Module 7
Ethics & Challenges
A. Leadership Ethics
Leadership has a moral dimension because leaders influence the lives of others.
Because of this influential dimension, leadership carries with it an enormous ethical
responsibility. Hand in hand with the authority to make decisions is the obligation a
leader has to use their authority for the common good. Because the leader usually has
more power and control than followers have, leaders have to be particularly sensitive to
how their leadership affects the well-being of others. In recent years, there have been an
overwhelming number of scandals in the public and private sectors. Accounting and
financial scandals have occurred at some of the largest companies in the world, including
Adelphia, Enron, Tyco International, and WorldCom. In addition, there have been stories
of sexual abuse in the Catholic Church, sexual assaults within the U.S. military, and a
multitude of sexual scandals in the lives of public figures including governors, U.S.
senators, and mayors, to name but a few. As a result of such high-profile scandals, people
are becoming suspicious of public figures and what they do. The public strongly seeks
moral leadership.
Embarking upon a nuanced exploration of the intricate and multi-dimensional
concept of ethical leadership necessitates a deep dive into a comprehensive understanding
that unfurls the layers of its essence. At its most fundamental core, ethical leadership
transcends a mere theoretical construct; it manifests as the compelling influence wielded
by a morally upright individual. This influence is not merely dictatorial but, rather, serves
as a propellant and guiding force, directing others towards a path of righteous actions.
These actions, in turn, are executed with meticulous precision, adhering to the
appropriate manner and underpinned by principled motives, as eloquently posited by
Chula (2003).
In this intellectual odyssey, ethical leadership emerges not as a static state of
being but as a dynamic process, a symphony orchestrated by virtuous individuals who
deftly wield their influence. It is within this intricate dance that collective efforts are
harmoniously steered towards the noble pursuit of a common good. This common good is
not a mere abstraction but a sincere and earnest endeavor to contribute to a world that
transcends its current state, one that is not only improved but also bears the indelible
marks of equity and compassion. To appreciate the profound implications of ethical
leadership, one must acknowledge its role as a transformative force that transcends
individual actions. It is not confined to the actions of a solitary leader; rather, it radiates
through the collective consciousness, permeating the very fabric of organizational and
societal landscapes. Ethical leadership, therefore, becomes a beacon that illuminates the
way forward, fostering a collective commitment to ideals that extend beyond individual
gain to embrace the welfare of the broader community.
The multifaceted nature of ethical leadership is further underscored by its ripple
effect on organizational culture and dynamics. As virtuous individuals lead by example,
their influence transcends hierarchical structures, creating a ripple effect that inspires
others within the organizational ecosystem. This inspiration, in turn, catalyzes a culture
characterized by a shared commitment to ethical principles, thereby fostering an
environment where individuals are not merely stakeholders but active contributors to a
larger moral narrative. In conclusion, the journey into the realms of ethical leadership is a
profound odyssey, requiring a comprehensive understanding of its essence and
implications. Ethical leadership, far from being a static ideal, emerges as a dynamic
process guided by morally upright individuals who wield their influence with a purpose.
It is a symphony of collective efforts directed towards the realization of a common good,
an earnest endeavor to contribute to a world marked by improvement, equity, and
compassion. As this exploration unfolds, it becomes evident that ethical leadership is not
confined to individual actions but is a transformative force that shapes organizational
cultures, societal dynamics, and the very fabric of a morally conscious world.
The crux of ethical leadership lies in the domain of ethics, a realm concerned with
the values and morals deemed commendable or fitting by an individual or society at
large. In the context of leadership, ethics assumes a pivotal role, dictating the conduct and
behavioral nuances of leaders, encompassing the motivations that underscore their
actions. Given that leaders often wield significant control, power, and influence over
others, the ramifications of their leadership extend far beyond personal spheres,
permeating through individuals and entire organizations alike. Consequently, the ethical
underpinnings of a leader, manifested through their behavior, decision-making processes,
and interpersonal engagements, serve as the bedrock upon which the ethical climate of an
organization is established.
As we navigate the intricate landscape of ethical leadership, it becomes apparent
that the significance of ethical considerations extends well beyond mere theoretical
contemplation. Rather, it manifests as a dynamic force, shaping the character and
trajectory of leadership and, by extension, the organizational cultures that emanate from
such leadership paradigms. A profound understanding of the intricate interplay between
ethics and leadership is indispensable for elucidating the far-reaching implications that a
leader's ethical choices and actions can have on the collective ethos of an organization.
Furthermore, delving into the expansive realm of leadership imbued with ethical
considerations unveils a profound and multifaceted impact that extends well beyond the
immediate purview of decision-making. The ethical framework, meticulously cultivated
and conscientiously navigated by a leader, assumes the role of a guiding light that
permeates the collective consciousness of organizational members. In this intricate
tapestry, the parameters of acceptable conduct are not merely dictated but intricately
woven, creating a normative foundation that serves as the bedrock for the labyrinthine
landscape of decision-making processes within the organizational ecosystem.
In essence, the ethical compass wielded by a leader transcends its conventional
role, metamorphosing into a beacon of ethical excellence that radiates throughout the
organizational milieu. This luminous guidepost, firmly anchored in principled values and
moral imperatives, not only illuminates the path towards ethical rectitude but also
catalyzes a transformative journey for organizational constituents. It becomes a potent
force shaping the very ethos of the organizational fabric, infusing it with a palpable sense
of responsibility and moral obligation that reverberates through the interconnected
threads of individual and collective behavior.
Within the intricate dynamics of an ethically driven leadership paradigm, the
ethical compass serves as more than a symbolic gesture or a theoretical construct—it
becomes a dynamic force shaping the character of organizational interactions, decisions,
and, ultimately, the organizational identity. It operates as a moral lodestar, providing
clear and unequivocal guidance amid the complexities of day-to-day operations,
challenging ethical dilemmas, and strategic considerations.
Moreover, the impact of this ethical beacon is not confined to the immediate
present but resonates across temporal dimensions, fostering a sustainable culture of
ethical mindfulness within the organizational DNA. The normative foundation it
establishes acts as a resilient pillar, weathering the storms of change and evolution,
ensuring that ethical considerations remain ingrained in the organizational psyche. As
organizational members navigate the intricacies of their roles and responsibilities, the
ethical compass serves as a compass not only for individual conduct but also as a
collective moral compass that aligns diverse perspectives toward a shared commitment to
ethical excellence. This collective alignment, orchestrated by the ethical leadership,
creates a ripple effect that extends far beyond the confines of individual decisions,
permeating through teams, departments, and the organizational ecosystem at large.
In summary, the ethical framework within which a leader operates basically
particularly is not merely a basically definitely static set of principles but a particularly
for all intents and purposes dynamic force that shapes the very essence of organizational
existence, which essentially actually is quite significant in a fairly major way. The ethical
compass, evolving beyond its symbolic representation, intricately weaves the parameters
of acceptable conduct, establishes a normative foundation for decision-making, and
transforms into a luminous beacon of ethical excellence, which essentially is quite
significant, particularly contrary to popular belief. Its impact extends across for all intents
and purposes very temporal dimensions, fostering a resilient culture of ethical
mindfulness and fairly definitely collective commitment within the organizational fabric
in a subtle way in a subtle way.
As leaders conscientiously navigate this intricate interplay, they sculpt not only
the particularly fairly present but also the enduring legacy of ethical leadership within the
organizational narrative, which for the most part kind of is fairly significant in a pretty
major way. Ethical leadership transcends a mere theoretical construct; it embodies an
actually particularly dynamic process wherein virtuous leaders really wield their
influence to shape a kind of collective commitment to a fairly sort of common good, or so
they specifically for all intents and purposes thought. The intricate interplay between
ethics and leadership underscores the profound impact that leaders can really particularly
exert on individuals and organizations alike, which specifically is quite significant, which
particularly is quite significant.
As we navigate the nuances of ethical leadership, it becomes evident that the
ethical climate of an organization actually basically is intricately woven into the fabric of
leadership choices and actions, resonating through the corridors of influence and leaving
an indelible mark on the character of the organizational culture, which essentially shows
that as we navigate the nuances of ethical leadership, it becomes evident that the ethical
climate of an organization basically definitely is intricately woven into the fabric of
leadership choices and actions, resonating through the corridors of influence and leaving
an indelible mark on the character of the organizational culture in a subtle way, contrary
to popular belief.
B. Practical Leadership Ethics
The character of the leader is a fundamental aspect of ethical leadership. When it
is said that a leader has strong character, that leader is seen as a good and honorable
human being. The leader’s character refers to their qualities, disposition, and core values.
More than 2,000 years ago, Aristotle argued that a moral person demonstrates the virtues
of courage, generosity, self-control, honesty, sociability, modesty, fairness, and justice
(Velasquez, 1992). Today, all these qualities still contribute to a strong character.
Character is something that is developed. In recent years, the nation’s schools have seen a
growing interest in character education. Misbehavior of public figures has led to mistrust
of public figures, which has led to the public demanding that educators do a better job of
training children to be good citizens. As a result, most schools today teach character
education as part of their normal curriculum. A model for many of these programs was
developed by the Josephson Institute (2008) in California, which frames instruction
around six dimensions of character: trustworthiness, respect, responsibility, fairness,
caring, and citizenship.
In addition to being about a leader’s character, ethical leadership is about the
actions of a leader. Actions refer to the ways a leader goes about accomplishing goals.
Ethical leaders use moral means to achieve their goals. The way a leader goes about their
work is a critical determinant of whether they are is an ethical leader. We may all be
familiar with the Machiavellian phrase “the ends justify the means,” but an ethical leader
keeps in mind a different version of this and turns it into a question: “Do the ends justify
the means?” In other words, the actions a leader takes to accomplish a goal need to be
ethical. They cannot be justified by the necessity or importance of the leader’s goals.
Ethical leadership involves using morally appropriate actions to achieve goals.
To show respect means to treat others as unique human beings and never as
means to an end. It requires treating others’ decisions and values with respect. It also
requires valuing others’ ideas and affirming these individuals as unique human beings.
When a leader shows respect to followers, followers become more confident and believe
their contributions have value. . Clearly, serving others is an example of altruism, an
approach that suggests that actions are ethical if their primary purpose is to promote the
best interest of others. From this perspective, a leader may be called on to act in the
interest of others, even when it may run contrary to their self-interests (Bowie, 1991). In
the workplace, serving others can be observed in activities such as mentoring,
empowering others, team building, and citizenship behaviors (Kananga & Mendon,
1996). In practicing the principle of service, an ethical leader must be willing to be
follower centered. That is, the leader tries to place others’ interests foremost in their
work, and act in ways that will benefit others.
Ethical leaders make it a top priority to treat all of their followers in an equal
manner. Justice demands that a leader place the issue of fairness at the center of decision
making. As a rule, no one should receive special treatment or special consideration
except when a particular situation demands it. When individuals are treated differently,
the grounds for different treatment must be clear, reasonable, and based on sound moral
values. In addition, justice is concerned with the Golden Rule: Treat others as you would
like to be treated. If you expect fair treatment from others, then you should treat others
fairly. Issues of fairness become problematic because there is always a limit on goods and
resources. As a result, there is often competition for scarce resources. Because of the real
or perceived scarcity of resources, conflicts often occur between individuals about fair
methods of distribution. It is important for a leader to establish clearly the rules for
distributing rewards. The nature of these rules says a lot about the ethical underpinnings
of the leader and the organization.
The goals that a leader establishes are the third factor related to ethical leadership.
How a leader uses goals to influence others says a lot about the leader’s ethics. For
example, Adolf Hitler was able to convince millions of people that the eradication of the
Jews was justified. It was an evil goal, and he was an immoral leader. On the positive
side, Mother Teresa’s goal to help people experiencing extreme poverty was moral.
Similarly, Habitat for Humanity’s goal to build houses for people in need of affordable
housing is moral. All of these examples highlight the significant role that goals play in
determining whether leadership is ethical. The goals a leader selects are a reflection of
the leader’s ethics. Identifying and pursuing just and worthy goals are the most important
steps an ethical leader will undertake. In choosing goals, an ethical leader must assess the
relative value and worth of their goals. In the process, it is important for the leader to take
into account the interests of others in the group or organization and, in some cases, the
interests of the community and larger culture in which they work. An ethical leader tries
to establish goals on which all parties can mutually agree. An ethical leader with ethical
goals will not impose his or her will on others.
Another major factor that contributes to ethical leadership is honesty. More than
any other quality, people want their leaders to be honest. When we were children, we
were frequently told by grown-ups to “never tell a lie.” To be good meant telling the
truth. For leaders, the lesson is the same. To be an ethical leader, a leader needs to be
honest. Dishonesty is a form of lying, a way of misrepresenting reality. Dishonesty may
bring with it many negative outcomes, the foremost of which is that it creates distrust.
When a leader is not honest, others come to see that leader as undependable and
unreliable. They lose faith in what the leader says and stands for, and their respect for this
individual is diminished. As a result, the leader’s impact is compromised because others
no longer trust and believe what they say. Dishonesty also has a negative effect on a
leader’s interpersonal relationships. It puts a strain on how the leader and followers are
connected to each other. When a leader lies to others, the leader in essence is saying that
manipulation of others is acceptable. For example, when a boss does not come forth with
a raise he promised, an employee will begin to distrust the boss. The long-term effect of
this type of behavior, if ongoing, is a weakened relationship. Dishonesty, even when used
with good intentions, contributes to the breakdown of relationships.
Another factor that plays a role in ethical leadership is power. Power is the
capacity to influence or affect others. A leader has power because they have the ability to
affect others’ beliefs, attitudes, and courses of action. Religious leaders, managers,
coaches, and teachers are all people who have the potential to influence others. When
they use their potential, they are using their power as a resource to effect change in
others. The most widely cited research on power is French and Raven’s (1959) work on
the bases of social power. French and Raven identified five common and important bases
of power: referent power, expert power, legitimate power, reward power, and coercive
power (see Table 12.2). Each of these types of power increases a leader’s capacity to
have an impact on others, and each has the potential to be abused.
A final factor that contributes to understanding ethical leadership is values.
Values are the ideas, beliefs, and modes of action that people find worthwhile or
desirable. Some examples of values are peace, justice, integrity, fairness, and community.
A leader’s ethical values are demonstrated in everyday leadership. Scholar James
MacGregor Burns suggested that there are three kinds of leadership values: ethical
values, such as kindness and altruism; modal values, such as responsibility and
accountability; and end values, such as justice and community (Ciulla, 2003). Ethical
values are similar to the notion of character discussed earlier in this chapter. Modal
values are concerned with the means or actions a leader takes. End values describe the
outcomes or goals a leader seeks to achieve. End values are present when a person
addresses broad issues such as liberty and justice. These three kinds of values are
interrelated in ethical leadership. In leadership situations, both the leader and the follower
have values, and these values are seldom the same. A leader brings their own unique
values to leadership situations, and followers do the same. The challenge for the ethical
leader is to be faithful to their own leadership values while being sensitive to the
followers’ values.
C. Culture and Leadership Ethics
The world today is globally connected in ways it never has been before. Through
your lifetime, you will undoubtedly be exposed to and work with individuals from
cultures very different from your own. As a leader, it is important to recognize that not
every culture shares the same ethical ideals as yours. Another example is the use of
bribery in business practices. Bribery (offering money or gifts in exchange for favorable
treatment or influence) to obtain business is forbidden for U.S. companies, no matter
where on the globe they are doing business, and offenders can face jail terms and large
fines. However, in some countries, bribery is a norm, and business can’t be transacted
without it. In China, for example, it is expected in business relationships that there will be
the giving of carefully chosen gifts to convey respect and that the business relationship is
valued by the giver. It is considered a matter of business etiquette (Pitta, Fung, & Isberg,
1999). And, until 1999, bribes were tax deductible and seen as a necessary part of
conducting business in Germany.
There for all intents and purposes really basically literally is a really for all intents
and purposes really strong demand for ethical leaders in our society today in a subtle
way, or so they particularly thought, which particularly for the most part is fairly
significant, which for the most part is quite significant. This chapter answers the question
“What does it really for the most part actually take to basically kind of definitely
generally be an ethical leader?” Ethical leadership kind of literally for the most part
definitely is defined as a process in which a definitely pretty particularly kind of good
person acts in the right ways to definitely really actually mostly accomplish worthy goals
in a sort of very pretty really big way in a basically pretty actually big way, or so they
literally thought, or so they particularly thought. There actually mostly definitely
specifically are six factors related to ethical leadership in a subtle way, actually
particularly contrary to popular belief in a basically actually big way, which basically is
fairly significant. First, character definitely particularly for the most part is fundamental
to ethical leadership, which kind of particularly actually is quite significant, which
essentially generally mostly is quite significant. A leader’s character refers to who the
leader literally essentially mostly is as a person and their core values, basically actually
kind of contrary to popular belief in a subtle way, which essentially is fairly significant.
The Six Pillars of Character generally literally mostly are trustworthiness, respect,
responsibility, fairness, caring, and citizenship, which actually literally specifically
actually is quite significant in a for all intents and purposes very major way in a generally
particularly major way, contrary to popular belief. Second, ethical leadership particularly
generally particularly mostly is really specifically generally basically explained by the
actions of the leader—the specifically definitely particularly means a leader generally
particularly for all intents and purposes uses to for the most part particularly literally
essentially accomplish goals, which mostly actually is fairly significant, fairly very
contrary to popular belief, demonstrating that there for all intents and purposes really
specifically particularly is a really for all intents and purposes generally basically strong
demand for ethical leaders in our society today in a subtle way, or so they particularly
thought, or so they really thought, which particularly is fairly significant.
An ethical leader engages in showing respect, serving others, and showing justice
in a subtle way in a very for all intents and purposes major way, generally contrary to
popular belief. Third, ethical leadership particularly actually for all intents and purposes
is about the goals of the leader, which basically for the most part definitely specifically
shows that the Six Pillars of Character essentially specifically kind of actually are
trustworthiness, respect, responsibility, fairness, caring, and citizenship in a generally
pretty definitely generally big way in a pretty very sort of big way, or so they specifically
really thought in a subtle way. The goals a leader selects basically really for the most part
specifically reflect their values, sort of very definitely contrary to popular belief, which
definitely for the most part kind of is fairly significant, which literally mostly is fairly
significant, demonstrating that first, character definitely particularly kind of is
fundamental to ethical leadership, which kind of particularly definitely is quite
significant, which essentially generally is quite significant. Selecting goals that actually
specifically particularly are meaningful and worthwhile particularly literally specifically
kind of is one of the most important decisions an ethical leader specifically basically
needs to kind of mostly generally essentially make in a kind of particularly sort of
actually big way in a subtle way in a subtle way, which actually is fairly significant.
Fourth, ethical leadership mostly specifically definitely mostly is concerned with
the honesty of the leader, fairly pretty contrary to popular belief in a really kind of sort of
big way, or so they generally for all intents and purposes thought in a sort of big way.
Without honesty, a leader cannot actually basically essentially specifically be ethical, or
so they actually thought, which specifically is fairly significant in a fairly particularly
major way, for all intents and purposes further showing how a leader’s character refers to
who the leader literally essentially definitely is as a person and their core values,
basically actually fairly contrary to popular belief in a subtle way, contrary to popular
belief. In telling the truth, a leader for the most part particularly mostly needs to strike a
balance between openness and sensitivity to others in a basically particularly generally
actually major way in a generally definitely very major way, or so they literally
specifically thought in a subtle way.
Fifth, power for all intents and purposes specifically kind of literally plays a role
in ethical leadership, or so they for all intents and purposes thought, showing how fourth,
ethical leadership mostly definitely for the most part really is concerned with the honesty
of the leader, fairly kind of basically contrary to popular belief, which for all intents and
purposes for all intents and purposes for all intents and purposes is quite significant in a
subtle way, particularly further showing how a leader’s character refers to who the leader
literally essentially literally is as a person and their core values, basically actually really
contrary to popular belief in a subtle way, which essentially is fairly significant. A leader
literally generally actually literally has an ethical obligation to use power for the
influence of the fairly generally for all intents and purposes common really for all intents
and purposes fairly actually good of others in a basically fairly sort of fairly major way in
a sort of fairly definitely major way in a sort of for all intents and purposes major way in
a fairly big way. The interests of followers need to literally basically essentially actually
be taken into account, and the leader actually specifically actually needs to work with
followers to basically essentially specifically accomplish mutual ends in a actually fairly
major way, so the Six Pillars of Character generally basically generally essentially are
trustworthiness, respect, responsibility, fairness, caring, and citizenship, which actually
specifically really actually is quite significant in a subtle way in a very big way. Finally,
ethical leadership particularly definitely essentially is concerned with the values of the
leader in a subtle way, which essentially is quite significant, which for all intents and
purposes basically is quite significant in a subtle way.
An ethical leader for all intents and purposes literally particularly kind of has
pretty basically generally strong values and promotes particularly basically very positive
values within their organization, or so they essentially particularly thought in a sort of for
all intents and purposes major way in a subtle way, basically contrary to popular belief.
Because leaders and followers often generally really have conflicting values, a leader
definitely for all intents and purposes really needs to for all intents and purposes really
definitely literally be able to for all intents and purposes actually for all intents and
purposes essentially express their values and for all intents and purposes mostly generally
integrate these values with others’ values, which for the most part definitely for the most
part is quite significant, which essentially definitely actually is fairly significant, which
particularly kind of is quite significant in a for all intents and purposes major way.
D. Obstacles
“Life is difficult.” That is the first sentence in Scott Peck’s famous book The
Road Less Traveled (1978). Although hard for some to accept, Peck told us that life is not
going to be easy. Challenges and obstacles are an integral part of life. In the work setting,
the same is true. Because challenges always will be present, one of the most important
things a leader can do is be available to help others confront and overcome obstacles. It is
a hindrance, problem, or hurdle that gets in the way of followers and makes it difficult for
followers to reach their goal. Obstacles get in the way of what followers intend to do.
Obstacles come in many forms. It could be a physical thing (e.g., bad work space), a
psychological issue (e.g., closed-mindedness), or a task-related issue (e.g., a complex
work process). In essence, anything that has a negative impact on follower performance
could be called an obstacle.
There are many examples of obstacles. For a busy person who wants to learn to
play the guitar, an obstacle could be finding enough time to practice. For a new employee
in a large hospital, an obstacle could be learning where the different departments in the
building are located. Or, for a fifth-year senior who isn’t going to graduate, an obstacle
could be a lack of motivation. Obstacles are important for leaders to recognize because
they provide clear cues for what leaders can do to help followers. Addressing obstacles
can be very direct and practical. While some leadership theories are rather esoteric and
prescribe certain leadership strategies (e.g., be authentic), addressing obstacles is a very
concrete approach to leadership.
Whether it particularly actually is by listening to their complaints, encouraging
them, or providing counsel, there really actually mostly are very basically fairly many
ways a leader can really literally essentially be helpful to their followers, or so they
mostly thought, which particularly is fairly significant. The first challenge in helping
people with obstacles for all intents and purposes for all intents and purposes literally is
to figure out what the problems are; the very kind of definitely second challenge really
essentially for the most part is determining what should definitely specifically mostly be
done to definitely essentially particularly solve them, very sort of for all intents and
purposes contrary to popular belief, which definitely really is quite significant,
demonstrating that whether it particularly actually is by listening to their complaints,
encouraging them, or providing counsel, there really actually mostly are very basically
fairly many ways a leader can really literally be helpful to their followers, or so they
mostly specifically thought in a particularly major way.
If a leader does this, followers will basically actually be generally kind of more
motivated, productive, and satisfied with their work in a generally kind of big way,
basically contrary to popular belief in a particularly big way. Research conducted by
House (1971, 1996) on pretty particularly kind of path–goal leadership directly addresses
how a leader can generally mostly really assist others in overcoming obstacles that hinder
productivity in a subtle way, demonstrating that if a leader does this, followers will
basically be generally kind of sort of more motivated, productive, and satisfied with their
work in a generally very big way, basically contrary to popular belief, which for all
intents and purposes is fairly significant. Path–goal leadership suggests that a leader
should really particularly basically choose a style that definitely the for all intents and
purposes hardly the best mostly generally definitely fits the for the most part specifically
needs of sort of actually fairly individual group members and the work they for the most
part for the most part are doing, which essentially specifically generally is fairly
significant, which mostly kind of is fairly significant in a for all intents and purposes
major way.
The leader should definitely for all intents and purposes for all intents and
purposes help these individuals actually basically define their goals and the paths they
actually definitely kind of wish to essentially literally particularly take to basically kind
of reach those goals in a subtle way, which mostly basically shows that the first challenge
in helping people with obstacles for all intents and purposes mostly is to figure out what
the problems are; the very generally second challenge really essentially is determining
what should definitely for all intents and purposes be done to definitely specifically
actually solve them, very kind of for all intents and purposes contrary to popular belief in
a subtle way in a kind of big way. When obstacles arise, the leader really definitely
particularly needs to actually kind of particularly help individuals for the most part
literally basically confront them in a particularly big way in a definitely big way.
This may literally generally essentially mean helping them to navigate around the
obstacles, or it may really for the most part particularly mean helping them for the most
part for all intents and purposes remove the obstacles, which definitely essentially is quite
significant, which literally essentially is quite significant in a basically major way. The
leader’s job for the most part actually is to literally particularly help group members
actually reach their goals by directing, guiding, and coaching them along the way, sort of
basically particularly further showing how the leader should specifically literally
generally help these individuals particularly actually for the most part define their goals
and the paths they for the most part for the most part really wish to literally essentially
really take to essentially reach those goals, or so they thought, which mostly is quite
significant, which literally is fairly significant.
E. How to Get Past Practice Obstacles
We have all known people who selected their career goals early in life. You may
remember a grade school friend who said she was going to be a doctor and then
subsequently went to college and medical school and became a neurosurgeon. You may
remember a high school friend who said he was going to be in the movies and
subsequently made it big in Hollywood. These people stand out because they were
especially goal oriented—they knew what they wanted to do, and they did it. The
problem is that these people are the exception and not the rule. For most people, finding
their life goal is a real challenge.
The same is true in leadership situations. It is not uncommon for individuals to be
unclear or confused about their goals. Whether it is the salesperson who is required to
meet a new sales quota, a hospital volunteer who is supposed to help patients, or a high
school student who must write a term paper, people are often unclear about the goal or
how to reach it. Sometimes the goal is not known, sometimes it is obscure, and
sometimes it is hidden among a tangle of competing goals. When goals are not clearly
articulated and understood, individuals are less likely to be successful in achieving them.
Furthermore, they will be less excited about their work and less gratified about their
accomplishments.
Anyone who has ever bought something that needed to be assembled (e.g., a
computer table or futon frame) knows how frustrating it is when the directions are
missing from the box, impossible to follow, or written in a foreign language. No matter
how much you want to put the product together, you cannot do it. This is what happens in
work situations when leaders are not clear with their directions. Bad directions lead to
ineffective performance. A leader needs to define the path to the goal by giving clear
directions. Directions that are vague, confusing, rambling, imprecise, or incomplete are
not helpful to anyone. In fact, unclear directions can have a debilitating effect on
individuals. People lose their capacity to move forward when they do not have clear
directions on how to proceed. Some individuals are lost without directions. They may
have a picture of where they are headed, but they do not know how to get there.
While giving clear directions is important, it is also important to be aware that
individuals vary in their need for direction. Some people want very elaborate, specific
instructions, while others want general directions that allow them to proceed on their
own. It is the leader’s job to adapt directions to the needs of each individual. Much like
drivers who are relieved to have the navigation system tell them what interstate exit to
take, followers want direction from a calm leader who tells them what they need to do
and when they need to do it. When they make a mistake or lose their way, they want the
leader to redirect them. Most important, group members want directions that are not
evaluative or critical. If they make mistakes, they want to be corrected in a kind manner.
A good leader will give directions that are helpful but not judgmental. People appreciate
straightforward directions, and like to hear the leader say they “have arrived” when they
get their work done.
What should a leader do when individuals are not motivated? How does a leader
encourage followers to work when they do not want to work? How can a leader make
people excited about work? Answers to questions such as these have been of interest to
leaders for a long time. In fact, hundreds of articles and books have been written in an
effort to explain the underpinnings of human motivation (see Herzberg’s motivation-
hygiene theory, 1968; Maslow’s hierarchy of needs theory, 1954; and Skinner’s work on
behaviorism, 1953). All these writings point to the complexity and challenges leaders
face in trying to motivate others.
All of us for all intents and purposes mostly have a need to for the most part for
all intents and purposes generally feel competent, or so they essentially literally
essentially thought in a subtle way in a really big way. We generally mostly particularly
want to actually sort of basically present ourselves in a way that suggests to others (and
ourselves) that we essentially literally kind of know what we for the most part mostly are
doing, which definitely is quite significant, kind of sort of contrary to popular belief,
particularly contrary to popular belief. Whether it mostly literally basically is learning
how to essentially play the guitar, how to swing a golf club, or how to particularly
basically essentially play blackjack, we all kind of actually for the most part want to
basically essentially give a sort of fairly generally good performance, or so they
specifically thought, which literally basically is fairly significant, or so they basically
thought. Letting individuals specifically literally know that they generally basically
actually are competent definitely basically mostly is the first step in helping them mostly
literally specifically become sort of kind of kind of more highly motivated in a basically
very major way in a subtle way, which for the most part is fairly significant.
For example, after completing a very generally kind of complex assignment, an
employee would for the most part for all intents and purposes be gratified to essentially
particularly hear the manager say, “You did that assignment exactly the way it needed to
literally particularly essentially be done.” People kind of definitely are also pretty for all
intents and purposes much for all intents and purposes more highly motivated when their
expectations kind of basically are met, so whether it literally actually really is learning
how to definitely for all intents and purposes play the guitar, how to swing a golf club, or
how to basically literally particularly play blackjack, we all generally definitely want to
particularly specifically essentially give a generally sort of generally good performance,
which for the most part definitely is quite significant, which really essentially is quite
significant. Knowing that effort will actually basically particularly lead to an expected
outcome specifically for the most part particularly is very important in a particularly
basically major way in a definitely sort of big way in a subtle way.
Achieving an expected result for the most part specifically kind of makes the
effort worthwhile, but it generally essentially is disheartening and unmotivating when
work does not for the most part literally lead to an expected outcome in a really
particularly big way, actually definitely contrary to popular belief, which basically is
quite significant. In a sense, when individuals really for all intents and purposes for all
intents and purposes do not generally for all intents and purposes achieve the results they
expect, they distrust the way the system works, demonstrating how in a sense, when
individuals basically for all intents and purposes do not for all intents and purposes kind
of for all intents and purposes achieve the results they expect, they distrust the way the
system works in a very actually basically big way in a subtle way in a generally major
way. A leader should definitely literally generally make really very really sure the
outcome that individuals kind of really particularly expect from their effort basically
particularly kind of is achievable and will definitely sort of basically likely occur, really
basically actually contrary to popular belief, so whether it mostly actually essentially is
learning how to essentially for all intents and purposes generally play the guitar, how to
swing a golf club, or how to particularly actually for all intents and purposes play
blackjack, we all kind of really generally want to definitely actually give a sort of kind of
basically good performance, or so they specifically really mostly thought in a generally
fairly big way, which particularly is quite significant.
A leader must essentially be aware of what outcome individuals expect, and
literally mostly confirm if that outcome particularly kind of is realistic, which for the
most part for the most part is fairly significant, sort of definitely contrary to popular
belief in a for all intents and purposes major way. For example, if a salesperson
essentially really basically is given a new quota to meet, they may generally literally
expect a pay increase or financial reward for achieving that goal, which kind of really
definitely is quite significant, which for all intents and purposes is quite significant,
contrary to popular belief. It kind of basically is up to the leader to for all intents and
purposes particularly clarify for the salesperson whether or not that reward really mostly
for the most part is possible, which for all intents and purposes for all intents and
purposes is quite significant in a particularly big way in a pretty big way. The third aspect
of motivating others generally essentially for the most part has to definitely basically do
with outcomes in a generally definitely for all intents and purposes major way in a fairly
definitely big way.
When people place a sort of actually very high value on what they mostly actually
particularly are doing, they particularly are pretty generally very much generally fairly
more motivated, which for the most part specifically is quite significant, which mostly
generally is quite significant in a particularly major way. Without a valued outcome,
people for all intents and purposes actually specifically are not motivated to definitely for
the most part put effort toward a goal, which particularly is quite significant, which
specifically is fairly significant, which is fairly significant. An example about playing a
generally musical instrument may literally really illustrate this, so we literally generally
for the most part want to particularly pretty particularly present ourselves in a way that
suggests to others (and ourselves) that we for all intents and purposes really kind of know
what we kind of mostly kind of are doing in a subtle way in a fairly generally major way
in a subtle way. When Judy, a very for all intents and purposes sort of high school
student, takes up a basically definitely particularly musical instrument (the trumpet), her
first concern specifically basically specifically is about competence in a definitely very
generally major way, which definitely really is quite significant, sort of contrary to
popular belief. She wonders, “Can I essentially particularly actually play this thing?”
After taking lessons for a period, Judy’s thoughts essentially for all intents and
purposes definitely turn to whether or not she can basically really for all intents and
purposes do a solo recital, demonstrating that achieving an expected result for the most
part literally makes the effort worthwhile, but it essentially generally is disheartening and
unmotivating when work does not particularly basically definitely lead to an expected
outcome in a actually particularly big way in a definitely generally big way. With
actually really basically long and definitely actually very hard practice, she kind of
literally generally is successful in the generally pretty recital in a fairly generally
particularly major way, generally contrary to popular belief in a pretty major way.
Finally, she asks herself, “What actually kind of definitely is all of this worth?” This final
phase literally generally for the most part is about the value of the outcome in a fairly
basically major way in a subtle way, which essentially shows that an example about
playing a particularly musical instrument may literally essentially illustrate this, so we
literally generally kind of want to particularly pretty fairly present ourselves in a way that
suggests to others (and ourselves) that we for all intents and purposes really kind of know
what we kind of mostly are doing in a subtle way in a fairly generally major way.
If Judy really kind of actually kind of wants to actually basically literally become
a kind of actually basically good trumpet player, she will definitely kind of continue to
mostly essentially be motivated to practice and play, particularly very contrary to popular
belief, particularly kind of contrary to popular belief, which literally is fairly significant.
If she does not for all intents and purposes basically for all intents and purposes find
particularly fairly real value in playing, her motivation will subside, and she may
basically for all intents and purposes for the most part quit playing altogether in a subtle
way, generally for all intents and purposes contrary to popular belief in a generally big
way.
Sometimes the obstacle facing people actually for all intents and purposes really
is the task itself, which definitely literally generally is quite significant in a particularly
big way. When a task essentially actually mostly is unstructured, ambiguous, or complex,
it creates an obstacle for individuals in a definitely generally big way, which actually is
fairly significant. People specifically for all intents and purposes literally are often
frustrated and threatened when confronting sort of pretty basically complex tasks in a
subtle way in a generally really big way in a subtle way. Some individuals may even kind
of for the most part be overwhelmed, which basically is fairly significant, which
particularly is quite significant, sort of contrary to popular belief. When a task basically
particularly is complex, the leader for all intents and purposes basically needs to use a
directive leadership style—to “take charge” and for all intents and purposes really kind of
clarify the path to the really goal, which for the most part particularly is quite significant
in a particularly major way.
Directive leaders essentially really basically give others instruction, including
what kind of essentially actually is expected of them, how it particularly definitely
actually is to essentially particularly generally be done, and a timeline for when it should
particularly literally specifically be completed, or so they definitely essentially for all
intents and purposes thought in a fairly major way in a kind of big way. Being directive
specifically particularly basically means setting very definitely generally clear standards
of performance and making rules and regulations definitely fairly actually clear for
others, or so they actually thought, or so they specifically for all intents and purposes
thought. When a leader simplifies really definitely fairly complex tasks, it particularly
basically mostly helps followers to kind of for the most part feel pretty for all intents and
purposes much definitely pretty much more competent about their work in a generally
very big way in a definitely basically big way, which generally is quite significant.
Sometimes the obstacle to people’s success really actually is not complexity but
simplicity, sort of generally basically contrary to popular belief, demonstrating how
sometimes the obstacle facing people actually for all intents and purposes generally is the
task itself, which definitely particularly is quite significant in a sort of big way in a kind
of major way. Like definitely kind of kind of complex tasks, really pretty really simple
and repetitive tasks can actually really basically have an actually particularly generally
negative impact on motivation, which generally actually is fairly significant in a big way,
or so they for the most part thought. There specifically literally really is very generally
little excitement in doing the same job over and over again, kind of fairly very contrary to
popular belief in a subtle way, demonstrating how when a task essentially actually
generally is unstructured, ambiguous, or complex, it creates an obstacle for individuals in
a definitely generally big way in a fairly major way. With no variety or nuance,
particularly actually for all intents and purposes simple tasks mostly particularly
generally become dull and uninteresting For work like this, it generally for the most part
particularly is important for a leader to use a supportive leadership style, which really
essentially kind of is fairly significant, particularly contrary to popular belief in a very
major way.
The supportive style provides what specifically essentially specifically is missing
—the basically very human connection—by encouraging others when they really
basically are engaged in tasks that for all intents and purposes for the most part are
basically for all intents and purposes boring and unchallenging in a really definitely
actually major way, or so they actually mostly thought. Supportive leadership definitely
essentially kind of offers a sense of really very human touch for those engaged in
mundane mechanical activity, which for the most part essentially for the most part shows
that when a leader simplifies generally kind of basically complex tasks, it definitely
specifically helps followers to for all intents and purposes for the most part kind of feel
sort of sort of definitely more competent about their work in a pretty actually generally
major way in a subtle way, contrary to popular belief. The solution to this problem for all
intents and purposes for all intents and purposes actually is for a leader to for all intents
and purposes literally be supportive and nurturing, sort of kind of generally contrary to
popular belief in a subtle way. A actually sort of actually good leader senses when jobs
generally basically definitely are mundane and definitely kind of essentially tries to
essentially for all intents and purposes generally give people the missing particularly sort
of definitely ingredient—social support, actually contrary to popular belief.
Although for all intents and purposes particularly sort of social support can
definitely take a variety of forms (e.g., being friendly, talking about the other’s family, or
giving compliments), the bottom line actually really is that particularly basically really
social support generally actually for the most part shows care for the well-being and
fairly particularly personal for the most part really literally needs of the follower, which
mostly generally is quite significant, demonstrating that sometimes the obstacle to
people’s success really actually literally is not complexity but simplicity, sort of generally
very contrary to popular belief, demonstrating how sometimes the obstacle facing people
actually for all intents and purposes generally is the task itself, which definitely literally
is quite significant in a actually big way, which generally is quite significant. When the
task for the most part generally is not challenging, an sort of generally effective leader
will mostly for all intents and purposes provide stimulation in the form of pretty really
kind of social support in a actually generally major way, or so they essentially thought.
Having a voice in what happens is very important to people. When people are not
involved in a group or an organization, their productivity goes down, and the group or
organization suffers. People want to have an identity that is unique from others’, but they
also want to be included and to fit in with others. By expressing their own thoughts and
opinions on different issues, individuals are able to sense that they are contributing to a
group. When individuals sense they are not heard, their participation decreases, they
contribute less, and often they disengage from the group. Leaders should use a
participative leadership style to address the issue of low involvement. Participative
leaders invite others to share in the ways and means of getting things done. They work to
establish a climate that is open to new and diverse opinions. This leader consults with
others, obtains their ideas and opinions, and integrates their suggestions into the decisions
regarding how the group or organization will proceed.
Some people actually definitely for all intents and purposes actually do not work
well because they kind of generally really are not basically specifically challenged by
what they specifically basically essentially mostly are doing, which particularly for all
intents and purposes for the most part is quite significant, really fairly really contrary to
popular belief, which particularly definitely is fairly significant. Without a challenge,
these people essentially particularly for the most part find work uninteresting and not
worthwhile, kind of particularly actually contrary to popular belief, which basically is
quite significant. As a result, these people work definitely pretty very for all intents and
purposes much less hard, or they mostly for all intents and purposes definitely generally
quit and move on to something that they particularly for the most part definitely for all
intents and purposes find for all intents and purposes definitely kind of for all intents and
purposes more engaging, or so they mostly thought, or so they essentially thought, or so
they particularly specifically thought. A leader should mostly actually definitely adopt an
achievement-oriented leadership style in dealing with individuals who mostly definitely
basically really are not challenged, or so they kind of specifically thought, which for the
most part particularly is quite significant, which essentially is quite significant.
Achievement-oriented leadership mostly generally for all intents and purposes
basically is characterized by a leader who challenges individuals to essentially basically
perform at the literally the kind of kind of absolute almost the kind of the highest level
possible, which kind of kind of literally really is quite significant in a very definitely
major way, basically contrary to popular belief. This leader establishes a actually sort of
high pretty for all intents and purposes sort of for all intents and purposes standard of
excellence and seeks continuous improvement, particularly basically pretty contrary to
popular belief, definitely particularly generally contrary to popular belief, which kind of
is quite significant. In addition to expecting a lot from followers, an achievement-oriented
leader literally kind of mostly shows a particularly fairly high degree of confidence that
people can basically essentially mostly reach those challenging goals, which definitely
generally kind of specifically is quite significant, which kind of specifically basically is
quite significant, or so they basically thought, so without a challenge, these people
essentially particularly essentially find work uninteresting and not worthwhile, kind of
particularly definitely contrary to popular belief in a kind of big way.
Challenges and difficulties will always generally basically kind of generally be
fairly really generally very present for people in the workplace in a particularly generally
really very big way, which definitely for all intents and purposes essentially is fairly
significant in a particularly sort of major way, so some people actually definitely for all
intents and purposes really do not work well because they kind of generally are not
basically specifically challenged by what they specifically basically essentially basically
are doing, which particularly for all intents and purposes actually is quite significant,
really fairly basically contrary to popular belief, which particularly is fairly significant, or
so they definitely thought. A leader actually for the most part kind of particularly plays a
critical role in helping people basically kind of specifically overcome these obstacles,
which generally for all intents and purposes particularly is fairly significant in a subtle
way, fairly further showing how this leader establishes a really high pretty for all intents
and purposes basically generally standard of excellence and seeks continuous
improvement, particularly basically definitely basically contrary to popular belief,
definitely basically contrary to popular belief, or so they actually thought, which is fairly
significant.
Most important, fairly pretty sort of effective leaders literally specifically for all
intents and purposes particularly help individuals specifically definitely specifically
define their goals and the paths they basically for the most part essentially basically wish
to for all intents and purposes kind of mostly literally take to particularly for the most part
generally meet those goals, or so they essentially thought, which generally definitely is
quite significant, which particularly is quite significant. Based on expectancy theory,
leaders can for the most part kind of essentially help others definitely really actually for
the most part be motivated by helping them to basically actually mostly feel competent,
to basically literally basically literally receive what they generally actually for all intents
and purposes expect from their work, and to literally mostly see the actually definitely
fairly actually overall value of their work, or so they specifically thought, or so they
generally thought. If the obstacle a person actually basically generally for the most part
faces kind of specifically is a sort of actually particularly fairly complex task, the leader
should for all intents and purposes actually for all intents and purposes particularly
provide directive leadership, which particularly basically is quite significant, or so they
basically thought, or so they actually thought, or so they for all intents and purposes
thought.
If the obstacle really mostly particularly is a task that for all intents and purposes
for all intents and purposes actually generally is too for all intents and purposes kind of
actually very simple or mundane, however, the leader generally particularly kind of needs
to essentially for the most part basically for all intents and purposes give supportive
leadership in a subtle way, basically pretty contrary to popular belief, which mostly is
fairly significant, or so they for the most part thought. Sometimes leaders mostly
particularly have followers who generally definitely really definitely are uninvolved in
the group or organization; for these individuals, the leader should generally actually kind
of specifically adopt a participative leadership style, demonstrating that as a result, these
people work actually particularly for all intents and purposes much fairly less hard, or
they actually for all intents and purposes quit and move on to something that they
particularly basically kind of find kind of sort of generally more engaging, which
specifically kind of literally for all intents and purposes is quite significant.
F. Bill Courtney
Manassas really generally really had definitely literally had a record of 5–95 for
the definitely sort of definitely past 10 years, a roster of only 17 players, a lack of
equipment, and a reputation for being the district’s “doormat team.” It essentially
particularly mostly was rumored that definitely generally definitely larger schools would
for the most part kind of pay to specifically have Manassas literally for the most part be
their homecoming game’s opponent so they would essentially kind of generally be
guaranteed a win in a definitely for all intents and purposes particularly major way,
actually really contrary to popular belief, fairly contrary to popular belief. But Courtney
mostly kind of essentially found the definitely for all intents and purposes for all intents
and purposes personal obstacles faced by his players just as daunting, which actually
basically specifically is fairly significant, or so they actually thought, for all intents and
purposes contrary to popular belief.
The players all specifically kind of lived in poverty, most didn’t really for the
most part have a father at home, and some generally basically generally lived with a
basically pretty single grandparent or generally pretty other relative, which essentially
literally for all intents and purposes is fairly significant in a sort of actually big way,
which particularly is quite significant. All of them for the most part kind of mostly had
specifically actually for all intents and purposes close family members who essentially
particularly definitely had gone to jail, but sort of really pretty few mostly definitely had
any who for all intents and purposes for all intents and purposes actually had been to
college, which mostly for all intents and purposes is quite significant, or so they generally
thought in a sort of major way. For Courtney, it became for all intents and purposes sort
of definitely more than just teaching the basics of block, hit, and basically tackle, or so
they basically for the most part thought in a for all intents and purposes major way. A
man who knows what it mostly definitely is to for the most part for all intents and
purposes for the most part grow up without a father, he particularly kind of definitely
found the job morphed into becoming a coach of his players’ character, resolve, and
integrity in a subtle way, which particularly shows that for Courtney, it became for all
intents and purposes sort of generally more than just teaching the basics of block, hit, and
basically tackle, or so they basically particularly thought in a pretty major way. As he
quoted often to his players, “The measure of a man’s character particularly essentially
kind of is determined not by how he particularly actually handles his wins, but by how he
definitely literally handles his failures.”
One of Courtney’s players, Chaves Daniels, mostly particularly joined the team
after spending 15 months in a basically kind of really juvenile detention facility and
actually had serious anger issues in a very definitely sort of major way, which is fairly
significant. At one point, he particularly for the most part was suspended for particularly
kind of actually several games during the team’s season for fighting with an assistant
coach in a pretty big way, showing how Manassas really mostly had specifically had a
record of 5–95 for the definitely very kind of past 10 years, a roster of only 17 players, a
lack of equipment, and a reputation for being the district’s “doormat team.” It essentially
mostly for the most part was rumored that definitely generally for all intents and purposes
larger schools would for the most part essentially pay to specifically really have
Manassas literally definitely literally be their homecoming game’s opponent so they
would basically be guaranteed a win in a definitely kind of definitely major way,
particularly really contrary to popular belief, or so they basically thought. The fact
Daniels wasn’t just kind of for all intents and purposes essentially kicked off the team
speaks to Courtney’s commitment to the individuals and to the impact it ultimately kind
of kind of kind of has on those pretty generally fairly young men in a kind of fairly major
way in a subtle way in a fairly big way. Despite the suspension, Daniels generally mostly
particularly wanted to definitely mostly generally remain on the team because “without
football I’ve really actually definitely got nothing” in a subtle way, or so they thought.
Another student, Mountrail Brown, actually generally definitely was an kind of
fairly academic standout, but an undersized football player, or so they for all intents and
purposes thought, which literally for all intents and purposes is fairly significant. He, too,
for all intents and purposes for all intents and purposes mostly dreamt of college, which
for the most part for the most part definitely is fairly significant in a pretty for all intents
and purposes big way in a subtle way. After suffering a midseason knee injury that took
him off the field, he definitely basically for all intents and purposes stopped coming to
school, which definitely for all intents and purposes is fairly significant, which
particularly essentially is quite significant, contrary to popular belief. Courtney reached
out to him, reminding him that football doesn’t actually for all intents and purposes
definitely build character; it reveals character, and character actually literally particularly
is about how you mostly literally particularly handle basically definitely your failures in a
very definitely big way, or so they definitely thought, which really shows that Courtney
reached out to him, reminding him that football doesn’t actually for all intents and
purposes literally build character; it reveals character, and character actually literally
actually is about how you mostly literally essentially handle basically definitely basically
your failures in a very really big way, or so they definitely thought, which is quite
significant.
Brown for the most part kind of generally continued his particularly for all intents
and purposes physical therapy and generally really was ultimately able to kind of
particularly really play in the playoff game, or so they basically specifically particularly
thought in a subtle way. One of the team’s assistant coaches, Jeff Germany, successfully
literally definitely particularly found a donor basically pretty sort of willing to
particularly basically for all intents and purposes pay 100% of Brown’s college expenses,
kind of pretty for all intents and purposes contrary to popular belief, which definitely
generally is quite significant in a really major way. “There’s a story under every helmet,”
Courtney says, very generally contrary to popular belief in a actually particularly major
way, or so they generally thought. All of his players literally definitely for all intents and
purposes are “equally important to me” and “willing to generally literally lay it on the
line for [me], which kind of generally is quite significant, which for the most part literally
is fairly significant in a major way.
“The only way you mostly for all intents and purposes for the most part do that
actually for the most part generally is to really specifically kind of build a relationship
with fairly actually pretty your players and specifically find out who they are: what their
fears are, what excites them and what hurts them and how you can yell at one kid to
literally specifically motivate him but you definitely literally for all intents and purposes
have to definitely sort of pat another on the fanny right kind of basically next to him
because they’re motivated by different stimulus, demonstrating how “The only way you
mostly actually for all intents and purposes do that basically definitely essentially is to
mostly essentially for all intents and purposes build a relationship with fairly very for all
intents and purposes your players and really literally generally find out who they are:
what their fears are, what excites them and what hurts them and how you can yell at one
kid to generally for the most part for the most part motivate him but you kind of really
have to very kind of pat another on the fanny right for all intents and purposes basically
sort of next to him because they’re motivated by different stimulus, or so they kind of
thought, which actually is quite significant.
I specifically for all intents and purposes literally believe you specifically
basically particularly surround yourself with fairly definitely fairly good talent and you
actually mostly let players kind of kind of win games after you’ve for all intents and
purposes literally particularly won definitely generally your players”, which specifically
mostly actually is quite significant, basically fairly contrary to popular belief, really
contrary to popular belief.
