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Leveraging for His service
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Leveraging for His service
General
by Peterson, Dawn - Wednesday, February 15, 2017, 8:37 PM
January 9 -
January 15 Organizational success vs. empowering people
January 16 -
January 22
The person who figures out how to harness the collective genius of the
January 23 -
people in his or her organization is going to blow the competition away
January 29
former Citibank CEO Walter Wriston (cited by Senge, 2011, p. 97). That is
January 30 -
the goal of todays leaders as they shift their focus from organizational
February 5
success to empowering people to bring about corporate success. If
February 6 - people are the capital to the organization, then it is in the organizations
February 12 best interest to find ways to empower them to reach their own potential.
Week 5
Post
Leadership in years past was about leaders who learned for the
Lever organization like Henry Ford (Senge, 2011, p. 96), and authoritative my
aging way or the highway to name just a few examples. Todays leaders are
for tasked with helping the employees learn for themselves and thereby
allowing a deeper buy-in to the organization. Organizations that are
His willing to learn and adapt to this new focus will have a greater chance
servic of flourishing in the future. To be effective, organizations must excel in
e organizing and managing their people. In the twenty-first century,
February 13 treating people right [focusing on empowerment] is not an option; it is a
- February necessity (Lawler III, 2011, p. 571).
19
Role of values
February 20
- February
26 How does this work in practical manners? Leaders take on different
February 27 roles in this new focus. They become designers of the organization,
- March 5 teachers and stewards (Senge, 2011, pp. 99-103). Determining the
March 6 - culture and values that shape the organization become very important.
March 12 Senge says that few acts of leadership have a more enduring impact on
March 13 - an organization than building a foundation of purpose and core values
March 19 (p. 100). What are core values? Lencioni states that core values are
deeply ingrained principles that guide all of a companys actions; they
March 20 -
serve as its cultural cornerstones(Lencioni, 2001). When a companys
March 26
espoused values are congruent with the underlying assumptions, then
March 27 -
they are in a better position to articulate those values to the entire
April 2
organization and it becomes their philosophy of operations (Schein,
April 3 - 2011, p. 478). This philosophy then permeates every decision made and
April 9 influences the people in the organization to develop a sense of
April 10 - corporate identity and mission making it more likely for people to buy-in
April 16 to the organizations purpose.
April 17 -
April 23
April 24 - When the organization or leader builds a shared vision with its people it
April 30 becomes more real and they can then say this is my vision or our
May 1 - May vision (Senge, 2011, p. 104). The organization is helped when its people
Course
Being new to business terms, I needed to look up what it meant to
administration
leverage something. One definition of leverage is the ability to
influence a system, or an environment in a way that multiplies the
outcome of ones effort without a corresponding increase in the
COURSE consumption of resources ("leverage,"). Senge explains it this way,
SEARCH well-focused actions can produce significant, enduring
improvements, if they are in the right place. Systems thinkers
refer to this idea as the principle of leverage. Tackling a
difficult problem is often a matter of seeing where the high
Go . leverage lies, where a changewith a minimum of effort
would lead to lasting, significant improvement (Senge, 2011,
p. 107).
With that definition in mind, the Leader as teacher takes on the role of
defining the reality of the current state of the organization. He helps
the people to see more accurately their placement in the organization
and thereby empowering them to participate in the growth and culture
of the organization. The leader becomes a coach, effectively teaching
people to look at the whole of the organization. According to Senge,
everyone participates in producing the whole picture (mental models)
for the organization (p. 104). This helps people restructure their views of
reality to see beyond the superficial conditions and events into the
underlying causes of problems- and there to see new possibilities for
shaping the future (p. 102). Smart leaders use this as a way to
encourage true change rather than a band aid to fix problems. If leaders
leverage their peoples commitment to the core values, then they are
more likely to see the need for change when one strays from the values.
Change is painfully hard especially in the corporate setting (Rock &
Schwartz, 2006, p. 3) but when people see the truth in the need for
change and principally discover it on their own, it can then influence
their feelings. According to Kotter, the heart of [true] change is in the
emotions (Kotter & Cohen, 2011, p. 682).
References
Kotter, J. P., & Cohen, D. S. (2011). The heart of change. In J. S. Osland & M.
E. Turner (Eds.), The organizational behavior reader (pp. 681-693). New
Jersey: Prentice Hall.
Lawler III, E. E. (2011). Why treating people right pays off. In J. S. Osland
& M. E. Turner (Eds.), The organizational behavior reader (pp. 571-582).
New Jersey: Prentice Hall.
Dawn,
You have written yet another good post. Your passionate, relevant
appeal at the end, summarizing the importance of leveraging personal
values by relating these to servant leadership as exemplified by Jesus
Christ, was especially eloquent. However, compared to many of your
past posts, some of the paragraphs in this one, although featuring
great content, weren't as conceptually integrated as they could have
been (e.g., sentences being linked together so that they form a clear
sequence of conceptual development).
Dr. Brand
Dear Dawn,
2. Hiring Practices
4. Work design
6. Reward Systems
7. Leadership
Organizations must hire and develop leaders who can
create commitment, trust, success, and a motivating work
environment.
Personal Values
Corporate Values
A Leaders Leverage
Awareness
1. Perceptual problems
2. Defining problems in terms of solutions
3. Identifying symptoms as problems
Decision Making
Spiritual Insight
References
Kahneman, D. (2011). Thinking, fast and slow (1st ed.). New York:
Farrar, Straus and Giroux.
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