Group 3 Summary Draf
Group 3 Summary Draf
Liberty University
Introduction
Group 3 Summary Draf
on how to bridge from the theory of management and leadership, to good character and effective
leadership. It also explains how courage and wisdom is required. Each chapter provides information
that is essential to being a good and resilient leader.
Group Consensus
The three concepts that are most important in this week reading are as follows: Integrity, Courage, and
Wise (Wisdom). In each of these three the majority of the team has agreed on.
Integrity
Integrity is a characteristic that ofen appears in literature pertaining to business management and
leadership ethics that many would consider essential (Monga, 2016). Integrity is the quality of being
honest and having strong moral principles, moral uprightness, the state of being whole, entire, or
undiminished (Dees, 2013). The integrity or lack thereof, shown by a leader can have a positive or
negative effect on the attitudes and ultimately performance of subordinates (Moorman, Blakely, &
Darnold, 2018). Dees (2013) sums integrity up as “ a seamless integration of faith, family and profession
into a God-honoring life message”. (p.84).
Courage
All leaders need to develop their emotional courage. Dee stated in his book, “Emotional courage
overlaps with other forms of courage, but it largely consists of facing down fear of not being
accepted for taking unpopular stands.” (Dee, 3013). Leaders need to make a lot of decisions, which
might not be favors for many people, but for their organization and employees. It might cause a lot of
stress to the leaders who are making a decision, but they cannot show it to their employees. The term
courage is ofen thought of in one capacity, typically in the physical sense. Dees (2013) looks at courage
as being synonymous to valor, bravery, boldness, but both Dees and Rijamampianina (2018, p.321)
suggest that courage has many shapes, forms or characteristics, Dees (2013) list them as: physical,
Group 3 Summary Draf
mental, spiritual, emotional and relational. Regardless of which feat of courage is being challenged, all
require the leader to rush toward a problem facing it rather than lying in fear denying its existence.
Rijamampianina (2018) believes there are three divers of courage: values, beliefs, self -consciousness,
and emotional balance and control (p.327). Given that internal and external factors seem to drive
courage, there is no suitable training program that could teach one to be courageous. According to
Rijamamppianina (2018), courage development is a lifelong journey that requires experience. Courage
can never be implemented without an experience that requires a courageous response. If a leader is shy
they will still have to take the initiative to get close to their co-workers. Michael and Tews stated in
their article “LMX “ The leaders will need to develop a small number of high quality relationships. These
relationships should be characterized by trust, respect and liking. Having such relationships will
engender a shared identity with the leader, a desire to reciprocate, and feelings of loyalty, emotional
connection and mutual support.” (Michael and Tews, 2016). Employees cannot have trust and loyalty
to whom they do not even know well. It will be much better and easier to have trust and loyalty to
people with whom they have a relationship with. One definition from the U.S. army o the personal
courage is to face fear, danger or adversity. “These things I have spoken unto you, that in me ye might
have peace in the world ye shall have tribulation; but be of good cheer; I have overcome the world. John
16:33 King James Version.
Wise (Wisdom)
Wisdom is necessary to balance other highly commendable qualities of character, wise leaders invest
others. Major General Dees recalls his time when he was selected to be an executive staff officer for
General Honeycutt. Every leader within an organization should be training their replacement. In the Air
Force we deliberately develop our subordinates to take on future challenging positions. Mentoring
people in the workplace plays an integral role in the development of both the leader and subordinate.
Giving feedback, building rapport, and truly investing in someone can help both individuals develop the
necessary sof skills to help them navigate issues in the future. (Dees & North, 2013). If you polled ten
different people on how they defined wisdom, it is possible that you would get ten different answers.
Nayak (2016) portrays wisdom in terms of decision making when faced between better and worse,
Group 3 Summary Draf
wrongs or winless, even tragic situations. Kolodinsky and Bierly (2103) presents executive wisdom and
describes it as knowledge, moral maturity, managing uncertainty and reflective strategic decision
making but that the components integrated is what manifests and creates executive wisdom (p.1). Dees
(2013) seems to align with this in that wisdom takes practice, it is not just a theory but the practice of
bridging character and competence is what makes the difference in success versus folly (p.112). As
leaders we must understand that being wise does not always promote popular opinion and it does not
always mean the right decision was made especially when facing a tragic winless situation.
Organizational leaders are responsible for dealing with complicated situations that if not handled
correctly will affect the overall success of the organization. Having a leader that faces reality upfront and
encourages “truth telling” within a business setting is essential to the overall ethics of the organization
(Dees, 2013). Without facing situations as they are from the beginning leaders will contribute to the
eventual demise of organizational success.
The three concepts that are listed by our group are important for an organization to consider and to use.
Each of these makes a good leader. Blagg and Young makes the comment that leaders are the
charismatic, big pick visionaries who changes things. As a leader one must have faith that they are able
to accomplish the task before them. Faith is the bridge which leads from fear to courage (Dees, 2011).
References
Blagg, Deborah, & Young, Susan (20010 What makes a Good Leader? Harvard Business School
Working Knowledge Boston MA
Group 3 Summary Draf
Dees, R. (2013). Resilient Leaders. [MBS Direct]. Retrieved from
https://mbsdirect.vitalsource.com/#/books/MBS1873240/
Heimann, N. (2020), Achieving executive presence: Integrating the seven dimension
of leadership intelligence. Leader to Leader, 2020: 58-64. doi:10.1002/ltl.20492
Michel, J. W. and Tews, M. J. (2016). Does Leader–Member Exchange Accentuate the Relationship
Between Leader Behaviors and Organizational Citizenship Behaviors? Journal of Leadership &
Organizational Studies, Vol. 23(1) 13–26.
Moorman, R. H., Blakely, G. L., & Darnold, T. C. (2018). Understanding How Perceived
Leader Integrity Affects Follower Trust: Lessons From the Use of Multidimensional
Measures of Integrity and Trust. Journal of Leadership & Organizational Studies,
25(3), 277–289. https://doi.org/10.1177/1548051817750544
Nayak, A. (2016). Wisdom and the tragic question: Moral learning and
emotional perception in leadership and organisations. Journal of Business
Ethics, 137(1), 1-13. http://dx.doi.org/10.1007/s10551-015-2540-5
Rijamampianina, R. (2018). Leaders and decision making: A study of the
drivers of courage. Problems and Perspectives in Management, 16(1), 320-
329. http://dx.doi.org/10.21511/ppm.16(1).2018.31
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