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EXPL 390
2/21/17
Leadership reflection
government). Still, leadership is a factor that one can grow in, and there are
ways of acting and being that allow this trait to come to the forefront and to
develop into a habit. In this paper, I will structure my discussion around the
themes from the Caldwell and Dixon piece on love, trust, and forgiveness as
ethical leadership values. I will touch on the two practices that I see as most
and will assess to some extent the ethics of our leadership style.
Caldwell and Dixon refer to this in their section under love, calling on leaders
emphasize respect and personal space and dignity. Caldwell and Dixon also
realm during Job Club, where we act and dress professionally to model for
clients how professionals carry themselves. We directly train and inform our
clients on how to be good employees, and of course we hope that there are
good and ethical power dynamics in their new work placements. But, as is
often the case, they can only be placed in corporate positions that are
minimally mobile and highly dispensable. This type of job seems unpleasant,
and we advocate for our clients on multiple fronts, we still are not able to say
that we are leaders to them in the sense that we would not ask them to do
everyone you work with, not only to encourage them to continue working
hard, but to make the right decisions for themselves. This correlates very
would assume that everyone should be doing this type of work, but the
supervisors. Koestenbaum, in the Caldwell and Dixon piece, defines this type
Jesuit institution, we learn this under the name of cura personalis, meaning
the care of the person as a whole. I think the authors emphasize this
because businesses often only care about the productivity of workers, and
their health minimally when benefits like insurance are included. But a
person, in order to truly thrive in their place of work, needs to have all their
needs taken care of, and many of these needs are fulfilled not just by the
relationships.
work with at-risk populations. It is an office policy that everyone must take a
full hour lunch break, and working through lunch is not acceptable except in
rare cases. This not only cares for the employee by allowing them to
recharge by get food and energy, but it also puts in an hour of socializing
who is only in the office once a week, this hour lunch break is really great for
necessarily work with directly. We also try not to talk about work or clients
during this hour so that this time can really be taken as a break.
leadership position, I wonder about how this fits with my relationship with
question lies in the point that you stop accommodating clients and hold them
to a standard? More clearly, I wonder about how one can surrender their
commitment to their welfare can be while still maintaining self care practices
and meeting quotas and deadlines. We have at some points had to stop
services with certain clients because of bad relations between clients and
and our needs. Leadership in my mind is a two way street, lined with respect
and care for each other as humans, but the is an inherent imbalance in who
does the accommodating and to what degree. Caldwell and Dixon bring up
the person, but [who] sometimes refuses to accept some of the persons
familial relationships is part of the work a caseworker does. But again, what
in my office, but I wonder how I can apply these better to my job and my life
the leadership profile this week, and of course I learn from my cohort of
fellow social justice leaders at Loyola. Being humble enough to learn from
leaders.