Running Head: BMAL 501 DB FORUM 5: INDIVIDUAL 1
BMAL 501 DB Forum 5: Individual
Henry Bradtke
Liberty University
BMAL 501 DB FORUM 5: INDIVIDUAL 2
BMAL 501 DB Forum 5: Individual
Introduction
Henry Bradtke has completed reading chapters of the assigned reading for this week of
class in the book Resilient Leaders and has viewed the assigned presentation. He was then asked
to write about the three most important concepts that he had learned from the textbook reading
and the one presentation to be viewed. The reading continued to cover the various leadership
topics presented by Robert Dees. The three most important concepts Henry had learned through
this reading were integrity, courage, and wisdom. These three concepts are building blocks to
the character of an individual. For these concepts to be effective it needs to be consistent
between the personal and professional life of an individual.
Concept 1
Integrity as defined by Robert Dees in Resilient Leaders at its basic level is simply telling
the truth or staying true to a set of values (2013). Integrity is doing what is right even when no
one is looking. When employees see a leader has integrity, it can influence others positively and
facilitate desirable changes within the organization (Yinghong, O’Neill, & Zhou, 2018). To be
most effective, these leaders need to display integrity inside and outside the context of work with
the morals we develop over time. Leaders that embrace the moral person perspective value
integrity and are trustworthy, caring, honest, and fair with all (Engelbrecht, Heine, & Mahembe,
2017). When we have integrity, it can allow those to have the courage to speak up when they see
something that needs correction or explore better options than what had been decided on.
BMAL 501 DB FORUM 5: INDIVIDUAL 3
Concept 2
A common theme about courage that Robert Dees sees in Resilient Leaders is that we
face down fear (2013). Courage can be associated with morally upright behavior in adversity
(Polanski, Cullen, Gentry, & Nichols, 2014). That means that the leaders need to speak up and
say what needs to be said to build a relationship where they can communicate within their teams,
the organization, and even those outside the organization to ensure that the right things are being
done with no shortcuts being taken (Gismondi, 2018). Having the courage to do this may not be
beneficial to a leader; but the leader needs to be setting the example if we are expecting others to
follow. By setting the example, we will be passing on our wisdom to those who follow. The
leaders in organizations need to be aware in consciousness and behavior that they are always
synchronously leading and following (van Loon & Buster, 2019).
Concept 3
Wisdom seems to be associated with doing the right thing, in the right way, under the
right circumstances, in order to achieve the common good (Nayak, 2015). Unfortunately, we live
in the real world and these things may not always align, in order to make the perfect decision.
When these three things do not align, we must then use our best judgment to decide what is best
for the situation we are currently trying to resolve. There are three pillars to wise leadership:
understanding oneself, understanding that we will be pulled in all directions, and to resist
certitudes (“Wisdom based leadership in corporate culture- Challenges & opportunities”, 2018).
In this week’s presentation Robert Dees tells us that wisdom is the bridge between character and
competence (Dees, n.d.).
BMAL 501 DB FORUM 5: INDIVIDUAL 4
Conclusion
The example of integrity, courage and wisdom must be shown and encouraged
throughout the leadership of the organization for this example to be followed by all within the
organization. The leaders must also be aware how others perceive the integrity of the
organizational leadership. Perceived integrity of leadership can be defined as the extent to which
employees' sense that the leaders hold key morals, including honesty, fairness, impartiality,
objectiveness, and freedom from corruptive motives in their decision-making processes. In the
decision-making process, it may be necessary at times for the leaders to have the courage to
make a hard decision that may not be favorable with the majority. This hard decision may have
from the wisdom of many throughout the years as it was learned from the very beginning. This
can be seen in 2 Corinthians 1:12 New International Version, “Now this our boast: Our
conscience testifies that we have conducted ourselves in the world, and especially in our
relations with you, with integrity and godly sincerity. We have done so, relying not on worldly
wisdom but on God’s grace.”
BMAL 501 DB FORUM 5: INDIVIDUAL 5
References
Dees, R., & North, O. (2013). Resilient leaders. San Diego: Creative Team Publishing.
Dees, R. (n.d.). BMAL 501-Presentation: Lesson 6– Character and wisdom. Lynchburg,
VA: Liberty University.
Engelbrecht, A., Heine, G., & Mahembe, B. (2017). Integrity, ethical leadership, trust and
work engagement. Leadership & Organization Development Journal., 38(3),
368–379.
Gismondi, A. (2018). Leadership and courage key to building strong safety culture:
Panelists. Daily Commercial News, 91(52), 1-2. Retrieved from
http://ezproxy.liberty.edu/login?url=https://search-proquest-
com.ezproxy.liberty.edu/docview/2017970586?accountid=12085
Nayak, A. (2016). Wisdom and the tragic question: Moral learning and emotional
perception in leadership and organizations: JBE. Journal of Business Ethics,
137(1), 1-13.
Palanski, M. E., Cullen, K. L., Gentry, W. A., & Nichols, C. M. (2015). Virtuous
leadership: Exploring the effects of leader courage and behavioral integrity on
leader performance and image: JBE. Journal of Business Ethics, 132(2), 297-310.
Wisdom based leadership in corporate culture- Challenges & opportunities. (2018,
December 20). Business World.
