DQ 2-1

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After reading the first chapter in week 1, I began to picture what type of power I try to use in my organization. I immediately thought of myself as using referent or legitimate forms of power. I began the assessment with destructive leader behavior characteristics. I found my score to be rather low, totaling 35. I feel I answered the questions without hesitation and gave it my true gut response. However, I can see fault with this assessment due to some leaders failing to recognize this sort of behavior in the work place. When it is spelled out in a question, of course the user will immediately deny that type of behavior. For example, question 28 in the self-assessment 1.1 states, “hints that sexual favors will result in preferential treatment (Johnson, 2013).” This is so unethical, I can’t imagine an individual actually admitting to this type of behavior. As for the self-assessment 1.2 from the text, I discovered that my personal power profile ranks primarily with legitimate power with a score of 5. My second ranking forms of power was tied between referent and expert with a score of 4.75. Reward power was scored at 2.75 and coercive power was scored at 1.5.

I feel that this assessment was spot on with my style of leadership. I make every attempt to remain calm and direct with my subordinates. I appreciate opportunities to teach them and guide them with my personal experiences (referent). I also make a point to hear them and understand them because often they can teach me things that I might not know. I feel respected when I walk in the department and I attribute that to my relationships with staff members. I make a point to show them respect and give constructive feedback. I let them know when they do something great and in the event they do something not so great, we have an open discussion about it. I make sure to follow all protocols and standards, and I hold them all accountable.

References

Johnson, C. E. (2013). Meeting the ethical challenges of leadership: Casting light or shadow. Thousand Oaks, CA: Sage. ISBN-13: 9781452259185 URL:http://gcumedia.com/digital-resources/sage/2013/meeting-the-ethical-challenges-of-leadership_ebook_5e.php

Values are shared behavior. Is there such thing as personal value?

Please, describe/define/identify values in the context of public administration. Please explain as to the importance or significance of values in organizations. Why do they matter? You can expound your post in relation to decision making in the public organizations. Then, compare the idea of shared behavior (shared values) with your personal value. Is there such thing as personal value? Please provide illustrations/examples. Please read your course materials. Please consult relevant resources. What do you think?

3Chapter one of the textbooks explains the value of effective leaders in the workplace. In the assessment, I received a score of 38 in which also reflected my two highest type of power that I use which is referent with a (5) and reward (3.75) power. In regards of leadership, I feel many miss the lesson in how you behave towards others should also reflect in your values. “Ethical leaders earn that label when they act morally as they carry out their duties and shape the ethical contexts of their groups, organizations, and societies. Both components are essential. Leaders must demonstrate such character traits as justice, humility, optimism, courage, and compassion; make wise choices; and master the ethical challenges of their roles” (Johnson, 2013). This exercise made me take a second look on defining my personal values and how important they play.

Looking at the roles of leadership in my organization, do many leaders truly understand their use of power and the behavior that’s involved with personal values? As a leader, I try to make sure we work as team, direct on goals, and a non micro manager. Communications plays a role in understanding your teams feeling on growth or projects.This was a great insight on the role of power from a personal assessment.