July 2010 Archives

This week's definition: Leadership can be viewed positionally, though it also incorporates the ability to dynamically blend a mixture of leadership styles to address each unique situation. Leadership involves serving others, and it can be an extenuation of the leader's personhood. A leader will be a decision-maker when the group reaches a democratic impasse.

Last week's definition: Leadership can be viewed positionally, though it also incorporates the ability to dynamically blend a mixture of leadership styles to address each unique situation. Leadership involves serving others, and it can be an extenuation of the leader's personhood.

Analysis: When a group is in a deadlock, a true leader will be able to use their judgment to make a decision and allow the group to move forward in continued collaboration. If the leader has garnered sufficient honor & respect, their judgment will be respected and the team will escape its argumentative standoff. An impasse is usually the result of being at the crossroads of two (or more) seemingly proper paths to take. Their are advantages & disadvantages of both, and a decision needs to be made. I liked what Kidder stated: "The point, here, is not to perform three tests and then vote to score a three-to-nothing or two-to-one victory. The point is to reason." (p.26). Ultimately, it will be the reasoning of the leader that will determine the path of the group when the reasoning of the members fails to reconcile the group together.

Kidder, Rushworth M. (1995). "The Ethics of Right vs. Right," in How Good People Make Tough Choices: Resolving the dilemmas of ethical living. New York: Harper Colins.

Last week's definition: Leadership can be viewed positionally, though it also incorporates the ability to dynamically blend a mixture of leadership styles to address each unique situation. Leadership involves serving others, and it can be an extenuation of the leader's personhood.

This week's definition: (same)

Analysis: Conflict resolution is a key element of excelling as a leader. Being able to resolve disputes is something that can make, or break, a leader's effectiveness. Properly dealt with, a leader can emerge with higher satisfaction and more trust than before the conflict. Dealt with poorly, a conflict can dissolve not only a team but even an entire corporation or a country!

One key sentence, that "failing to clarify and act on other people's needs as they perceive them creates conflicts and damages all parties involved in the relationship" (p.37). Thus, it is important to recognize not only the actual situation, but also how it is being perceived. If a leader is unable to do so, he/she will be unable to effectively address the conflict.

Weeks, Dudley (1992). "The Ingredients of Conflict," in The Eight Essential Steps to Conflict Resolution: Preserving relationships at work, at home, and in the community. Los Angeles: Jeremy P. Tarcher, Inc.

Last week's definition: Leadership can be viewed positionally, though it also incorporates the ability to dynamically blend a mixture of leadership styles to address each unique situation. Leadership involves serving others, and it can be an extenuation of the leader's personhood.

This week's definition: (Same)

Analysis: While the readings this week definitely proved to be interesting perspectives, there was not anything in the readings that caused me to redefine leadership. One of the skills essential to leadership would be facilitating group cohesion and even (in some scenarios) administering justice. Both of those skills could potentially relate to race, though not necessarily. That is, if race were not a basis for conflict.

In regards to the structure, I brainstormed different compositions that would encompass my current definition, but I found none more favorable. The first clause of the first sentence is meant to be a qualifier, not a foundation for expounding upon.

[This week I have my final for Econ 4721, so I will keep my analysis brief.]

My definition last week: Leadership can be viewed positionally, though it also incorporates the ability to dynamically blend a mixture of leadership styles to address each unique situation. Leadership involves serving others, and it can be an extenuation of the leader's personhood.

This week's definition: (Same)

Analysis: Unfortunately, I did not find anything in the reading that compels me to adjust my current definition of leadership. I agree with what was mentioned in the lecture regarding the distinction between "team" and "group." I would propose that there does not exist a clear, universally applicable rubric for determining if a set of people is a "group" or a "team." In contrast, I would focus on defining characteristics of a given group in relation to other groups; and avoid debating about semantics altogether.

I agree with the "components" narrowing the focus by going from environment, to industry, organization, group formation and finally "the team" (as seen in Figure 10.1). However, I think the "variables" are misrepresented by unidirectional arrows, because reality would dictate that the variables are dynamic and interact with one another.

I will also note that Figures 10.2-10.6 were difficult to read, so if this reading in used in future semesters it may be beneficial to have the copymaster select a lighter setting for this reading. Cheers!

My definition last week: Leadership can be viewed positionally, though it also incorporates the ability to dynamically blend a mixture of leadership styles to address each unique situation. Leadership involves serving others, and it can be an extenuation of the leader's personhood.

This week's definition: [Same, with a caveat.]

Analysis: Though I believe that both of the readings for this week presented important concepts in the realm of leadership development, I had a particular fondness for Spears' reflections. For example, Spears states that "true leadership emerges from those whose primary motivation is a deep desire to help others" (pp.33). I must add however, my dissatisfaction with his use of the word "true." While it is easy to construct idealistic paradigms, reality dictates that any skill (including leadership) does not always correlate with underlying passion. A person may be infatuated with vocal music, yet have the voice of an 80-year-old chain-smoker. Nevertheless, if servant-leadership were not already a component of my definition, I would have added it this week.

The Helgesen article seemed to be a reiteration of the increasingly cliché 'leadership is not a position' argument. While that position does deserve a its niche in the sphere of discussion, I did not feel like Helgesen presented any novel corollaries or transformations to this well-known proposition.

Spears, Larry (1996). "Reflections on Robert K. Greenleaf and servant-leadership," Leadership & Organization Development Journal 17(7), 33-35.