Leadership

The third goal is to focus on developing my professional role. My leadership with the staff and NVQ candidates is primarily clinical but also has influence in their education and training. My notion of work is to lead staff and candidates to achieve the task by working as a team. This seems to fit with Adair’s (1988) model of task need in leadership which states that teamwork is useful in achieving result. I have a supervisory role on dementia care, supporting and assisting staff when necessary.

However I am not trained in mental health. I have on personal basis been reading journals, pamphlets, books, attending seminars and through work experience and previous studies to get a bit of knowledge on dementia care. In order words I have been drawing upon the knowledge and skill associated with academic and management (Antrobus and Kitson 1999). By means of self-performance appraisal, I have identified a gap and developmental needs especially in area of personal skills. I need to commit myself to a learning programme in order to develop the skills. Adair (2002) argues that when a capability gap is identified that should be met by a training course. I would like to continue to assist in strengthening learning on the job, training and supervision therefore I need to enhance the theoretical base of my work through full course on dementia.

Antrobus and Kitson (1999) argues that each domain of influence has a particular knowledge base and skill set associated with it. I value self-development and I believe that education and training are vital support for role development. This seems to agree with Hersey and Blanchard opinion that growth and development of self and others is the responsibility of the leader. Adair (2002) points that a leader needs to be technically and professionally competent to win respect and trust and to be a leader in a particular field, the leader needs to possess the knowledge and technical competence in that area.

Armstrong (1988) suggests of a leader fitting into the followers expectations of a leader for that situation. I cannot continue to supervise my subordinates with little knowledge in dementia. Research by Baker (1983, cited in Girvin 1998) describes a ward sister whose position power and authority was completely overturned by her subordinate because she failed to obtain authority of knowledge. My organisation has commitment to develop a skilled and educated workforce for delivery of quality service.

Reflecting on all the above concepts, I intend to attend the six month modular scheme for those working regularly with dementia leading to ENB N11. The course provides opportunity for one to have the skill needed to provide high standard of care in dementia. It will enable me gain greater understanding and knowledge of client needs within EMI setting, that is, to understand how sufferers feel so that care can be tailored to meet their individual needs. The new role will be integrated within my professional structure and role. The sharing of knowledge and experience from the course will enhance my supervisory role and improve standard of care.

I expect information on activities and suitable exercise movements for frail older people will be discussed and I can apply them in my working area to promote and improve active mental health. I also intend to read research studies in dementia and synthesise what I have read, discuss with my critical friend and colleagues with RMN about care to help me gain different perspectives and broaden my world view. For example reading through the National Service framework for older people, it appears to have dwelt on medical model of intervention. However from experience some older people with mental health problem need practical support for disability.

Except I have a broad knowledge on dementia I may not be able to make meaningful suggestion as to the best aid to support them with their disabilities. According to the Study Guide (pg 65) although there are external policy statements there is need to grasp the opportunity to articulate my contribution to such decision making. The knowledge will help restructure my leadership in practice and policy. While on the course I intend to adopt action learning as means of developing my leadership because it makes me feel confident to challenge others, receive support and encouragement (Cunningham and Whitby 1997) Role development always incurs cost and it involves time for training and saving time for client care. I plan to have a dialogue with my manager on negotiation of time and money. Collaboratively we will make consensus decision.

CONCLUSION

My approach to leadership reflect situational and action centred leadership which has been demonstrated by an interest in well being of others and development of self and other through a vision of leadership. I have stated means of steering actions to achieve the vision which include motivation of staff, knowledgeable fact in the area, discussion with colleagues, coaching, mentoring, decision making, encouragement and experimental learning.

The action plans which have been developed, determine the sequence of actions to be taken and the dead line that need to be met to achieve the objectives. These developmental action plans with the example of those ahead of me will help to form a framework for effective strategic leadership. It will take continuous learning through my career. I need to have the courage to follow the actions to establish myself as a leader before others.

Top down leadership has in many ways been the cultural gnome in terms of leadership styles for probably the longest time in history Likert termed it Exploitive authoritative. “In this style, the leader has a low concern for people and uses such methods as threats and other fear-based methods to achieve conformance. Communication is almost entirely downwards and the psychologically distant concerns of people are ignored.  Top down leadership has had a deep impact and so much intertwined with human culture that it is deemed to be simply the natural form of leadership. There are many other forms of leadership styles being nurtured so as to adapt with cultural changes and views on leadership roles, not to say they are any lesser but top down and bottom up were at both extremes of the leadership spectrum hence choosing to focus on the two.

The structure of most organizations is based on an autocratic hierarchy that is based on the notion that the ‘workers’ need to be very closely supervised by those in ‘management’. In the distant past there may have been some truth to this assertion, however, in today’s world it is becoming increasingly spurious. Yet after a whole heap of culture change initiatives carried out in many organizations very little positive change has occurred. The reason is clear to see as the hierarchy is naturally committed to retaining the status quo between the roles of those called ‘bosses’ from those labeled the ‘workers’. Bottom-up leadership however “occurs when employees become innovative and questioning, making suggestions and pushing boundaries. “Thought leadership” is similar, although it is more about championing new ideas than managing people or helping a group achieve a goal. However, in both cases, the leadership can be directed upward, and it ends once senior managers accept the proposed ideas. ”

The concept of bottom up leadership requires a person to think outside of the box because it challenges mainstream beliefs and ideologies as regards to leadership roles. There is an oriental saying that states “cup would have to be poured out to allow room for more a filled”. Which implies putting aside of one’s wisdom so as to learn new material. Jaap characterization of a bottom up leader is that “An effective leader is considered to be someone who has the ability to share a compelling vision of a desirable outcome, create the environment in which a group of ndividuals work as a collaborative team focused on turning the vision into a reality”. For most people the bottom up concept is relatively not applied as it really should due to the fact that people who are in leadership roles tend to have insecurities if more flexibility were to be offered to employees. The leaders deem that people would in actuality develop some form of negligence to those that are in position of authority.

Take for instance the anti government protests that developed all across the Middle East, these protests are as a result of people who are frustrated by the top down leadership style being carried out by their leaders. Leadership as it was in these Arab nations was flowing only on a downstream when it came to the issue of communication, for the people’s concerns were being met by brutal force which included jail term and death in some cases to any person that seemed to offer an alternative to the top down leadership that was in place.

The western world has a strong belief for equal rights for all and most importantly the right for all to live a fulfilled life and it is quite apparent as the Arabs began questioning for these same rights their leaders who had their heads buried under the sand were under the assumption that their usual scare tactics would quench the flames of revolution. However, these were not the usual times in Arab nations, the revolutionary flames burn on rampantly towards the leaders who have in all actuality failed to lead their nations due to the fact that they led as though they had eternity to rule, which was the greatest mistake to have done.

They failed to observe the change in tide as the world around them continued to evolve, more and more people getting connected via internet. Social media had set up stage for people to voice their concerns as to what directions their leaders were getting them to travel, their lack of empathy and lost track of reality only looking for more ways and means to enlarge their bank accounts, assets and investments at the cost of people. Had the approach been taken on a bottom up approach the outcome would definitely have been different due to the fact they would have had empathy and understanding for a bottom up leader is as follows.

The leader is part of the team and accepts that on occasions other members of the team may in fact take on the leadership role because they have the necessary capabilities to deal with particular situations more so than the nominated leader. The working environment is based on trust and respect for each other and the language is about our “leader, colleagues, team, accountability, achievement, success, and celebration” rather than “boss, staff, levels, roles, responsibility, remuneration, and appraisal”.

There is a constant sharing of information between the team members and sincere dialogue about issues that may be contentious because colleagues have different perspectives and expectations. By transparently dialoguing these and all other issues the best solution is more likely to emerge because the team is able to make the tough call when necessary. They tend to avoid meetings and discussions based on consensus as they know from experience that this process tend to produce a solution driven by the lowest common denominator and frequently not what is needed by the organization. Par7 Jaap 2008) Not wanting to seem all too pessimistic towards top down leadership, there are certain areas such as the military organizations or police force where top down leadership is and strongly believe will continue to be employed in such areas to the unforeseeable future because the whole system is heavily based upon order. The military organizations in America are applaud able and should be exemplary for the rest of the world military to emulate, not to be deemed as a war fanatics’ but rather as an organization that understands what entails protecting its citizens.

Leadership however is what directs them to war, peace, rescue missions etc for that is typical for those who are disciplined to follow top down leadership. “The whole system tends to absorb its people in focusing on rules and procedures designed to keep everyone in their appropriate place doing exactly what each tribe dictates its members should be doing. Most organizational language is about reinforcing the master/servant or parent/child relationship that appears to be an essential part of the military type of hierarchy“.

Keeping this in mind we also have to understand that the discipline they have did not just appear out of nowhere, they had to undergo rigorous training in order to be transformed into a command structured person. Rivers stated in his research There is little question that one of the chief causes of the great prevalence of nervous disorders in the war is that vast numbers of men have been called upon to endure hardships and dangers of unprecedented severity with a quite insufficient training.

There is equally little doubt that the special nature of the duties involved in trench warfare has taken a large part in determining the great frequency of neurosis. (Rivers 1920) An argument that a critic would say is that Rivers wrote the book almost a century back, technological advancements have been made in leaps and bounds to outweigh nervous disorders and the two to three month training period is very much sufficient.

In the article The emotional effects of war T, Stan states “Some veterans of past wars have recovered from their traumatic experience with the right care, but what we need to ask ourselves is how we can protect them from mental trauma before they are even sent to fight, as opposed to treating their symptoms once the deep psychological damage has already been done“. Unfortunately, the fact of the matter remains to date that there are soldiers that suffer psychologically as a result of doing what their work requires, which is top down leadership at its raw definition.

These military examples indicate that as much as human beings have made top down form of leadership a reality it can be extremely costly because war is not quite human nature otherwise there would not be reports of psychological issues as a result of following orders to the bitter end “The emotional effects of war on soldiers very often hinders their future achievements too as they find it impossible to imagine or plan. ” (Stan. By majorly focusing on the psychological effects of extreme top down leadership one can deduce that as a result of exposing human natural emotions through such experiences has daunting and drastic effect that the individual would have to bear on a personal basis that even further affect the social aspect of life and family life. It takes training the human qualities to this image of a soldier to serve further implying how top down leadership does not quite just come naturally but is instilled on a person.

The approach towards bottom up leadership simply put emphasis on doing what human beings do best which are being social creatures that we are. Human beings generally have more tendencies to show concern for just about anyone in distress disregarding all other factors such as race, nationality, etc. bottom up leadership works to build on the basis of establishing social relationship as its core foundations because people are really the most important asset any institution or organization could possibly have.

Focusing on who people are as human beings develop empathy on the part of a leader and people tend to give more effort when they feel people actually do care and understand where they are coming from. “The emotional intelligent professional is a master of building relationships, which provide the foundation for developing the influence required to make things happen. To become a master yourself you must develop your emotional intelligence and learn. (Wall, 2008, p37) In life it has become apparent that common sense in most cases is not quite common for human beings have invested great time and effort towards scientific research as to how better efficient leadership could be achieved and the human factor was just but an element on the production line where efficiency of workers has and always been based on individual output with little or no attention to the needs of the laborer.

For an organization to be firmly established to withstand the tides of change, greater emphasis should be made in the areas of relationship development as being the major component in the structural base. “As we facilitate organizational change efforts for client companies, we find it helpful to use a few nautical metaphors to remind them that they can’t control the winds or seas of change but they can adjust their sails” (Sipe & Frick 2009, p142). With the development of social media a much broader avenue has been made when it comes to unifying people bent on same beliefs and course of actions.

The Middle East crisis is the emancipation of a top down form of governance at its wits end where fear tactics no longer played the factor, for people were united in common bond for social change as they deemed injustice was being played against their God given rights to freedom. The protesters dropped all they were doing, businesses, government; financial institutions and so on were all brought to a halt because the nation’s work force saw that it could no longer be business as usual when their leaders have no real concern for their needs.

Now you may ask “what has this to do with culture change in organizations”. My response would be to say “quite a lot” as the reasons the various regimes fight to retain the status quo is a mirror image of what goes on in organizations. They may not use armed weapons but they do tend to make significant use of traditional, psychological and physical methods to quell any imminent revolt by employees. Jaap, T (par2 June 2011).

Creativity is an essential part of the human nature that fosters new ideals, inventions and venture to greater heights by virtue of imagining beyond the sum of one’s present circumstances. In order to facilitate these qualities individuals have to have a form of freedom that makes it conducive for free flow of knowledge and ideas based on the fact that they no longer see the work they are doing as work but develop a sense of ownership and passion in the roles they have to perform in the organization.

Most organizational leaders would highly appreciate workers that bring enthusiastic views and effort to work for it energizes the whole team. Not only would that develop a healthy working atmosphere but the productivity also will definitely be increased exponentially because everyone would understand that they are valued and all their inputs play a vital role in the operational process.

Many leaders are more than likely going to argue that bottom up leadership could only cause chaos in the work place rather than productivity as a result of everyone having self expression as to how they look at life in the organization. The leaders in most cases forget an important concept that they themselves are called to serve. Rather than leading in a group top down leaders would rather lead ahead of the group which implies egotistic approach on the whole leadership process for the individual leader seeks to gain attention as being the alpha dog of the group.

Bottom up leadership however is focused on developing team spirit in the organization where people unite to tackle the task at hand with clear objectives of getting the job done right and credit is made to the team as a whole. Not only is bottom up leadership a healthy form of leadership style it will in most cases increase employee retention hence ensuring that the organization has committed people on the team which does go a long way in comparison of trying to build passion in people who are disgruntled by leaders that only understand my way or the highway form of mindset

The importance of team development could not be understated, they are what hold organizations together, by professionalizing conflicts in actuality if done well fosters healthy working relationships. Conflicts should not be taken personally and working roles need to be well defined so that those involved have good understanding of their responsibilities as pertaining to the task at hand. As being part of the team one has to be actively involved in the decision making process by adding input so as to take the participatory approach.

While in a team it is also good to remember that when there happens to be problems in the organization it is very likely that 85% percent is as a result of system failure and 15% people A main force behind my thinking is the conviction that a management style from the bottom up, instead of top down is more effective. Main reason for this is that by being stimulating and facilitating people are better equipped to perform their tasks: higher motivation, less stressed and more able to absorb complexity….

I am convinced that if this style of management is in your brain, you have a more tolerating, productive and positive mind set, and one that is based upon trust instead of fear. I am convinced that educating around the globe about this style (instead of the old top-down directive leadership style) will have an amazing impact on more than just how businesses are run. It is about a better human-human interaction. (Par7 De Baar 2008)

References

1. Likert, R. (1967). The human organization: Its management and value, New York: McGraw-Hill
2. Jaap, T (June 2011). Culture change by evolution or revolution. Retrieved from http://bottomupleadership. com/
3. Jaap, T (May 8 2008). Why is leadership failing? Retrieved from http://bottomupleadership. com/why-is-leadership-failing/
4. N, Ki-Young &J, Mi-Jin (2008 summer). Bottom- Up Design Leadership as a Strategic Tool. Retrieved from http://www. dmi. org/dmi/html/publications/journal/pdf/08193NAM59. pdf
5. W, H, R, Rivers (1920). Instinct and the Unconscious. Retrieved from http://en. wikisource. org/wiki/Instinct_and_the_Unconscious/War-Neurosis_and_Military_Training
6. Jaap, T (may 3 2008) Being a Bottom up Leader. Retrieved from http://bottomupleadership. com/being-a-bottomup-leader/
7. T, Stan. The emotional effects of war on soldiers. Retrieved from http://www. healthguidance. org/entry/11261/1/The-Emotional-Effects-of-War-on-Soldiers. html
8. B, Wall (2008). Working Relationships, Mountain view, CA: Davies Black Publishing 37.
9. J, Sipe & D, Frick (2009) Seven Pillars of Servant Leadership. NY/ Mahwah, NJ: Paulist Press 142.
10. De Baar, B (2008). Bottoms Up: Leadership style for a better world. Retrieved from http://www. basdebaar. com/bottoms-up-leadership-style-for-a-better-world-168. html

Chapter 1: Moral Leadership in America This Chapter talks about the absolute need for moral leadership in America. We live in a very unstable time. Our society is very fragile. Perhaps no other time in our history is there a great need for great leadership, not just based on their ability but their moral compass. They have to lead with creditability and they have to be visionaries that can lead people into the right path to better their conditions. Without the right morality they won’t be able to get people to work together. Chapter 2: The loss of Character

This chapter talks about leadership in relationship o having character or not having character. Be we just a plain individual, leader in our society or a part there of. We have to carry ourselves in an exemplary manner because people are always watching us, whether we realize it or not. The higher position you are in authority or stature the more scrutiny you are under. With technology and electronic media being so easily accessible it often times leads to people being looked at poorly for one reason or another. A lot of times it is done purposefully by the media for the sake of making money.

The author makes a special point to note that this loss of character is prevalent in all walks of society such as religion, politics, and business being the most prominent of these. Chapter 3: A life of Morality This chapter speaks about leadership and morality and how as a people of society and the society at large all have the capability of being moral or immoral regardless of their status in life, their wealth, power, position, or education. In many cases, the chapter concludes, that often times the moral fabric of any group be it government or business often times reflects the morality or immorality of its leaders.

Classic point that was given was the melt down of our financial system here in the United States. This was considered due in large part to the moral absence in the corporate banking system leadership. Much of this premise is to be considered in selecting team members and having people with common ideology when it comes to team work. Chapter 4: Yielding to Temptation This chapter talks about yielding from temptation. It talks about not so much the thought but acting upon temptations. When one yields to temptations they can fall so far from grace that it almost makes life unbearable. Temptation crosses all sectors of society; money, power, sex.

Its interesting because the writer makes a point that its almost mans nature to want to control things, in his/her job, husband over wife or vice versa etc. man even tries to control nature in the universe at times. He goes on to point out that the hardest thing in nature for man to control seems to be he him self. Often times power such as in government or big business makes people feel almost invincible and unaccountable for their actions. But history has proven time and time again that not to be the case because often time they lose more that position but stature and reputation.

Chapter 5: The Duty of Responsibility This chapter talks about moral responsibility. How it is virtually impossible to separate morality from responsibility because one is so closely related to the other. He suggests that the negative political and financial state our country is in today is due a lot to the fact that out leaders have ignored this very important point, were too naive or just plain arrogant. He says “The bedrock of moral responsibility is an ethical behavior of the leader and his or her adherence to the standards of right conduct. He speaks of businesses at large lacking moral responsibility and caring more about the bottom line instead of what is termed “the triple bottom line,” which entails the good of all including share holders, employees, customers, suppliers, the community, the environment and the owners of the company themselves. By taking into moral account and responsibility all of these factors will tend to make the business that much more competitive. Leaders have responsibility to lead not just in the corporate by laws but also in common decency and ethicalness.

The leader and his or her subordinate have a psychological contract where by the subordinate has an unwritten understanding with the leader that he is going to led in a responsible manner. Leaders take responsibility for things that go wrong and hold themselves responsible for corrective change. All this leadership should be done with transparency and all times they should be trustworthy. This is why they are called leaders because they should be able to live up to the expectancy for which they are charged. Chapter 6: The Facade of Power

This chapter talks about leadership and power. Some leaders use power as a tool for the betterment of the group at large while others use it for merely selfish reasons. Good power, which is kept in check, normally leads to success of an organization while the opposite can lead to organization demise. Power is mostly defined as an instrument to get others to do what the might not have done on their own without the influence of the leader. There are different types of leadership styles. Some use intimidation some use bribery, and while others use their attraction.

It also speaks about hard power and soft power. Hard power is when people use coercion, intimidation, sanctions in its sort to get people to do what the want them to do. Often times these leaders use fear and fell that they are in complete control. All its subordinates feel they have little or no recourse. Soft power is considered the more rational approach. It is called sometimes “the second form of power. ” People use more tactical and persuasiveness to get people to perform or react in a certain way. Much like a husband might to do a wife, where it is more subtle.

These leaders tend to lead more by example than by command. One might say that hard power has little accountability compared to soft power which is based largely on credibility. Chapter 7: The Pitfalls of Arrogance This chapter talks about arrogance and its pitfalls. Arrogance can be summed up as one who might think too much of himself and too little of others. This sentiment when combined with power can be overbearing at best and often times can leads to a person’s demise. There is a distinct difference yet subtle between arrogance and self confidence; the latter being good.

One can have confidence in himself, which is good, but not to the point of vanity. Often times leaders who are arrogant can not relate nor do they want to relate sometimes to the feelings or opinions of the subordinates. They have too little respect for the opinions of others. Sometimes arrogance leads to micro-managing which will weaken their leadership. He gives illustrations of how arrogance brought down certain people in society such as Sam Waksal, President Bill Clinton, former governor Elliot Spitzer, and New Jersey governor Jim Mcgereevy, just to name a few.

All these men were considered arrogant in the way in which they went about their business; almost with a veil of invincibility. Their thoughts and actions lead to their downfall. Chapter 8: An Ounce of Humility Humility is called “a necessity for success. ” Humility is the antithesis of arrogance. And by a virtue of its design will bring more good outcomes and success. So where arrogance leads to downfall, humility leads to growth. The act of humbleness dictates that one does not presume themselves more important than others nor is proud or boastful.

He talks about humility in relationship to religion in history. it is the foundation of spiritual growth. Nearly all religions be Buddhism, Christianity, Hinduism, or Islam, preach that humbleness is extremely important in obtaining the richness of ones own sprit and connection with that eternal realm where one might find peace and salvation. Some cynics of humility were characterized as a sign of weakness or false modesty just so they could feel more “special and better than others,” the author thinks not.

He mentions three distinct leaders who epitomize humility: Franklin Delano Roosevelt, Mahatma Gandhi, and Albert Einstein. Another point he makes, in the importance of humility and leadership, is our global military presence around the world dealing with so many vast cultures, almost demands the need for humility and diplomacy because we are dealing with so many different people and ways of life. Today’s business environment, more so than ever, reflects the need for people in leadership to show some humility. The key to leadership is good servitude.

The benefits of humility go far beyond one individual or one entity. It affects society at large. Chapter 9: A life of Ethics This chapter addresses ethics. Ethics by some is becoming a thing of the past; in our work places and society at large. All organizations in order to have a meaningful existence have to work with some code of ethics. It determines what we should and should not be. It is hard to legislate ethics because it is not so easily measured in business as other areas of the company or organization such as profit. Often times, competitiveness makes leaders act contrary to hoe they should act.

It talks about examples of ethics being absent in our workforce such companies as Enron, World Com, Imcone Systems, Tyco, and the like. This is caused as reactions of these companies brought to great despair and has created an environment in our business culture that recognizes the need for more ethics more so now than ever. He blames the poor economic state of our American economy to the non ethical practices of our leaders. They skirted the law in common business practices. Ethical behavior or the lack there of is mostly influenced by our surroundings, i. . : family, school, church, media or peer groups. Individuals in organizations often reflect the culture environment they are in be it upstanding and ethical. In its practices or the reverse of that, it all falls on the shoulders of the leaders of the organization because so often is they that set the tone for everyone else. It is the responsibility of the leader to make sure that his organization is conducting them self in a proper manner. One primary way to keep the environment ethical, the leader must make it a point of topic within the group.

He feels that ethics is not given much thought or time in the work place, home or school. In many cases, through either ignorance or arrogance leaders allow themselves to remain unethical with little or no fear of consequence. He goes on to say, a lot of times; the practicing or non-practicing of ethics sometimes comes down to simply a matter of choice. People have blatant disregard for doing the right thing. Although ethics and morality like anything else, filters down from the top, it is actually everyone’s responsibility in the group to use moral ethics in their approach to doing business.

Chapter 10: The Seven Deadly Sins The seven deadly sins, otherwise known as “pewslag,” characterized by theologians and scholars the world over as being very influential in existence of mans and his relationship to good and evil. It is an overall thinking that pride, envy, anger, greed, lust, gluttony, and sloth effect all individuals one tine or another and cause us to act contrary to natures, mans, and God’s laws. Mahatma Gandhi recognized that there was an inner violence that mankind dealt with and external violence. The internal violence is things such as hate, anger, jealousy, greed.

Gandhi viewed these seven deadly sins as internal violence. These internal violence were the catalyst behind mans external violence. External violence can be described as the physical violent assault on another such as with the use of a weapon of sort. In relationship to leadership, the leaders who showed more self-control and restrain in these areas variably, are the ones who survive and prosper. They recognize that the spiritual world and the physical world are intertwined and ultimately “we destroy ourselves because of the baggage of sins that we walk around with. The writer also, in the end of this chapter, suggests we rid ourselves of this load and “travel light. ” Chapter 11: The Necessity of Teamwork The old saying “no man is an island” is very accurately describes this section. Solid teamwork is the groups’ aspiration to reach when their goal is to be great. Teamwork incorporates all the talents and skills of individuals toward one or more common objectives. Teamwork is also considered a form of energy that is created by the workings of the individuals, as one in sharing ideas and information which culminate into constructive jobs, duties, or functions.

The seven deadly sins can creep its ugly head and cause bitterness or conflict within the group. Also, social-cultural and demographic factors can cause a breakdown of solid teamwork. The use of the word, belief of the word and the actions of the word “we,” particularly when it comes from leadership creates an atmosphere of harmony and togetherness when the goal is for the good of all. Ultimately it is the job of the leader to keep the team running as smooth as possible, not necessarily an easy task at all. Chapter 12: Putting the Team Together

It is the leader’s responsibility to carefully pick the members of the team and there are so many different variables to look at to determine who might be good and who might not be. Is it youth vs. age, experience vs. non experience, former educated over experience, past triumphs or failures? Or do we spend more time considering the family background of people, their hobbies, interest, their compassion for one another, carrying for other people, honesty, and integrity, willingness to put themselves last and team first? Will this individual bring harmony to the group; will they bring a sense of well being and togetherness?

A leader has to consider the individuals purpose for joining the group. Is it for self gratification or gain, and if so, will this person really more help the group or hinder the group irrespective of the many talents and resources he or she might have to offer? These are all the things and more that a good leader must contemplate before taking on any new team members. Many an organization has been brought down because leaders too hastily recruited team members as opposed to carefully taking their time to consider all the above.

Chapter 13: The Decline of Altruism This chapter centers on the decline of altruism. Some people will argue that altruism is a dying breed, while others say it is still prevalent everywhere even in the animal kingdom. Altruism which is ones doing good for another in an unselfish or selflessly manner, is broken down into different categories, namely two parts: reciprocal altruism and universal altruism. The first being almost tit for tat; when one is doing something because it has been done unto them or they expect it to be done unto them in the future.

The latter, being unconditional, much like in a sense of Christianity; when one is not looking for anything in return but instead merely doing it because they think it is the humane thing to do. As a consensus by many that neither society, nor any corporate team or entity can survive well without it, it being altruism. There are many different reasons why people are altruistic. Could be a sense of personal responsibility, they think it’s the right thing to do, could be during an emergency or social and cultural values.

It could also be the desire to overcome guilt, or it could be because of their exposure to it through school, family, church, and community groups, what have you. Many of the problems today in our society, and the economy at large, might be considered due to the lack of altruism or minimum traits of altruism at best in our modern day leaders who failed to recognize their duty in giving to other selflessly while mitigating their own self righteousness or ego. Chapter 14: The Service of Gratitude The author starts right out by saying “the primary purpose of human existence is to serve the people of the world. This act of servitude is a very important ingredient in effective leadership. While he is leading he is actually taking on a task of servitude and selflessness. A leadership is considered the custodianship of others well being and overall success. Ultimately a leader must put his self interest secondary to the interest and good of others. Many people serve for the gratuity, what they can get out of it, their own personal agenda. The “what’s in it for me? ” syndrome, but this are not and can not be construed as good leadership. This way of thinking only leads to disruption and potential downfall of any organization if that leader heads.

They also suggest that a big part of the reason for the downfall and collapse of our countries economic decline is because lack of service, both physical and otherwise. Our goods and services are being outsourced to other countries and in other cases many of our leaders don’t see their roles as “being service providers to the people. ” These leaders therefore allow corruption to thrive when it should not. The importance of service is to neutralize the have’s and have not’s. It’s the balance between mans nature to overcome and take care of themselves only and those who can not do for themselves. good leader looks at the strengths and weaknesses of the group, the society or the company and tries to balance the scales to make certain that everyone gets their fare shake or piece of the pie. Good service at its best is good service at its most. Chapter 15: Blueprint for Moral Leadership In the beginning of the chapter there is much discussion about the harms and ills that American leaders have brought on our county at large and how the misuse of trust afforded the m by American people lead to one of the greatest economic down turns since the Great Depression.

Leaders failed to take responsibility to any and all part that they played in creating and environment of greed and corruption neither in our government nor in our work place. It is their sense at times that only the average persons are to be held accountable for their actions or lack of. Part of the problem in our leadership[ is how we select them . often times its based on their abilities, education, organizational skills, ability to delegate, but rarely are we using a more natural guideline to choose them by, such as their character, which encompasses not only their ability but their moral consciousness.

Basically we have to look beyond the structural part of leadership and more at the intangibles such as the spiritualistic side of leadership, the wholesomeness of it and the accountability. It has to be humanistic attributes such as being responsible, modest, courageous, honesty, and the belief in fair play; spiritual qualities such as faith in self and higher power, caring about and consideration for others, self control, devotion and such. These traits along with organizational skills when applied with proper alance form the most greatest of leadership which would ultimately equate to the greatest of success. Theory: Conflict Theory Conflict Theory studies the causes of crime within a society. For the good of the society, standards of morality are imposed by the justice system. Throughout the book the author gives reason to our economic downfall. He put the blame on the leadership in place not making correct moral, ethical and responsible decisions. One example is from chapter 8 when he speaks about major companies such as Enron and World Com who have had a major impact on our economic plummet.

It also be no worthy to mention he also suggests some fault on the people who put these leaders in place to begin with. Methodology: Bibliography The author did extensive research on each key points in the book. He incorporated some of Sociologies most respected members such as Jon Witt, Richley Crapo and Robin Williams Jr. Through his research he collectively combined the various thoughts into one seamless idea of how America has been affected by poor leadership. He also used his research to find key components of how to be an effective leader by virtue of morality, humility and ethics.

Strengths: I. One strength was the simplicity in which it was written. It read very easily and some how kept the same theme throughout. Enjoyable reading. II. Very informative, educational, thought provoking and diverse in its use of different references and subject matter. Weaknesses: I. One weakness might be there seems to be an overly cynical outlook of American leadership at large. II. Another might be, some chapters left you wanting for more. In other words, it is so good while you are reading you want more information on that particular topic. Conclusion:

In summation good leadership must always be in harmony with servitude and have little or no tolerance for arrogance. In chapter 8, a good example of arrogance vs. humbleness is a driver who is lost. The arrogant motorist would refuse to stop and get directions and end up miles away from his destination. While the more humble motorist will stop to seek direction and be quickly put on the proper road. A leader who posses most of these characteristics such as humility, altruism, soft power, gratitude, and the like will lead to a life of success in the organization.

Particularly when he possesses a moral compass that mandates he use fairness and compassion in his/her approach to leadership. This person would resist any temptation to be greedy, selfish, egotistical, maniacal or harsh. One change for the future, there will be more accountability expected from our leadership. They will be more closely monitored, more checks and balances, much tighter regulations, more overview boards, less bureaucracy, more punitive penalties and laws will be imposed.

Developing new products in the market is a very hard task for it requires complex courses of action before successfully launch into the market not to mention the risk of low market acceptance coming from the target consumers. Nevertheless, product development also serves as the avenue towards impressive company growth if the product would fit to the tastes and preferences as well as captures the demand of the consumers in the market. Therefore, to some extent, product development is vital to the existence of any company in the market. In order to secure the success of the development of product, there is one model that one could use and that is the Corning’s Five Stage  process. At this point in time, it is important to determine the effects of the said model in the entire operation of a company like in the leadership, individuals, inter-organizational network and organizational learning process.

Effects on Leadership Process

 Innovation is very vital in order for a certain company to secure its market influence against their competitors. Due to this, leaders must develop a winning strategy to secure a successful penetration of their new products. Majority of leaders in the corporate world are currently using the five-stage stage-gate process to guide them in making the right decision in launching their new products in the market. Almost 80 percent of North American companies are already using the said technique that improves the returns on the former’s product development and enjoy impressive company growth (Asongu, 2007). With a proper implementation of five-stage stage-gate process, there is a great possibility of experiencing “speed-to-market acceleration”, boost in the probability of product success, infusion of discipline in a naturally chaotic process, lowering down of wastes and revisions, improvement in focus through gates where low quality projects are eliminated. Therefore, it is clear that the five-stage stage-gate process provide ease in the leadership process of companies that uses the said technique.

Effects on Individual Process

It was identified that Stage-Gate System alleviates the individual productivity due to the fact that it supply “conceptual and operational road map” in executing project concerning new products from idea to launch. Since the said system suggests team work, therefore, each worker or employee of the company could learn from one another and the synergy benefits the concerned company. Moreover, the clear outlined and unique stages of the said system makes it easy on the part of the workers or employees of the company to know what are their role and responsibilities in the development of company’s new product.

Effects on Inter-Organizational Network

Due to the achievement of the Stage Gate System, many leading companies in the market starts to have chances to overhaul their new product process, integrating all the critical success factors that were discovered in the course of best practice research. I was stated a while ago that almost 80 percent of the major US product developers are currently using several kind of Stage Gate process in developing new products for their company. Inter-organizational networks, through the guide of Stage Gate System, have been able to find road maps for moving the development of their new product from idea to launch as a team. Therefore, at the end of the day, the roles and responsibilities of the members of the cross functional team of the concerned company will be able to finish by them.

Effects on Organizational Learning Process

One of the worries of the organizational leaders would be regarding the success of their newly innovated product or service. But through the use of the Five-Stage Stage-gate Model, organizational leaders would now have the ability to check the quality of the said innovation. Therefore, the said model transformed their methodology in product development into a faster, leaner and more effective tool that will ensure the success of the market penetration of their new product or service.

References

1. Asongu, J. J. (2007). An Analysis of the Five-Stage Stage-Gate Process. Retrieved February 1, 2008, from http://asongu-works.blogspot.com/2007/09/analysis-of-five-stage-stage-gate.html

One of his duties is to serve as the coach for runners who hope to complete the New York City Marathon. He himself has won several marathons and ultra-marathons runner race. Thus he is more acquainted about the roles and responsibilities of coach for the marathon runners. After the introduction of David, case study drives us through understandings of how the complete training period of 16 weeks is carried out by athletes and runners. Initial 8 weeks he found it easy to train the runners.

He was pleased looking the progress of the runners and had little difficulty in his role as coach. Some questions started to come in his mind regarding how to help his runners to achieve their goal. His issues of concern seemed quite different from those that he had expected to hear from other runners he previously trained for Marathons. Thus he divided runners and their concerns Into following three different groups. The first group comprised of all basic questions with newly joined runners who never had previous experiences.

They kept on asking basic questions such as what to eat a day before marathon race, how much to drink and what kind of shoes to wear. The second group comprised of runners who had previously ran for marathons but were concerned about the effects of Davit’s raining on their running, wanted to know the running mileage related to their possible marathon finish time. In addition their concern was to know whether consuming carbon-loading would improve their performances during the marathon.

The third group comprised of seasoned runners who mostly finished marathon in top 10 of their respective divisions. These group too had some concerns related to feeling flat and acted a bit moody and down about training. The most important concern they carried was whether Davit’s coaching would help them in other races besides the New York City Marathon. Hint David should use the following leadership strategy to train/coach his runners. The first group needs David to make sure that the runners will be motivated if they feel competent.

Runners kept on asking questions such as what to eat a day before marathon race, how much to drink and what kind of shoes to wear. I think He needs to motivate the runners, make a diet plan and answer their questions they have. But he should also take a note that not to instruct all of the runners in a single group. Based on runners abilities he should have different training sessions. Because may be the beginners (group ) would keep asking basic questions like which shoes to wear, what to eat in a session which might not be interest to groups 3.

For them it would lead to boredom sessions of training and might remove interest from attending further sessions and from Marathon race too. So he should take note of all runners and based on knowledge should keep training. He could have taken information session where all questions and issues are addressed. The second group was concerned about the effects of Davit’s training on their running mileage related to their possible marathon finish time and forts reward they would get in return after the marathon race.

Running a marathon is a huge deal and if people are nervous or unsure they will ask a ton of questions. I think he should explain them the benefits they would get with the training. In addition he as a coach needs to be there for them and coach them to the finish line. He should reduce everyone’s stress when most seems nervous. Reassure the second group that they are doing great. The third group concern was not focused on current marathon race as objective by his training, but wanted to know if the payoff for their work valuable.

David can motivate each of these groups by tending to the group’s needs. Answer the beginners’ group questions, make a diet plan. A final criticism that can be made of path- goal theory concerns a practical outcome of the theory. Path-goal theory suggests that it is important for leaders to provide coaching, guidance, and direction for subordinates, to help subordinates define and clarify goals, and to help subordinates around obstacles as they attempt to reach their goals. In effect, this approach treats leadership as a one way event. The leader affects the subordinate.

My plan for building the continuous process of critical reflection into my future leadership practices should include knowing how to use the four lenses of my learners’ eyes , colleagues’ perceptions, educational theory, and autobiographical experience to research my practice and challenge my assumptions as now explained. First, I have to gather the data, investigate and analyze the data, confirm applicability of assumptions vis-a-vis leadership models used using the four lenses and make the necessary adjustment if any to attain the things that I want to attain in accordance with my defined leadership philosophy.

Data could be gathered from observation from previous reflective-practices training to observe her class twice and discuss the same with learner. This would be followed by writing notes about learner’s responses to activities on the handouts. This would be part of this researcher’s autobiography which will be used continuously for self-improvement. Analysis in terms of attitudes, assumptions, and beliefs, goals, power relations and consequences would reveal valuable information in reconciling my assumptions and leadership theories and models.

It must be recalled that the moment assumption change the particular style and changes. Much will lie therefore on the bases of decisions made and whether they continue to attain the purpose of my philosophy and the organization of which I am a part. Knowing what happened in experiences should be a normal process as they could provide valuable insights about teaching and learning experiences. I will also need to validate theories with own stated beliefs and attitudes by asking questions about the data collected on revelations in relation to consequences of my actions as a leader.

I will also consider how the situation or activity could have been different by looking at the data at present or in retrospect and the need to examine the alternatives to the choices made as well as beliefs behind. There could be need to consider how theories or other leaders would have addressed similar situations by generating alternatives and asking what if questions. I could then analyze with my colleagues who would prompt me to think of ways to facilitate and foster my input data rather ways to rather than ways to change my practice to accommodate my reluctance to speak.

Given my colleagues’ perceptions, I will conduct a conversation analysis as part of the plan to have self-reflection and learning for what I talk about with followers as this is vital to all kinds of communication (Clifton, 2006). By having a constant review of all preview works on leadership based on my personal experience, I believe, I will achieve much for improvement (Lynham, Chermack, 2006). In response, I will create a plan that would incorporate new insight or learning from the exercise.

In effect, I will have self-reflection not only for its own sake but also to improve my practice as a leader and a co-leaner with my followers at the same time. I believe my followers too would have link to information and insights gained from the reflective process to changes being made. The changes need must be there to indicate growth as a leader. The important thing is that I should incorporate my new insights in my ongoing planning and decision-making, observe the impact, and continue the reflective cycle.

I will continue also to use my data gathering tools to monitor the effects of this practice in whenever there is need to check the validity of my leadership philosophy as to whether there is need to adjust the same as well as my assumptions and beliefs. To implement my plan I would be listening to followers and I believe that the same would be producing effective communication, which is important working together (Alvesson and Sveningsson, 2003). I will use also communication in a manner that is supportive and encouraging (Cohen and Bradford, 2005) to build better relationship and as way of teaching the value of responsibility of decision.

If there will be a need to have tutorial role in order to enhance attainment of objective, doing the same would be consistent with theory and good practice of leadership (Ellinger, Watkins and Barnas, 1999). Knowing employees performance and their potentiality is one of they keys of ensuring the success of my leadership philosophy (Wilson, Boudreaux, and Edwards, 2000). The educational theory will also be found in being updated in reading books on leadership which I also plan to do while I implement my plan for self reflection and evaluation.

All the learning will also compiled into my record of autobiographical experiences that would be for the same purpose. 3. Conclusion To conclude it should be clear that my leadership philosophy is a means to attain a purpose, to the organization, to my followers, to society and to myself. The organization of which am or will be a leader will most probably attain its purpose too when encourages collective values, a clear idea of success, enthusiasm of its leaders and people to proceed together, and reverence for the different roles which are essential to succeed.

As life continuous so must, organizations achieve their targets. Since people would always be part of organization, leaders with clear philosophy will more likely provide a great chance for success to these organizations. Leaders as such continue to become leaders because they attain their purpose, they are happy with their philosophy in attaining their purpose as they continuous struggle indeed in wanting to attain power and influence as a leader (Glaser, 2006). The prize of course of having attained one’s purpose as a leader must be happiness.

Since the means to happiness is relative to different people as attaining the same may also to different people, I can only speak for my own in terms of having a philosophy that is ethical consistent with my beliefs and assumptions. Having ethics in what I do in my leadership practice, would definitely define me then as a person with a particular way of attaining what I desire. The fact that I am able to writer down here my leadership a philosophy should provide a basis or really evaluating the same in the future if said philosophy work in my personal way of attaining happiness.

References: Alvesson, M. and Sveningsson, S. (2003). Managers Doing Leadership: The Extra-Ordinarization of the Mundane. Human Relations 56 (12), 1435 – 1459. Berry, A. J. and Cartwright, S. (2000). Leadership: a critical construction. Leadership and Organization Development Journal 21 (7), 342 – 349. Clifton, J. (2006). A Conversation Analytical Approach to Business Communication: The Case of Leadership. Journal of Business Communication 43 (3): 202 – 219. Cohen, Allan and Bradford, David. (2005). Influence without Authority. 2nd Ed. New York: John Willey.

Covey, S. R. (1989). The Seven Habits of Highly Effective People. Birmingham: Free Press. Ellinger, A. D. , Watkins, K. E. , and Barnas, C. M. (1999). Responding to New Roles: A Qualitative Study of Managers as Instructors. Management Learning 30 (4), 387 – 412. Glaser, J. E. (2006). Power and Influence. Leadership Excellence 23 (3), 158-165. Gronn, P. (1996). From Transactions to Transformations: A New World Order in the Study of Leadership? Educational Management Administration Leadership, 24 (1), 7 – 30. Harter, Nathan, Ziolkowski, Fred J.

and Wyatt, Stephanie. (2006). Leadership and Inequality. Aug 01, 2, 275-293. Hersey, P. and Blanchard, K (1988), Management of organizational behavior: utilizing human resources, Prentice-Hall Holton, E. F. and Lynham, S. A. (2000). Performance-Driven Leadership Development. Advances in Developing Human Resources 2 (2), 1 – 17. Jeff, R. Hale, Dail L. (2007). Fields, Exploring Servant Leadership across Cultures: A Study of Followers in Ghana and the USA, Nov 01, 3, 397-417. Judge, T. et al. (2002). Personality and Leadership: A quantitative and qualitative review.

Journal of Applied Psychology 87, 765-780. Lynham, S. A. and Chermack, T. J. (2006). Responsible Leadership for Performance: A Theoretical Model and Hypotheses. Journal of Leadership and Organizational Studies, 12 (4), 73 – 88. Mayer J. D. (2004). Leading by Feel. Harvard Business Review. Jan, 28-37. Mintzberg H. (2004). Ideas about Management. Engaging Leadership, Decision, Issue no 5. Parry, K. W. and Hansen, H. (2007). The Organizational Story as Leadership. Leadership, 3 (3), 281 – 300. Peterson R. S. , et al. (2003).

The impact of CEO personality on top management team dynamics: one mechanism by which Leadership affects organizational performance. Journal of Applied Psychology 88 (5), 795-808. Spatz, D. M. (1999). Leadership in the Construction Industry, Practical. Periodical on Structure, Destruction and Construction 4 (2), 64-68. Wagner, K. V.. (2005). Leadership Theories. Accessed on 10th February 2009 from http://psychology. about. com/od/leadership/p/leadtheories. htm Wilson, L. S. , Boudreaux, M. A. , and Edwards, M. (2000). High-Performance Leadership at the Individual Level. Advances in Developing Human Resources 2 (2

” E’Ek Rukaa Hua Faisla “, remake of Hollywood classic ” Twelve Angry Men ” an Oscar Winning Film widely used in Management Schools & Corporate for understanding ” Human Behavior ” and ” Leadership Styles “. Let’s take a look at the plot first to be familiar with this movie.

The movie starts from a scene in a jury room where 12 jury members are discussing the case for the final verdict. The case is regarding a murder of an old man and the suspect is his own son. Everything from the statement of witnesses to debate of lawyers has already finished. And as they are reaching verdict and counting votes. 11 said guilty and 1 said not guilty.

Now the whole movie revolves around this 1 person who is standing on his ground for voting not guilty. He explains that he is neutral in his judgment and unless he is satisfied he won’t vote guilty. And gradually with his common sense, thinking and debating power ( Advocacy skills ) he changed the mind of other jury members until finally they all voted not guilty.

This movie is special especially because it portrays the thinking of 12 different people from 12 different aspects of society, from self-made guy coming from the slums to famous doctor to elite class people. In these 12 jury members, everyone was so careless to reach their decision except that 12th person. They are so preoccupied with their personal problems or engagements that they do not understand the gravity of their decision. 1 person’s life is on stake. Yes, the accused guy could be real culprit or maybe not. But they should not just let the guy to be hanged only because they were getting late for a movie or a game or for dinner party, etc.

Sometimes the plot do get interesting when that lone ranger (12th jury member) is highlighting the broken links in the statements of witnesses and the case put together by public-prosecutor against the accused. You get the feeling that this guy could do wonders if he were a real lawyer and whether the lawyer for the accused was so stupid. The movie touch the hearts of everyone who watches it. It shows how unsafe we all really are. How much we lie to our self just to feel safe and strong , and how weak we really are.

You can relate yourself to each and every one of that jury member. Each person is a manifestation of your in different situations you can find yourself in your daily routine life. And it horrifies you to realise that how prejudiced and careless you have become to other humans and their feelings. You are not wrong in any way, but you have to be understanding enough and responsible enough to take other’s point of view into account too when reaching a major decision that could effect other’s life.

The message is very clear. Do not reach any decision just for the heck of it. Do take time to think and be as neutral as possible. You really feel so sick when you see and hear the remarks of the other jury members and why some of them want the boy to be punished. Just because the guy from elite class think that this boy belongs to slums and so they must be destroyed to make 1 person less against the fight for exploitation. The doctor thinks that these guys are good for nothing and it’s better that the boy should be punished for making this world more safe and clean.

The main character is the jury member who is most difficult to change his decision, Pankaj kapoor (who I am sure was quite young when he acted in this movie), is really amazing in his portrayal of a hurt father who is prejudiced about the accused boy because his own son had been disrespectful to him and even slapped him. And in the end, you really wonder, this is a movie so there has to be poetic justice. But in this real world, can you really be impartial and neutral while making every decision? I know and you know too, i t’s next to impossible that 12th jury member, the ideal human being , only exist in the movie. It’s hard to find anybody who can be impartial in decisions which do not effect their own life. So, the real decision here to be made is to be positive and unbiased and not to be influenced by our preconceived notions in making important decisions. I am glad that i get to share my views with all of you guys. I would totally recommend this movie to everyone, and I mean everyone. This movie is worth watching at least once for your development.

https://www. slideshare. net/prkworld/ek-ruka-hua-faisla

The model is represented as a grid with concern for production as the X-axis and concern for people as the Y-axis; each axis ranges from 1 (Low) to 9 (High). The resulting leadership styles are as follows:

• The indifferent (previously called impoverished) style (1,1) : evade and elude. In this style, managers have low concern for both people and production. Managers use this style to preserve job and job seniority, protecting themselves by avoiding getting into trouble. The main concern for the manager is not to be held responsible for any mistakes, which results in less innovative decisions.
• The accommodating (previously, country club) style (1,9): yield and comply. This style has a high concern for people and a low concern for production. Managers using this style pay much attention to the security and comfort of the employees, in hopes that this will increase performance. The resulting atmosphere is usually friendly, but not necessarily very productive.
• The dictatorial (previously, produce or perish) style (9,1): control and dominate. With a high concern for production, and a low concern for people, managers using this style find employee needs unimportant; they provide their employees with money and expect performance in return. Managers using this style also pressure their employees through rules and punishments to achieve the company goals. This dictatorial style is based on Theory X of Douglas McGregor, and is commonly applied by companies on the edge of real or perceived failure. This style is often used in cases of crisis management.
• The status quo (previously, middle-of-the-road) style (5,5): balance and compromise. Managers using this style try to balance between company goals and workers’ needs. By giving some concern to both people and production, managers who use this style hope to achieve suitable performance but doing so gives away a bit of each concern so that neither production nor people needs are met.
• The sound (previously, team style) (9,9): contribute and commit. In this style, high concern is paid both to people and production. As suggested by the propositions of Theory Y, managers choosing to use this style encourage teamwork and commitment among employees. This method relies heavily on making employees feel themselves to be constructive parts of the company.
• The opportunistic style: exploit and manipulate. Individuals using this style, which was added to the grid theory before 1999, do not have a fixed location on the grid. They adopt whichever behaviour offers the greatest personal benefit.
• The paternalistic style: prescribe and guide. This style was added to the grid theory before 1999. In The Power to Change, it was redefined to alternate between the (1,9) and (9,1) locations on the grid. Managers using this style praise and support, but discourage challenges to their thinking

Grid theory breaks behavior down into seven key elements: Element| Description| Initiative| Taking action, driving and supporting| Inquiry| Questioning, researching and verifying understanding| Advocacy| Expressing convictions and championing ideas| Decision Making| Evaluating resources, | Conflict Resolution| Confronting and resolving disagreements| Resilience| Dealing with problems, setbacks and failures| Critique| Delivering objective, candid feedback|