Post to Colleagues
Two (2) Colleagues post :
1st Colleagues post:
Kate Amayak
RE: Discussion - Week 6
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Hello Class,
Authentic leadership humbly recognizes that while they may be in charge, principle will ultimately governs (Convey, S. R 2003). Authentic leadership is comprises of 16 instrument, Self-Awareness Questionnaire which measures four factors four factors of authentic leadership which are: self-awareness, internalized moral perspective, rational transparency and balance processing. (Northouse, 2016, p. 217), after taking the personal value survey, the three traits that I scored higher are: Self-Awareness 17, internal moral prospective 16, balance processing 14.
I value self-awareness in my life and professionally because; the ability for me to understand and appreciate my strength is as importantly for me to recognize my vulnerability. Self-awareness allow me more effective communication, this is because with self-awareness, I am able to recognize the impact I have on the people around me. Also to be effective leader self-awareness skill, is ability that should be practice. Professionally, I seek feedback from others which will enable me more understanding of who I am from different perspective. Being self-aware of my actions, strength and weakness will allow me grow positively career wise and personally. However, “Others see people who have self-awareness as more authentic” (Northouse, 2016, p. 203).
The three principles that emanate with self-awareness are: self-awareness facilitate decision-making, it predict self-development, acceptance and productivity, while internal moral prospective emanated principles are: treating others the way I want to be treated, being honest and being authentic. And finally the principle that emanate with balance processing are: improvement on the expression and exercise of authentic leadership by weighing the different alternatives when making decisions, to stop relying so much on one's own mental models to incorporate valuable information from others, and to be able to achieve consensus regarding the steps to take.
To truly understand myself, offers me the route to contentment and peace, and oftentimes, happiness. Therefore a simple, self-care routine ensures your thoughts are clear, calm, and your focus is indeed better to work on the challenges ahead. Therefore self-awareness is imperative for every person or leadership.
Reference
Covey, S. R. (2008), Authentic Leaders, Leadership Excellence25(5),20
Northouse, P. G. (2016, 203 &217). Leadership: Theory and practice (7th ed.)
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2nd Colleagues post:
Sara DiCostanzo
RE: Discussion - Week 6
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The survey results scored with the following three highest values with humanity being the top score followed by justice and the third runner up being courage. This was an interesting survey as all as assignment as I have been one of those who has been misguided about the true differences of values and principles (Covey, 2008). I will go on provide a list of principles for each of the three values.
Humanity was my highest scoring value on the survey. There are many principles that can come from this value, but one of the top ones for me would be, helping others when they need assistance. For example, many peers at work call, email, or stop by my desk because they have a computer problem. I will get to a stopping point of the task I am on and take the time to assist them. By taking the time from what I am doing, builds a relationship with those who I have helped. Through my experiences of helping others, I have learned that when I need something, they can help me with, they are more likely to assist since I have helped them previously. This ties into my second highest scoring value of justice.
Again, there are many values to choose from, but one that is most important to me is making sure everyone feels included by treating them fairly. This can easily be done by diversity and inclusion. For example, it aides in minimizing group think because individuals from all backgrounds and experiences are taken into consideration and fresh ideas are brought to the table (Tavakoli, 2015). Another example of how I treat employees fairly is by not allowing outside opinions impact my judgement or opinion of others.
My third highest scoring value was courage and I believe it is important to be open to constructive feedback so that we can develop ourselves into better leaders. Constructive feedback is difficult to hear at times and can be painful as I know I am challenged with hearing how others think at times and can be painful as I know I am challenged with hearing how others think or feel about me at times (George et. al, 2007). Often, because that feedback can be so gut wrenching, it will hit in a way that we reflect and do something to make a positive change (George et. al, 2007). Bourke & Espedid (2019) mention that being open to feedback shows that I am an inclusive leader because I am listening to what my workers are telling me.
A goal that I want to attain is to have all generations on the same page with what diversity and inclusion really is. I know this goal will be attained when there are no longer stereotype comments made with regards to race, sexual orientation, or gender, just to name a few (Tavakoli, 2015). Diversity and inclusion is so much more than what it used to be and so many are not openminded enough to realize this (Tavakoli, 2015). This will be an incredibly challenging goal to achieve, but with research, training materials, and guest speakers for on-site meetings, there will be a decrease in the amount reports made regarding conflicts, discussions, or hearsay about stereotype comments. From recent experiences, I know I will have to remain calm, be consistent and constantly remind some employees that their comments are not necessary nor are they appropriate for the workplace. If it comes down to it, I may have to begin writing employees up who are not cooperating and allow the system to perform its job.
References
Bourke, J., & Espedido, A. (2019). Why Inclusive Leaders Are Good for Organizations, and How to Become One. Harvard Business Review Digital Articles, 2–5.
Covey, S. R. (2008). Authentic leaders. Leadership Excellence, 25(5), 20.
George, B., Sims, P., McLean, A.N., & Mayer, D. (2007). Discovering your authentic leadership. Harvard Business Review, 85(2),129–138.
Tavakoli, M. (2015). Diversity & inclusion drive success for today’s leaders: effective organizations and leaders are those that recognize diversity and inclusion as essential to business operations. TD Magazine, (5), 46.
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