A511.8.3.RB_Gender

                        

     A511.8.3RB – Gender 

MSLD 511: Organizational Leadership 

Embry-Riddle Aeronautical University

Worldwide: Online Campus

December 9, 2015

         

How Far Apart Are We Really From Each Other?  

History: the Role of Women 
Projecting all guilt upon women, branding them as lustful allies of the Devil who wean men from God and lead them from the path of virtue, the Genesis story enshrines the myth of feminine evil as a justification for female oppression. The history of Western men's attitudes to women is a history of woman-hatred, often with terrifying consequences" (Kitzinger, 1990).

This virulent loathing of women's bodies continued during the late nineteenth and early twentieth centuries in the West: any expression of sexual desire by women was considered filthy, corrupt, sinful and marked them as whores, the daughters of Eve" (Kitzinger, 1990).

Upper- and middle-class Victorian men relied on working-class female prostitutes to satisfy their sexual appetites, while demanding the purity of their wives and inflicting upon them the impossibly sentimentalized and saintly ideal of the Virgin Mother" (Kitzinger, 1990).

Middle-class women and girls who expressed sexual feelings were often diagnosed as 'morally insane' and imprisoned in mental asylums. Others were 'cured' through sexual surgery, including clitoridectomy or 'female circumcision', which doctors first practiced on indigent American women and black female slaves" (Kitzinger, 1990).

These same physicians continued a long tradition of viewing menstruation as dirty and dangerous, 'the curse' inflicted upon women because of Eve's sin. The new professions of gynecology and psychology denounced women's bodies and minds as seriously defective, and used 'scientific' discoveries to justify excluding women from higher education and from political life" (Kitzinger, 1990).

Women in the Workforce: Cheap Labor, Threats & EEOC
"When Alexander Hamilton wrote his Report on Manufacturers in 1791, seeking ways to develop industry in the United States, he identified women and children as a source of cheap labor. Later, in the 1820s, the textile mills of New England, most notably those in Lowell, Massachusetts, hired young women from the surrounding farms as workers, viewing them as more tractable than men and more willing to earn less, since presumably they would stop working once they married" (Leckie, 2015).

"To make matters worse for female laborers, working men often saw them as threats to their status, especially as new machines permitted less skilled operatives to perform tasks formerly assigned to craftsmen. Thus, it is not surprising that as men attempted to unionize in order to combat declining pay and status, their leaders often ignored female workers" (Leckie, 2015).

"After the Civil War, which saw the deaths of more than 600,000 men and the maiming of countless others, it became necessary for women to enter the work force in increasing numbers. The profile of the female wage earner was changing as the percentage of married women in the work force, increasing since the 1920s, actually rose during the thirties by more than 25 percent. The participation by the United States in World War II accelerated this change. Six million new women workers entered the labor force and took heavy industry jobs formerly available only to men. The passage of the Civil Rights Act of 1964 led to the creation of the Equal Employment Opportunity Commission (EEOC)" (Leckie, 2015).

Safety and Opportunities: For Women 

"All women deserve a life with the opportunity to be educated, to work, to be healthy and to participate in all aspects of public life. For women and girls to fully participate in their communities and enjoy their rights, they need a life free from gender-based discrimination- a life with the opportunity to be educated, to work safe jobs with adequate and equal pay, to be healthy, and to participate in all aspects of public life. However, women are frequently subjected to gender norms that limit their opportunities, defining them as mothers, caregivers, or homemakers. Not only do these assignations limit women's choices, opportunities to seek education or a career, or ability to be decision-makers in their communities, they also put women at risk of poverty, ill-health, and violence" (Amnesty International, 2015).

The Government Regulated Workplace: For Women 
"Sex discrimination involves treating someone (an applicant or employee) unfavorably because of that person's sex. Sex discrimination also can involve treating someone less favorably because of his or her connection with an organization or group that is generally associated with people of a certain sex. The law forbids discrimination when it comes to any aspect of employment, including hiring, firing, pay, job assignments, promotions, layoff, training, fringe benefits, and any other term or condition of employment. It is unlawful to harass a person because of that person's sex. Harassment can include "sexual harassment" or unwelcome sexual advances, requests for sexual favors, and other verbal or physical harassment of a sexual nature. Harassment does not have to be of a sexual nature, however, and can include offensive remarks about a person's sex" (EEOC, 2015).

Although the law doesn't prohibit simple teasing, offhand comments, or isolated incidents that are not very serious, harassment is illegal when it is so frequent or severe that it creates a hostile or offensive work environment or when it results in an adverse employment decision. The harasser can be the victim's supervisor, a supervisor in another area, a co-worker, or someone who is not an employee of the employer, such as a client or customer" (EEOC, 2015).

Pay Gap: Women vs. Men

"The gender pay gap persists, because women were more likely to say they had taken career interruptions to care for their family. And research has shown that these types of interruptions can have an impact on long-term earnings. Roughly four-in-ten mothers say they have taken a significant amount of time off from work (39%) or reduced their work hours (42%) to care for a child or other family member. Roughly a quarter (27%) say they have quit work altogether to take care of these familial responsibilities" (Patten, 2015). 

My Truth: As a Woman in the Workforce 

I am a woman. I have been in the American workforce for twenty years. After graduating college, I was immediately placed in a management position in corporate America, where I never experienced any sort of gender bias, pay gap or issues. A few years after joining corporate America, I decided to take a leave of absence to pursue my personal hobby of triathlons, while attempting to make a career out of it.  Working 13 years in the professional cycling arena, I filmed male professional cycling races on motorcycle; was the first woman in the history of cycling races to ride in the male peloton; I hired developers and graphic designers to help me create a dynamic, interactive website for professional cyclists, and; eventually based on the niche needed in the industry, founded a media company that had exclusivity of media rights to every bicycle race in America.

Though I was a female in a male dominated industry, I never felt as though there were any hesitations in business negotiations regarding my gender. It also seemed that I was even paid a little higher than most of my male counterparts. I do believe that contributing factors may have been because I am single and am without family, free of familial responsibilities that might impact absence or travel obligations. I have always been a hardworking and driven individual, qualities that may have additionally contributed to the respect and sense of gender-equality I experienced in the workplace.

The gender glass ceiling has been defined as being, "the strong tendency to favor men over women in filling high-level leadership positions. With the reasonings being, lack of opportunity to gain experience and visibility in types of positions that would facilitate advancement, higher standards of performance for women than for men, exclusion of women from informal networks that aid advancement, lack of encouragement and opportunity for developmental activities, lack of opportunity for effective mentoring, lack of strong efforts to gain access to leadership positions, difficulties created by competing family demands, lack of strong action by top management to ensure equal opportunity, bias to select and promote individuals who are similar to the male managers who make the decision, and intentional efforts by some men to retain control of the most powerful positions for themselves" (Yukl, 2013).
   

References:

Amnesty International. (2015). Demand Equality. Amnesty USA. Retrieved from http://www.amnestyusa.org/our-work/issues/women-s-rights/gender-based-discrimination

EEOC. (2015). Sex-Based Discrimination. U.S. Equal Employment Opportunity Commission. Retrieved from http://www.eeoc.gov/laws/types/sex.cfm

Kitzinger, Celia. (1990). Why Men Hate Women. New Internationalist: Issue 212. Retrieved from http://newint.org/features/1990/10/05/hate/

Leckie, Shirley. (2015). Labor Unions: Women in the Workplace - A History. The Labor Site. Retrieved from http://www.thelaborsite.com/women1.cfm

Patten, Eileen. (2015). On Equal Pay Day, Key Facts About the Gender Pay Gap. FactTank. Retrieved from http://www.pewresearch.org/fact-tank/2015/04/14/on-equal-pay-day-everything-you-need-to-know-about-the-gender-pay-gap/

Yukl, G. (2013). Leadership in organizations (8th ed.). Upper Saddle River, NJ: Prentice Hall.

A511.7.3.RB_Self-Awareness

 A511.7.3RB – Self-Awareness 

MSLD 511: Decision Making For Leaders 

Embry-Riddle Aeronautical University

Worldwide: Online Campus

December 4, 2015

         

Self - Awareness

How do we understand ourselves; how do we understand others? What are the factors that affect someone's behavior? 

The factors that portray someone's character are typically based upon “personality, background and values. If you were able to determine some of these variables within minutes of meeting someone, then chances are that you will not only be able to understand them but you will even be able to predict their next move" (Radwan, 2015).

Our choices reflect our personality.  Choices like music, friends, body language, the way in which we speak, and facial expressions reflect who we are. Knowing this, we can learn how to look for clues in others, as well, using the knowledge for preferred or targeted engagement.  If we do not understand ourselves, first, we will not be able to grasp or relate to someone else.  Certainly, we would not be able to lead them successfully if we do not understand them.

"There are two components of mindfulness that may overcome the major barriers to knowing ourselves: attention and nonjudgmental observation. The motivation to see ourselves in a desirable way is one of the main obstacles to self-knowledge. People may overestimate their virtuous qualities to ward off negative feelings or boost self-esteem. However, non-judgmental observation of one’s thoughts, feelings, and behavior, might reduce emotional re-activity — such as feelings of inadequacy or low self-esteem — that typically interferes with people seeing the truth about themselves. The lack of information is another barrier to self-knowledge and in some situations, people might not have the information they would need to accurately assess themselves. For instance, we have a hard time observing much of our nonverbal behavior, so we may not know that we’re grimacing or fidgeting during a serious conversation. Mindfulness could also help in this domain, as research has shown that mindfulness training is associated with greater bodily awareness" (APS, 2013). 

I am a retired professional triathlete. A triathlete is an athlete who trains for or competes in triathlons, the sport that includes swimming, cycling and running. The distances that I used to race varied between sprints and Ironman distances. The sprint triathlon typically takes about 1 hour to complete; whereas, the Ironman distances take around 10 hours. Regardless of distance and time, the requirements are discipline and understanding oneself – one’s own body, mind, limitations, and goals. 

Through rigorous physical daily training, I was able to eventually understand myself. I was able to notice the patterns in which my body, mind and spirit operate. I started to recognize very revealing characteristic traits about myself through the ups and downs by tracking my daily progress. This self-reflection made me notice that I am consistent, patient, and determined.  The biggest shock was that I actually preferred the process and the journey rather than the competition or the endgame. I appreciated discovering what physically and mentally worked and what did not.  Of course, placing well was satisfying and exciting when it happened, but my greatest pleasure was discovering who I was mentally, physically, and spiritually.   

Once I was more aware of myself, I noticed that the same patterns were occurring in my professional career. I was able to step back from a situation, assess it, and eventually to come to a logical solution.  I realized that my consistency, patience and determination were traits that I used in the workplace, too.  I came to also understand through various work experiences that it was not just about the paycheck (the endgame).  It is about the process and the journey of learning and growing, challenging myself to make a positive difference in every way possible.   

It was through these reflective steps that I was able to understand myself more so and to be open to acquiring more knowledge, grasping the concept of empowerment, and nurturing relationships built on trust, hard work and loyalty.

As I have come to understand myself, I have become more empathetic to others.

I can still feel those triathlon-training emotions and see the same emotions in others. I understand.  At this point in my life, it is about sharing the excitement of experiences and processes with others and leading a team with perseverance, strength and encouragement.

The goal of a leader is “how to make the most of your differences in a way that might excite others. Leaders are able to learn how to actively shape other’s perception in the formation of their identity. Once a leader develops an understanding of the differences between themselves and others, they can take advantage of the key differences that makes them attractive to begin with. There is evidence that supports the fact that leadership is actually non-hierarchical and may be observed throughout organizations. There is an almost endless amount of differences on how people communicate. The fact is that leaders must be perceived as being authentic, real and make significant impact” (Goffee & Jones, 2006).   

"A leader who puts too much emphasis on influencing one performance determinant may have an adverse effect on another performance determinant, resulting in lowering overall organizational performance. It is difficult to improve efficiency or innovation if the necessary changes depend on employees who lack the motivation and skills necessary to achieve these objectives. Whenever possible, leaders should look for ways to enhance more than one performance determinant at the same time" (Yukl, 2013).

References:

Association for Psychological Science. (2013). Know Thyself: How Mindfulness Can Improve Self-Knowledge. Psychological Science. Retrieved from http://www.psychologicalscience.org/index.php/news/releases/know-thyself-how-mindfulness-can-improve-self-knowledge.html

Goffee, R., & Jones, G. (2006). Getting personal on the topic of leadership. Human Resource Management International Digest, 14 (4), 32-34.

Radwan, Farouk M. (2015). How to Understand Yourself and Others. 2Know Myself. Retrieved from http://www.2knowmyself.com/Self_understanding/know_yourself/How_to_understand_yourself_and_others

Yukl, G. (2013). Leadership in organizations (8th ed.). Upper Saddle River, NJ: Prentice Hall

A511.6.3.RB_Meaning

  A511.6.3RB – Meaning 

MSLD 511: Decision Making For Leaders 

Embry-Riddle Aeronautical University

Worldwide: Online Campus

November 27, 2015

         

Meaning  

reflect on what you have read

Each person faces the same questions in his or her lifetime. Why am I doing this? How do I find meaning? 

Often simple life questions result in some of the most profound answers, which typically are not as simple sounding as the question itself. For example, when one has worked in the same position for years, what is the motivator for that person to show up to work on a daily basis with a positive, work-focused attitude?  “According to the research of Dr. Anders Ericsson, it is motivation, which is the most significant predictor of success (Taylor, 2012).”

Receipt of a paycheck cannot be the singular way to motivate. Maybe motivators are interpersonal relationships between co-workers, the social exchange between customers and technicians, or perhaps it is the feeling of stability and loyalty. It is doubtful that these opportunities and benefits alone can provide sustaining motivation to rally oneself professionally on a daily basis.

what does it mean when we say that leaders must create a “cause” or "meaning" 

“Meaning is not a dropped coin we pick up by chance. It is more like fine pottery we craft. People have to create the meaning of their work and their lives, and that process requires skill and practice, not just luck. Those who succeed at creating meaning, tend to work harder, more creatively, and with more tenacity, giving the companies that employ them a leg up in the marketplace. When employees experience meaning, their employers enjoy higher rates of customer commitment and investor interest. Meaning resonates with chosen values, connects them with people they like, raises their sense of competence, or gives them an “ah-ha” moment of insight. The ability to create meaning is also enhanced by challenge, emotional safety, autonomy, and learning from experienced meaning-makers (Ullrich, 2010)." This explanation validates the importance of investing in the creation and maintenance of an environment where staff members find meaning in their workplace contributions.

There are seven drivers of meaning that leaders can leverage in the following ways:

• Help employees identify and creatively use the strengths, traits, and values (like integrity, leadership, love of learning, kindness, etc.) with which they most identify.
• Match the purposes (insight, achievement, connection, or empowerment) that motivate employees to the jobs they do.
• Foster friendships and key relationship-building skills to create high-performing, high-relating teams.
• Promote positive work environments through attention to characteristics like humility, selflessness, order, and openness.
• Help people identify and work at the types of challenges that line up with their personal experience of engagement or flow.
• Build in time for both individual and corporate-level self-reflection to help people discover lessons from setbacks and develop the resilience to get in front of the pace of change.
• Encourage civility and delight from little things that personalize and civilize the world of work (e.g. time to chat, friendly competitions, pictures, and humor).

Relate this to the theory of leading change

But what happens when an organization needs to adapt to changing needs? How does the leader navigate the changes and keep motivation and meaning alive for employees?

I think the “best strategy to use together in a mutually supportive way is the attitude-centered approach and the role-centered approach, when a leader needs to effectively make change occur. Change is a serious, long-lasting effort and is more successful when implemented slowly. When using the attitude-centered approach, involve the employees by changing attitudes and values with persuasive appeals, training programs, team-building activities, or a culture change program (Yulk, 2013).”  Most people find change uncomfortable, as it disrupts the known and can cause negative and insecure feelings that negatively impact performance.  When change is done slowly with stakeholders who are a part of the process, trust and engagement can develop, providing the opportunity for individual meaning. The employee feels, in this scenario, a part of the community, an insider working with the team for the success of the company.

“In the role-centered approach, there are changes in the work roles by reorganizing the workflow, redesigning jobs to include different activities and responsibilities, modifying authority relationships, changing the criteria and procedures for evaluation of work and changing the reward system. The assumption is that when work roles require people to act in a different way, they will change their attitudes to be consistent with the new behavior. Effective behavior is induced by the new role requirements and reinforced by the evaluation and reward system (Yulk, 2013).”

Thoughtful and strategic preparation to create an environment for positive organizational change is prudent and necessary. Regardless of a leader’s strategy, the most important guidelines to follow while leading an organization through major change is to:

• Create a sense of urgency about the need for change
• Communicate a clear vision of the benefits to be gained
• Identify likely supporters, opponents, and reasons for resistance
• Build a broad coalition to support the change
• Fill key positions with competent change agents
• Use task forces to guide implementation of changes
• Empower competent people to help plan and implement change
• Make dramatic, symbolic changes that affect the work
• Prepare people for change by explaining how it will affect them
• Help people deal with the stress and difficulties of major change
• Provide opportunities for early successes to build confidence
• Monitor the progress of change and make any necessary adjustments
• Keep people informed about the progress of change
• Demonstrate continued optimism and commitment to the change.

“Making changes means that you will likely be putting in effort that will take you far beyond the point at which it is inspiring or fun. High motivation will ensure total preparation which will, in turn, ensure maximum performance and results. Whatever you put into your change efforts is what you will get out of them. But if you're truly motivated to change, you better make sure you're doing the work necessary to achieve your goals. Seeing your efforts pay off with the changes you want (Taylor, 2012).” In actuality, part of the strategy for successful change is to inspire and energize those who will be affected by the change, so that they will have the opportunity to feel they are contributing positively to the intended outcomes. This can be accomplished with inspirational words, challenges with positive endgame rewards, or by rallying staffers around a common cause that creates a feeling of community. When an employee feels his or her contribution provides value, the employee will feel he or she has contributed to the success of the company, thereby providing meaning for that person. 

“To Heraclitus, the philosopher who pursued Truth, was fully awake and fully alive, and he seemed to consider himself the only philosopher of his time, claiming that the world order is continual change and resistance to this change is a kind of death in that the individual is refusing to participate in that which defines life (Mark, 2010).”

References:

Mark, Joshua. (2010). Heraclitus of Ephesos. Ancient History Encyclopedia. Retrieved from http://www.ancient.eu/Heraclitus_of_Ephesos/

Taylor, Jim Ph.D. (2012). Personal Growth: Motivation, The Drive to Change. Psychology Today. Retrieved from https://www.psychologytoday.com/blog/the-power-prime/201201/personal-growth-motivation-the-drive-change

Ulrich, Dave and Wendy. (2010). Getting Beyond Engagement to Creating Meaning at Work. Harvard Business Review. Retrieved from https://hbr.org/2010/06/getting-beyond-engagement-to-c

Yukl, G. (2013). Leading Change and Innovation. In Leadership in organizations. (8th ed). (pp. 82). Upper Saddle River, NJ: Prentice Hall

A511.5.3.RB_Remote Transformational Leadership

                        

     A511.5.3RB – Remote Transformational Leadership

MSLD 511: Organizational Leadership 

Embry-Riddle Aeronautical University

Worldwide: Online Campus

November 17, 2015

         

Remote Transformational Leadership 

Computer Love: The Reality 

The reality of the digital revolution is assured and measurable. It is here; it is now; it is our future. "In 2011, 75.6% of households reported having a computer, compared to 8.2% in 1984 (File, 2013)." Computers are ubiquitous tools in the business arena, too. Research has shown that users are communicating more via e-mail and that they are still figuring out communication modes and preferences. Many organizations find it difficult to differentiate between formal business protocol via the internet and the more immediate, casual form of e-mail communication. But how does that affect us? Are we able to effectively and efficiently communicate with each other through these communication mediums? Research is ongoing to identify and develop productive and successful guidelines. 

Internet usage is as follows:  

• Internet both inside and outside the home, from multiple devices (27.0 percent)
• Internet both inside and outside the home, not from multiple devices (10.3 percent)
• Internet at home only, from multiple devices (12.9 percent)
• Internet at home only, not from multiple devices (13.8 percent)
• Internet only outside the home, has a computer at home (2.6 percent)
• Internet only outside the home, no computer at home (3.0 percent)
• No Internet use anywhere, has a computer at home (14.4 percent) 
• No Internet use anywhere, no computer use at home (15.9 percent)

To E-mail or Not to E-mail: Remote Leaders 

It is known that transformational leadership can influence outcomes and can, in fact, be used effectively in e-mail communications, too. There are many instances in which a leader will question whether or not to send the team a message via e-mail or to rely on face-to-face interaction. Leaders' anxiousness over how e-mail communication is being interpreted has resulted in the investigation of the outcomes of different communication styles. "Performance on a problem-solving task would be better in an e-mail that contained intellectually stimulating and charismatic motivation. Remote transformational leadership may have the same positive effects on performance and attitudes that occurs within face-to-face interaction. E-mail communication may be used to convey the same leadership message as in face-to-face interaction (Kelloway, Barling, Kelley, Comtois, & Gatien, 2002)." This study may now comfort those leaders who may think twice about to e-mail or not to e-mail and instead use face-to-face communication. 

The real question remains whether computers have enabled or disabled our productivity, regardless of our communication choices. "Most research showed that productivity for those who had a choice of work locations - which can include satellite offices, home offices, or co-working spaces - increased, while peers who worked exclusively from home were less productive (White, 2015)." This is an outcome that needs further exploration and problem solving as more businesses are attempting to experiment with remote models. 

E-mail blast: The Experiment 

When a leader needs to send a message with explicit details to a team and seeks immediate results, an e-mail blast may be the preferred communication method. It may the leader's approach and phrasing that are most important. An experiment was conducted that required "participants to read a short scenario describing a survival situation in which they have become stranded on a mountain with limited supplies during a winter storm. An email containing either a charismatic, intellectually stimulating, neutral or transformational message was sent out to each participant regarding the results. The charismatic message outlined the leaders vision for the task and expressed confidence in the participants' abilities. The intellectually stimulating message encouraged participants to think outside the box and to approach the problem from several different angles (Kelloway, Barling, Kelley, Comtois, & Gatien, 2002)." Regardless of communication method, when in the leadership position, the message and delivery of the thoughts are the most critical components for successful outcomes. 

Click Send: The Hypothesis
The leader may now be supported by concrete research that there is enough evidence that e-mail blasts are just as effective as a boardroom meeting. "The motivation was higher when participants read an intellectually stimulating email, individual performance was better when the email was from an intellectually stimulating leader, and that an email from a charismatic leader had no significant effect on motivation but was associated with better individual performance. Group performance was greater when the groups had read an intellectually stimulating email. Group performance was better when the groups had read an email from a charismatic leader (Kelloway, Barling, Kelley, Comtois, & Gatien, 2002)." The takeaway from the research, therefore, suggests that the message the leader needs to send must relay an intellectually stimulating thought with charismatic influences and tones. 

Final Theory: to add exclamations or to not add the exclamations!!!

Research has shown that task performance improves when leaders communicate with intellectually stimulating messaging that also contains charismatic phrasing. The e-mail from the leader containing "an intellectually stimulating message was rated as being more intellectually stimulating opposed to the other options. The findings suggest that remote transformational leadership can still have the same positive effects on performance and attitudes that occurs within face-to-face interaction and that email messages may be used to convey the same leadership message as in face-to-face interaction (Kelloway, Barling, Kelley, Comtois, & Gatien, 2002)."

When leading a group via e-mail, it is important to remember that "individuals who read an intellectually stimulating e-mail rated the leader as being more intellectually stimulating than did individuals who read a non-intellectually stimulating e-mail. Participants who read a charismatic message rated the leader as being more charismatic than those who read a non-charismatic message (Kelloway, Barling, Kelley, Comtois, & Gatien, 2002)." This supports the theory that transformational leadership can occur with intellectual and inspiring messaging. 

It is important to remember that even though it is just an e-mail, individuals may still be able to detect and respond to different leadership styles expressed through e-mail communication.

The bottom line is that the digital revolution has become a part of our fabric, and we, as a society, need to adapt to change, embrace new technology introductions that can improve our lives, and strive for positive leadership, whether we are leaders or the followers.

References:

File, Thom. (2013). Population Characteristics: Computer and Internet Use in the United States. Census. Retrieved from https://www.census.gov/prod/2013pubs/p20-569.pdf

Kelloway, E. K., Barling, J., Kelley, E., Comtois, J., & Gatien, B. (2002). Remote transformational leadershipPreview the documentView in a new window. Leadership and Organization Development Journal , 24 (3), 163-171.

White, Gillian B. (2015). Working from Home: Awesome or Awful? The Atlantic. Retrieved from http://www.theatlantic.com/business/archive/2015/10/is-working-from-home-working-telecommute/411805/ 

Yukl, G. (2012). Leadership in organizations (8th ed.). Upper Saddle River, NJ: Prentice Hall. ISBN 13: 978-0132771863.

A511.4.3.RB_Leadership Traits

                        

     A511.4.3RB – Leadership Traits

MSLD 511: Organizational Leadership 

Embry-Riddle Aeronautical University

Worldwide: Online Campus

November 11, 2015

         

Leadership Traits

Managerial motivation 

Unfortunately, "a strong minority (21%) of employees surveyed describe themselves as being very engaged in their jobs; even more concerning, 8% describe themselves as being completely disengaged (Shedd, 2010)."  It is not a surprise that when employees feel engaged it effectively supports the mission and strategies of the entity.  It, therefore, makes sense that positive managerial motivation will create the environment for an engaged staff.

When employees perceive that their managers will "respond with a sense of calm and confidence no matter the situation, subordinates will focus on their work, rather than concerning themselves with job security positioning (Yukl, 2013)." 

Managerial traits 

Managerial traits are learned skill sets and take into consideration a manager’s personality, temperament, one’s needs, motives, and values.  Personality traits encompass emotional maturity, confidence, leadership, and ambition.  Emotional maturity is demonstrated when managers do not abuse their power over subordinates, when they are open to others’ expertise, and when they use their power to the benefit of others.

Emotional mature managers have a "more self-awareness of strengths and weaknesses, are oriented toward self-improvement, less self-centered, more stable emotions, less defensive, more likely to be at a high level of cognitive moral development, and maintain more cooperative relationships with subordinates, peers and superiors (Yukl, 2013)."

Needs, motives and values are used to guide subordinates using information and expertise and to encourage ethical and moral behavior. An essential managerial trait is integrity. 

Successful managers display sensitivity and are tactful and diplomatic in their dialogue. As well, they do not shy away from owning their weaknesses and mistakes and will model a sense of responsibility by implementing an action plan to correct those weaknesses and mistakes.  Successful managers will demonstrate their ability to manage as they successfully lead the team through various issues and obstacles. 

Managerial effectiveness

Managerial effectiveness requires consistent high-energy output and a high degree of stress tolerance while using an assortment of managerial traits and skills to arrive at successful outcomes.

Effective managers do not deal with issues from a victim-hood perspective of chance or uncontrollable factors but, rather, take the position that events can be controlled by their own actions.  These managers demonstrate "strong internal control orientation and are able to discover, plan, and problem solve (Yukl, 2013)."    

Managerial effectiveness requires that "a manager develop a culture of teamwork and competitiveness in the best interests of the team, that inspiration, trust and collaboration are foundation principles of the unit (Llopis, 2012)." This culture must permeate the entity for successful managerial effectiveness and the success of the business.     

Managerial effectiveness is demonstrated when the manager motives and celebrates the individual success of each team member and when the members know that their manager will lead by example.

Ineffective Leadership

Given the above effective managerial traits, ineffective leadership traits seem obvious:  defensiveness about weaknesses and failures; avoidance of a negative reality; avoidance of responsibility for a problem, even blaming others; focus on issues, and; inability to take problem solving action.  Ineffective traits that contribute to ineffective leadership are: personal ambition, even when it compromises others; inability to be trusted; poor interpersonal skills; manipulative, mean, and insensitive. From a different perspective, ineffective managers have also proven to be unrealistic to the point of being overly optimistic, resulting in risky and perhaps erroneous decision-making. As well, "a manager who is unapproachable may not be able to unite the team with the attitude and commitment that an effective manager might (Yukl, 2013)."  

A manager who "needs power seeks a position of authority, making it necessary for that manager to be in sync with the politics or the entity.  To maintain this authority, these managers tend to keep their subordinates weak and dependent, making them ineffective contributors to the goals of the business (Yukl, 2013)."

In Conclusion

I would like to believe that I am empathetic when leading my team. I am a true believer in the education and training of staff as opposed to discipline without positive management investment. As a leader, I believe in empowering staff to make decisions, analyze results, map achievements. My interpersonal relationship with staff is strong, as I enjoy interacting with them to build working relationships. I find that I am and always have been an "in-the-trenches" leader and lead by example with commitment and stamina. I will never ask my staff to take on something that I know I cannot or will not do. 

My strength is in problem-solving and creating a positive experience from a bad situation. As a result of professional certifications, I have mastered processes and efficiency. I love to analyze a process and work with others to collaborate on outcome improvements.  Interacting with staff delivers short-term and long-term results. I have found that with the improvement of working conditions and processes, teamwork is established, a sense of pride is evident and responsibility/ownership is found.

My staff tends to come to me for personal matters as well, which I know is just as important. I work with international employees who are not familiar, per se, with American cultures and find themselves in very awkward predicaments. This has led to employee weariness, distraction on the job, personal frustration and workplace depression, along with a myriad of other issues. Over time, I have become a reliable source for sound and solid advice - a confidant. I have helped staff with resume writing for their offspring, with commonplace legal matters and the interpretation of laws and resolution, and have just simply listened to cries of personal injustices.  I believe that this helps make me an effective manager in that the staff knows I am there for them and that I can be trusted to lead.   

Being a leader, mentor and manager is more than a job.  It is a lifestyle that one needs to nurture, grow, and learn every day. Reflection and introspection are key. I also think it is important to not be so hard on myself when I do make mistakes, as I find I am my hardest judge. I prefer being a situational leader, one who is motivated and uses essential tools to make thoughtful and effective decisions.   My goal is to constantly grow and, in the process, ensure my subordinates grow as well. 

"The real problem stands in the fact that the effective manager does need to have some traits. Failure to have them will leave to failure for the entire company. The true leader will always be able to inspire trust, delegate responsibility and provide direction. It is so much harder to be an effective manager than what most people believe. Many of the really successful managers from around the world did not have formal training. You need to be sure that you constantly grow. That is, most likely, the most important thing that you need (Tolentino, 2014)."

References:

Llopis, Glen. (2012). Effective Managers Earn Trust Quickly By Doing 5 Things Well. Forbes. Retrieved from http://www.forbes.com/sites/glennllopis/2012/07/10/effective-managers-earn-trust-quickly-by-doing-5-things-well/

Shedd, David. (2010). 14 Management Do's and Don'ts to Motivate Employees. Entrepreneur. Retrieved from http://www.entrepreneur.com/article/217801

Tolentino, Laura. (2014). 6 Important Traits Every Effective Manager Needs to Have. Careeralism. Retrieved from http://www.careerealism.com/effective-manager-important-traits/ 

Yukl, G. (2012). Leadership in organizations (8th ed.). Upper Saddle River, NJ: Prentice Hall. ISBN 13: 978-0132771863.