Running Head: Group 1 Forum 7 Module- Dees Chapter 5-7
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Group 1 Forum 7 Module- Dees Chapter 5-7
Group 1
Liberty University
Forum 7 Module
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Abstract
In reading Dees (2013) our group came up with three topics we all felt were important to a
leader. Those topics were growth, vision, and leading by example. Growth in leaders is essential
to developing stronger leadership qualities. Leaders who are not growing constantly can find
themselves stagnant and never truly reaching their full potential. As one ventures into his/her
professional career, it is essential to grow in order to open up new and exciting opportunities.
Vision is the path a leader is taking in his/her career. This vision can be clear and concise or this
vision can be clouded and confusing. It is up to the leader to determine what they would like to
accomplish in their leadership roles. Once a vision is set, a leader and an organization will know
what their desired goals are. A leader must also lead by example to make sure their subordinate’s
image is what the organization deems acceptable. These three different factors will be discussed
in more detail throughout this paper.
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Group Consensus
Leadership as we have seen in previous chapters in Resilient Leaders is a broad topic and
involves many different aspects of life. Leadership is not always easy and one must jump
through hoops at times in order to manage and succeed. In the chapters 5-7 of Resilient Leaders,
Dees addresses leading before, during and after crisis.
Leaders who wish to see great success should have a vision for the future. This involves not
only developing this vision for a path to success but conveying this vision to subordinates. The
company or organization’s high-level strategic path, including goals and direction, should be
ingrained in the mind of every member. This is described by Dees (2013, p. 148) as a “voice in
the dark.” Even when the leader is not physically present, team members should be able to
seamlessly continue their work. Leaders should ensure that members of a team or organization
feel a sense of ownership toward the strategic vision so that they may feel more motivated to
reach their goals (Dees, 2013, p. 163). When developing this vision, Farrell (2015) suggests that
leaders must consider new developments, opportunities, changes, and finances as time
progresses. Be that as it may, “inspirational motivation is shown when a leader conveys a vision
that is appealing and inspiring for subordinates and provides them with challenging assignments
and increased expectations” (Aga, Noorderhaven & Vallejo, 2016, p.1). In order for a leader to
get the buy-in from their subordinates, the vision that is set forth by that organization has to be
clear and effectively communicated in hopes of achieving said goal.
Leader will have to grow in the leadership roles in order to become a more effective leader.
There may be many reasons for growth, such as greater demand for a product or service or a
diversification of services offered. In any case, however, growth must be carefully managed and
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controlled by leaders (Dees, 2013, p. 178). There are many potential pitfalls, may of which can
lead to catastrophic failure; for example, growing too fast can upset a company’s culture or cause
a lack of focus (Dees, 2013, p. 176). Organizational growth should be managed by overcoming
three major obstacles: creating a vision, optimizing operations and persistence, and the ability to
control the chaotic situations growth often brings (Freeman, 2015). Often, this growth requires
innovation, which requires a culture that supports such innovative behavior and creativity
(Moussa, 2018). According to Sutton (2014) he suggests, “When people have mutual respect,
arguments over ideas are productive and creative. The best bosses orchestrate constructive battles
—enabling people to feel safe to speak their minds, even to the leader (Sutton, 2014, p.2). This
exemplifies that in the growth of a leader, they will experience some disagreements among one’s
peers. Theses constructive battles will help promote organizational growth.
Leading by example is a basic leadership principle that most have heard before. It is often used
during crisis and during this time, leaders must demonstrate courage and take initiative. Leading
by example also involves influencing and guiding others during time of need. The capacity at
which one influences another’s behavior can affect, control and develop business efficiency
(Nygaard, Biong, Silkoset & Kidwell, 2017). Each leader leads in different ways and their
examples that are portrayed through their leadership may not always work but it is those
situations where leaders can grow and set a good example for others.
Biblical Integration
In the present work environment, it is actual, despite everything it requires intense character yet
with generosity, respect, integrity, and truth (GRIT) (Sudbrink, 2016). To get the outcomes that
are popular today, those in high-level positions are to lead more than oversee, and require
something other than a conventional delegation of taskings, to do this they require GRIT
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(Sudbrink, 2016). Be that as it may, leadership exists on various levels such as societal,
organizational, others, and the self (Byrne, Crossan & Seijts, 2018). Dees explains the act of
selfless service as the main attribute of a leader in a local context and during his time as a
military commander (Dees, 2013). In the book of1 Timothy 4:12 says, “Let no man despise thy
youth; but be thou an example of the believers, in word, in conversation, in charity, in spirit, in
faith, in purity” (KJV, 2013).
Strategies
In vision, growth, and leading by example, there can be a few strategies that could be employed.
An organization can set up leadership seminars which allow these tactics to be taught to leaders.
From those seminars an organization could use those trained leaders to help mold their
subordinates the way the organization sees fit. For example, according to Satterlee (2013) she
states, “Scenario planning is an awareness of potential risk and developing plans for possible
future conditions” (Satterlee , 2013, p.73). This form of planning was very similar to what Dees
(2013) did for his subordinates to foresee the future risk and rewards. So not only can one learn
to be a leader, but one can also plan for the future using these strategies.
Conclusion
Leadership is a topic of concern all over the business environment. Vision, growth, and leading
by example are the first stepping stones into finding the answer to improving leadership. Leaders
who do not growing will find themselves stagnant and never truly reaching their full potential. It
is up to a leader to determine what vision they want to establish and how it will affect them in
their leadership roles. A leader must be lead by example to make sure their subordinate’s image
is what the organization deems acceptable. Leader’s should take in strong consideration the three
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topics we discussed. These topics can assist leaders in forming the leadership environment they
want to promote in their organization.
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References:
Aga, D. A., Noorderhaven, N., & Vallejo, B. (2016). Transformational leadership and project
success: The mediating role of team-building. International Journal of Project
Management, 34(5), 806-818. doi:10.1016/j.ijproman.2016.02.012
Byrne, A., Crossan, M., & Seijts, G. (2018). The development of leader character through
crucible moments. Journal of Management Education, 42(2), 265-293.
doi:10.1177/1052562917717292
Dees, R. F. (2013). Resilient leaders. San Diego, CA: Creative Team Publishing.
Freeman, D., & Siegfried, R. L. (2015). Entrepreneurial leadership in the context of company
start-up and growth. Journal of Leadership Studies, 8(4), 35-39. doi:10.1002/jls.21351
Holy Bible King James Version Bible, Purple, Leathertouch. (2013). Holman Bible Pub.
Moussa, M., McMurray, A., & Muenjohn, N. (2018). A conceptual framework of the factors
influencing innovation in public sector organizations. Journal of Developing Areas,
52(3), 231-240.
Sudbrink, L. (2016). Leveraging Grit for Leadership Success. Leader to Leader, 2016(79), 57-
62. doi:10.1002/ltl.20219
Sutton, R. I. (2014, August 01). Managing Yourself: The Boss as Human Shield. Retrieved from
https://hbr.org/2010/09/managing-yourself-the-boss-as-human-shield
