under his direction motivated to accomplish the goals he sets for our departments. I believe this figure is a good representation of the difference between a manager and a leader.
Simon Sinek's How Great Leaders Inspire Action video was thought provoking. I never considered how effective communication could be delivered from the inside out. He posed the question "Why?" Why is it Apple sells products more effectively than Dell? Why does Apple seem to resonate with the masses and in doing so become so successful? Sinek asserts that it's because "People don't buy 'what' you do. They buy why you do it." He also notes that the "goal is to do business with people who believe in what you believe." I am an Apple lover and this philosophy completely makes sense to me. The "why" controls our decision making. It is the reason I own and iPhone, an iPad, an Apple TV. I need these devices because they make my life easier, they allow me to connect with people, and I can use them whenever I want. The "why" of leadership is important to consider because as a leader you want to work with those that believe what you believe. I think it is important to work with an organization that shares like minded values and beliefs.
In the past I worked for a company that sold computer software. I was paid more money than I had ever made in my life. I got to the travel the country and worked with people I liked. But as I become more familiar with their practices I discovered they were a dishonest company that took advantage of its clients. I came to an ethical crossroads because of my values. After working there for a few months I resigned. The company was run by managers whose only goal was to make money regardless of the implication. I learned a valuable lesson from that experience. Real leaders evoke inspiration. Sinek said that "Those who lead us inspire us. We follow them because we want to not because we need to." I did not feel comfortable following the management of this company and regardless of the money I made I never regretted my decision. I am thankful that I now work for an organization that truly values genuine leadership.
Sinek, S. (2009). How Great Leaders Inspire Action. Retrieved from https://www.youtube.com/watch?v=u4ZoJKF_VuA&feature=share&list=PL42F8562DCD3CCEA8
Yukl, G. A. (2013). Leadership in organizations (8th ed.). Boston: Pearson.
When I was off living a pretty care-free life without any direction he was in college. When I was content with only having an AA degree he was working on his Master's. Professionally he is much (much) further along in his professional life than I am. He is now preparing to defend his dissertation an will earn his doctorate in the next year. He has accomplished all of this while raising 3 beautiful children along with his wife. While working as a paralegal he reached out to me when an opportunity was available at the university he felt I would be a great fit for. I applied, interviewed with my supervisor (as well as my entire team) and accepted a position with the university.
As a part of the organization I was impressed at the scope of the responsibilities he has. He is highly respected, extremely dedicated, and genuine in his role as a leader. What is so impressive is the fact that despite all of his responsibilities as a parent, the level of dedication to his role is amazing. He typically works 50-60 hour weeks. He is the first one to work and usually the last to leave. He is accessible to all of his employees and is always willing to speak with anyone if there is an issue. I felt inspired from the very first departmental meeting I was a part of. Here I am in a meeting with someone who I would play with as a child. Surreal experience to say the least.
So what sets managers apart from leaders? What makes my director in my opinion an inspirational leader? Yukl wrote "leaders and managers differ with regard to their values and personalities. Managers value stability, order, and efficiency, and they are impersonal, risk-averse, and focused on short-term results. Leaders value flexibility, innovation, and adaptation; they care about people as well as economic outcomes, and they have a long-term perspective with regard to objectives and strategies." (p. 6). The latter would describe my director. His vision, dedication, and demeanor makes everyone under his direction motivated to accomplish the goals he sets for our departments. I believe this figure is a good representation of the difference between a manager and a leader.
Simon Sinek's How Great Leaders Inspire Action video was thought provoking. I never considered how effective communication could be delivered from the inside out. He posed the question "Why?" Why is it Apple sells products more effectively than Dell? Why does Apple seem to resonate with the masses and in doing so become so successful? Sinek asserts that it's because "People don't buy 'what' you do. They buy why you do it." He also notes that the "goal is to do business with people who believe in what you believe." I am an Apple lover and this philosophy completely makes sense to me. The "why" controls our decision making. It is the reason I own and iPhone, an iPad, an Apple TV. I need these devices because they make my life easier, they allow me to connect with people, and I can use them whenever I want. The "why" of leadership is important to consider because as a leader you want to work with those that believe what you believe. I think it is important to work with an organization that shares like minded values and beliefs.
In the past I worked for a company that sold computer software. I was paid more money than I had ever made in my life. I got to the travel the country and worked with people I liked. But as I become more familiar with their practices I discovered they were a dishonest company that took advantage of its clients. I came to an ethical crossroads because of my values. After working there for a few months I resigned. The company was run by managers whose only goal was to make money regardless of the implication. I learned a valuable lesson from that experience. Real leaders evoke inspiration. Sinek said that "Those who lead us inspire us. We follow them because we want to not because we need to." I did not feel comfortable following the management of this company and regardless of the money I made I never regretted my decision. I am thankful that I now work for an organization that truly values genuine leadership.
Sinek, S. (2009). How Great Leaders Inspire Action. Retrieved from https://www.youtube.com/watch?v=u4ZoJKF_VuA&feature=share&list=PL42F8562DCD3CCEA8
Yukl, G. A. (2013). Leadership in organizations (8th ed.). Boston: Pearson.
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