MSLD 511 Module 3 - Directive and Supportive Behaviors

Directive and Supportive Behaviors

Situational Leadership varies in detail according to the authors. Blanchard (2008) summarized the subject stating there are four leadership styles (directing, coaching, supporting, delegating) representing different combinations of directive and supportive behaviors, then he goes into styles details and their applicability. Northouse (2016, p. 93-103), apart from covering the behaviors and styles, includes the development levels of followers in more details than Blanchard (2008). Even if it is called situational approach, suggesting the situation itself is the main idea, this approach focus a lot more on the followers. It includes goal achievement and the situation in general, but the focus behind the theory is the team and its individual whose will be led. Blake and Mouton (1981) cover Situational Approach as Northouse (2016) states being the Behavioral Approach (including task and relationship behaviors). Northouse even mention Blake and Mouton Managerial Grid in his Behavioral Approach chapter. In this case, it is difficult to define which one is exactly the Situational and the Behavioral approach, according to credible references.

     Based on Blanchard (2008) article regarding to the behaviors and styles of the Situational Approach, linking with my own life experience (personal and professional), I can say in my relationship with my fiancée I am high supportive and low directive since I think a relationship of a couple involves mutual respect (opinions, feelings, background) and a great amount of support on decisions taken. In this relationship sphere the direction comes as suggestion. In my professional environment, I am high directive and low supportive most of the times (since I lead different teams every day and do not get to know the individuals well enough, apart from the fact that majority of them has high school education level and do not have previous experience in the field). It does not mean I do not support my team and that I do not shift into styles, but it is just a matter of fact that some situations and flights does not allow me to. As a cabin supervisor, I need the crew to accomplish their tasks, and in this case, it is all short-term tasks and outcomes. There are other roles in my job, but its main role is direct, supervise and provide feedback on a daily basis, then, if time permits, develop my team member.

     The styles highlighted on Blanchard (2008) article are the most interesting and valuable of his inputs in my opinion, because he mentions when to apply each style and does not define one being better than another. It all depends on the situation and the development level of the followers/partners.

     Going through these styles I can say I am supporting in my love life, and in general directing in my work environment. Since my work environment is very dynamic (constant change of followers, shifts, customer profiles, situations and time availability) I keep shifting from one style to another. Blanchard (2008) says in his conclusion that shifting backward and forward in style makes the Situational Leadership a dynamic developmental model, however he suggests the dynamism is based strictly on the follower which is not exactly my case.  One sentence that describes my professional and personal experience and explains the flexibility of my styles is stated by Northouse (2016, p. 93) when he says that different situation demands different kinds of leadership, so the leader need to adapt according to the demands of each situation, and by situation I understand as the overall context and the followers as individuals.

     To illustrate my flexibility, I can describe one situation I have been through recently, which exemplify my routine as a leader and how I choose my style each day at work. I spent seven days with the same team members, in a pairing of 5 flights (short, medium and long range). I had the opportunity to know each individual better than usually I do. The team had people from different nationalities, including Asians, North Americans, western and eastern Europeans and Middle Eastern. The back ground mixture itself was a challenge (which with three years of supervisory experience I already got to understand each culture and know how to lead them, obviously respecting the individuality of each person which differs slightly most of the times), however the greatest challenge is that each person had different motivations, competence and technical skills, different professional and personal history, and consequently different approach and reaction to others’ approach.

     Going into details, I had two crew members who were very active, hands on, organized and with serious posture. Noticing one of them in the first hour of the flight, I delegated the kitchen (galley) and allowed him to be responsible only for that. To make it possible I went in the cabin to replace him. No guidance was given at all except for doubts approached by him. In this particular case, I applied the delegating style (the support was not ignored but was left for the end of each journey, simply praising him in public and private and documenting his strengths to his manager). The second crew member I needed more time to figure out his competences and motivation since he was reserved and quitter. I needed also to increase my observation skills to figure out his abilities and then delegate the same task. For him the same style was used as previously, with the same supporting level and approaches. Both of them knew what to do, and I just asked if they were willing to take that responsibility. With so, there willing level increased since they clearly preferred  that task and appreciated my trust. As a consequence they did it very well, honestly better than me, in standards, organization, and time manner.

     There was third crew member who was clearly very skilled but lacked the will to go an extra mile. She was the type with high skill and low will, so in this case I chose the supporting style, engaging in conversations, personal chats and finally figured out why she was lacking in motivation. With her I directed only when needed and I had shown trust on her competences and respect of her space and maturity level. A fourth crew member looked mature but I noticed something was wrong, she spent enough time in the company to know her job very, but for some reason she had a vague look and was neglecting small details of her duties. Therefore, I decided to work closely to observe her better and have the chance to understand the reason behind her behavior, and then knowing which leadership style I would apply with her. Finally, I found out she had broken up with her boyfriend hours before the flight so her will (short term at least) was very low and her skill temporarily affected. A coaching style was the one I used, which worked perfectly and got the best outcome from her.

     Then there were two crew members who recently joined the company, with high motivation but still learning the tasks. They were different though, however the directing style was chosen to lead them (shifting sometimes to coaching style to keep them high motivated and avoid the paternalism style). Consistently, I like to make my team members feel I trust them and genuine mistakes are acceptable, so with that I gain honesty from the followers and have the chance to recover the mistake (service, safety, security).

     One curious fact regarding to the last crew members I mentioned, one of them approached in the end of the fifth sector to ask me for feedback. We spent half hour talking, in a two-way communication. During the conversation, he confessed that he felt intimidated by the other supervisor and start doubting his ability and capability for the job. We had a long chat regarding to his strengths and developing points, and how to deal with several types of leaders, how to keep motivated and work on his self-confidence. It was a great learning experience for me and I believe for both of us. The feedback was a perfect example which I found myself constantly shifting from directing to coaching, from one minute to another, back and forth.

     This flight was a typical illustration of how I chose my leadership style in a daily basis and which variables I take in consideration to do so. Thinking through the experienced mentioned, I realized that the choices of leadership styles comes automatically to me. I described case by case, follower by follower, and what I took in consideration to make my choice, but this detailed process does not happen in practice consciously. It is natural for me, as a subconscious action, which happens involuntary and most of the times in a matter of seconds. This self-reflection helped me to understand the theory behind my practices.

     Considering the theory mentioned linked with my experiences, I conclude that the Situational Approach is a great tool to leadership. I define it as a tool because of its prescriptive nature (Northouse, 2016, p. 99) and not descriptive. It is flexible, adaptive and it considers context and individuals involved (leaders/follower, partners). In my opinion, holistic perspective is crucial for the process of leadership and the Situational Approach, while using theory engaged into practice, scrutinize it, indeed!

REFERENCES

Blake, R.R., Mouton, J.S. (1981). Management by Grid Principles or Situationalism: Which? Group & Organizational Studies, 6(4), 439-455.

Blanchard, K. (2008). Situational leadership. Leadership Excellence, 25(5), 19.

Northouse, P. G. (2016). Leadership: theory and practice. (7^th edition). Thousand Oaks, CA: Sage

MSLD 511 Module 2 - Reflecting on Leadership Traits

Reflecting on Leadership Traits

On the trait approach to leadership it is defended that an individual was born or has some innate characteristics which will influence her/his leadership effectiveness. There are a lot of criticism around this specific approach however it is undeniable that an individual trait influence the quality of the way situations will be led and their outcome.

     In my opinion, my main traits which add from my ability to lead are alertness, assertiveness, extraversion, responsibility and I am problem solving driven. In my work environment, I frequently get a positive feedback from my team and my superiors regarding to these traits, and personally I think they add a lot for my leadership level, which is supervisory, however I find that sometimes they can lead me to a negative perspective, depending on the situation and the individual who will be led. According to Northouse (2016, p. 31), the trait approach has failed to take situation into account and to look at traits in relationship to leadership outcomes, however, even if the approach officially does not consider these two variants, I could never mention my traits as positive while ignoring the uniqueness of each situation and individual. 

     For an instance, I lead an average of five to seven different set of people (coming from over 100 nationalities) every month, I spent my time with the same individuals up to thirty hours in my life time and I rarely see them again, ever. My assertiveness can be most of the time positive, but how it will be seeing and impact in other depends on the person I am dealing with (which is challenging in my reality) and the situation in full. My assertiveness can be seen as rudeness, lacking in details and extremist (in Asian culture, most probably, not even a man is assertive as I am, and naturally the Asian women might get defensive with this specific traits and consequently not respond to my guidance and direction the way I expect). I think alertness and responsibility is very positive overall, but extraversion, again, can be interpreted in a negative way.

     Since I am a child I have heard people saying I am a natural leader. I never really understood what they meant but now, studying the subject, I get some of their points. My traits as a human being is often found in people who hold a leadership position. I take initiative when things need to be done, my tone of voice (which is often mentioned as strong) and the pace I talk, I think are reasons which makes people listen to me. My patience and tolerance in my professional environment, while dealing with problems or teaching my team members, reached a high level along the years, and my dominance is a trait that I consider inborn (noted by my parents and teachers). I hear I am intelligent very often, but I do not agree with that. I might have a good level of intelligence but my strength related to this trait I would define as smartness, or what I describe as “what to do with your intelligence, no matter what level it is”. Smartness is the most crucial trait in my opinion, which is not found on published material. An individual can own a great amount of leadership traits, but will never be a great leader if does not know how to use the traits and if the traits are not shaped well.

     What I find most important when analyzing leadership traits, it is how it needs to be well evaluated in each occasion, applying critical thinking in full and how it must be a constant and maybe daily process. If this is analysis is done well, the traits of an individual in leadership position will definitely impact positively on the outcome and goal achievement.

     Another conclusion I came to, while reading about trait approach, is that since the list of traits is extensive (the ones published on my reading materials and the ones I agree to be essential), actually all the individuals will have at least one trait which will contribute to the leadership effectiveness. It is not clear how many traits a person might possess in order to be a great leader, so this gap leaves up with another thought regarding traits and leadership effectiveness. Is it only a specific group of people which will be able to succeed as leader? Is leadership available for everyone, as a process which can be developed and trained?

     The mentality of most organization’s head leaders needs to change. Seeking for people with specific and clear characteristics is important, but looking at potential and hidden leaders in the organization is essential. Most, if not all individuals, has a leadership trait which can contribute to the goal achievement as a leader. Leadership is not a rank defined in job positions, or available for few. Each occasion requires specific traits, and with that, maybe different individuals to lead the situation, so in this case, people designated for leadership official positions, needs not only to possess the common leadership traits, but to add humility and sensitiveness along with deep knowledge of their human resources.

REFERENCE

Northouse, P. G. (2016). Leadership: theory and practice. (7^th edition). Thousand Oaks, CA: Sage.

MSLD 511 Module 1 - Two-Way street

Two-Way Street

Northouse (2015) defines leadership as a process whereby an individual influences a group of individuals to achieve a common goal. An interesting point Northouse makes is that not only leaders affect followers (whose I describe as partners to avoid the pejorative sense the word “follower” possibly suggests) but also followers affect leaders.

     One of the reasons I describe followers as partners is that we are all equal in the process of leadership, only with different roles to play, responsibilities and accountabilities to achieve the same goal. Together, as partners, we will succeed. As Hawkins (1987) states, all members contribute to the effectiveness of leadership.

     However, even being equals, the leader plays a crucial part to make the entire team achieve the common goal. He or she is the one who influence the others to this achievement, through guidance, support, respect, trust and clear communication.

     I can recall a leader I had ten years ago, in one of my job experiences, which illustrate the influencing aspect of leadership and the two-ways effect of leader and followers, mentioned by Northouse.

     I started working in a beach resort as a trainee at first, and my manager had some leadership skills, however lacked on operational experience in the department. As I had worked before in the field, I offered my assistance to help in different tasks to be completed. Slowly, all the day planning was executed by me. Afterwards, when the professional trust was built through my operational knowledge, 100% attendance, time management and discipline, I started giving suggestions on the monthly reports, new recruitments, inventory and purchases and so on. Working closer every passing day, we started sharing our personal thoughts, feelings and believes, and this is how we developed our relationship, from leader and follower, to partners, than to friends.

     I kept observing how she treated others and treated me, and what I contributed which others did not. She did not know how to guide me operationally, as mentioned, however she first gave me the opportunity to show my professional experience. As consequence, she empowered me to continue contributing in the department in different ways. Whenever I needed personal assistance she was there for me, and she never doubt (or has shown doubt) of what I did or said. She was delegating her tasks to me slowly, until she reached one point of observer. I was doing all her tasks plus mine. I admit that I felt sometimes she was being unfair, since I worked way more than others and had higher pressure, however to compensate she paid me off with flexibility whenever I needed (which it was and is priceless for me).

     The most important outcome of my relationship with my manager, is our friendship which lasts until the present moment, and which was crucial in a very delicate phase of my life. Professionally, the most important way I was impacted by the leader-follower relationship is that when she resigned, she recommended me to her director to replace her, which was considered by him. I worked as manager in this company thanks to her trust on me and on my capabilities which was developed by her. The experience I acquired as manager was essential to my promotions in my current job and to my daily professional performance. I learnt how to recognize potential leaders in my team, the value of trust, empowerment and interpersonal relationship in a work environment.

                                          By Orlando Scampington

REFERENCES

Northouse, P. G. (2016). Leadership: theory and practice 7^th ed. Los Angeles, CA: Sage Publishing.

Hawkins, F. H. (1987). Human Factors in Flight. Hants, England: Ashgate.

MSLD 500 Module 9 - Course Reflections

Course Reflections

Leadership Founds in Research

Leadership course in general helps students develop the skills, knowledge, and competencies that make effective leaders who stand out. The course is designed not only to prepare the students for today’s most challenging leadership roles, graduates, but also to position us as valued decision-makers of tomorrow. According to Embry Riddle Aeronautical University, great leaders, who are systematically developed, promote high-performing teams that consistently outperform the competition.

     The greatest value added from the class taken was my self-preparation as a student. I feel the course prepared me for the next steps in my academic life and my career, from the knowledge to applicability. Academically, I feel ready to keep moving on, and professionally I recognize opportunities.

     The strength of my studies was the subjective but valuable learnings, as critical thinking, leadership as a system, traits of good leaders and the discovery of self-leadership.  I got in touch with presentation and survey tools, writing standards, different channels of publication, apart from all new theoretical resources available. Aside from that, critical thinking was the most valuable learning throughout the course, something I never imagined myself going through. 

     I know there are whole to be filled and points to be learnt. For an instance, I would like to learn more about standard formats and get corrected at any mistake made. I would like to feel more in a classroom, in touch directly and constantly with the professor, and get specific feedback about my works. Time management is something I would love to improve, but this is my developing point. From the University point of view, the weekly deadlines are great to keep an online course active and well time managed, however, as mentioned, constant and specific feedback/ comments about my works, and clear formats of the way the tasks must be submitted would be an additional support from University/ Instructor I would like to have. I have my part on the gap, while I could approach to clarify my doubts, but having that information in advance would be great.

     These developing aspects involve more than one part, including mine, so taking that as a step stone, something I could have done and I plan to do in the future courses, is to take initiative to keep in touch with the professor, asking questions before submitting or publishing my works, doing my works ahead of time, and leave for the submitting deadline only for adjustments and corrections to be done.

     The topics covered in the course were extremely relevant and will definitely impact positively in my career, as they already did. Undoubtedly, they will easily influence on what I expect in future courses.

     The greatest point of a self-evaluation, and something I learnt throughout the course, is intellectual humility. Going through aspects we could improve and recognize our weakness, is one of the most valuable tools for self-development.

 “As a human being one has been endowed with just enough intelligence to be able to see clearly how utterly inadequate that intelligence is when confronted with what exists. If such humility could be conveyed to everybody, the world of human activities would be more appealing”. (Albert Einstein)

MSLD 500 Module 5 – Critical Thinking about Critical Thinking

Critical Thinking about Critical Thinking

I always considered myself a critical thinker, for the fact I analyze information in a deep perspective. I am used to bring up new possibilities and alternatives in a conversation, showing different points of views and antagonizing, especially paradigmatic data.

     Going through studies, I realize these traits are important and essential while thinking critically, however not necessarily means I am critical thinker. My competencies are still in a low stage. I got the knowledge of critical thinking concepts, elements, standards, traits and virtues, and most relevant, the importance of thinking critically and link all these knowledges, stated by Elder and Paul (2016).

     My thinking processes definitely changed since I went through the topic, however, in a practical scope, I still miss a structure, to analyze and face situations reasoning them out. I know which elements to consider and standards to focus on, but still does not come automatically to me, going around the circle (Nosich, 2012, p. 68) while reacting to an event or thinking about a subject matter, which according to the referred author, it is just the basic process of analysis. I recognize that some of the impediments listed by Nosich (2012, p. 16-25) and others not listed by him, have a great influence on my blockage for critical thinking.

     In an average perspective, considering the standards applied to the elements of critical thinking (Elder & Paul, 2016, p. 19), I can say I managed to internalize and apply, on a daily basis, some of them.  As mentioned, there is a long way to be in a high level, or level three, according to Elder and Paul (2016, p. 6). For an instance, in a personal and professional scope, the standards of clarity, logicalness, significance and depth is more constantly applied to the elements of purpose, points of views, information, inferences and implications. Consequently, I am already developing through my recent knowledge, fairmindedness, confidence in reason, intellectual courage, humility and slowly, intellectual autonomy.

     To make lasting, positive changes in the way I think, I need to step back while facing a challenging situation or conversations, and think through all I have learnt. For that, I need to memorize all the concepts and techniques by heart, to easily and quickly go through them, since some decision-making conditions lack on time availability. I understand that internalize deeply the knowledge I have learnt recently is the greatest step to take from now, only then I will be able to apply them naturally.

     I believe critical thinking and powerful leadership are inevitably connected. To be a great leader, it is crucial to think things through and act in accordance to it. To be an organizational powerful leader, with strong influence in the team and consequently in the organization, it is essential to lead by example, to be accurate, clear, relevant, logical, precise, significant, ample and deep, fair and complete, as a role model. It is compelling to think about the purpose of our thinking and actions, analyzing inferences, concepts, implications and assumptions, all the information available, alternatives and point of views, making questions to ourselves and our teams. Only this way we can achieve pivotal intellectual virtues to succeed as leader.

“Personal Power is the influence capacity a leader derives from being seen by followers as likable and knowledgeable… role model… competent … considerate.” (Northouse, 2016, p. 12)

  

Northouse P. G. (2016). Leadership: Theory and Practice (7^th edition). Thousand Oaks, CA:  Sage.

Nosich, G. M. (2012). Learning to think things through: A guide to critical thinking across the curriculum (4th edition). Boston, MA: Pearson

Paul R., Elder L. (2016). Critical thinking: concepts and tool. Tomales, CA: Foundation for Critical Thinking.

MSLD 500 module 4 - Ballet Slippers or Adorable?

The Art of Choosing

Nowadays, the system make us think that having the freedom to make choices is beneficial to everyone and in all situations. Most of the countries, especially those with restrictions regarding to genders, casts, races, assumes this is the best benefit of America: variety and freedom to make choices. In America, you choose what to do with your own life, and the opportunities are vast, there, simply waiting for someone to grab it! You make the decisions which affects your own life.

     Dr. Sheena Iyengar (2010) on her speech about choices brings up this subject with mastery. She went through some studies regarding to the art of choosing, to see how it is influenced by cultures, backgrounds, how it brings different consequences and until which point, the freedom to make choices is beneficial. She stated that the choices are more influenced by who the chooser is than the options available.

     According to Dr. Iyengar (2010) Americans make three assumptions when it comes to make choices, which are:

1. If a choice affects you, then you should be the one to make it.

2. The more choices you have the more likely you are to make the best choices.

3. You must never say no to choices.

     Considering these assumptions, she concludes that the benefic idea of choice is distorted due to cultural differences, situation itself and consequences which always having choices and making them can lead to. Dr. Iyengar agrees with the fact that choices made the world a fairer place, however having the Americans assumptions as an absolute truth is not necessarily the right way of thinking, based on her studies.

    I agree in Dr. Iyengar, and bringing those conclusions to a leadership point of view, make me think how a leader is always in a position do make decision, to choose the best way to deal with determined situation, to think always in a holistic perspective while choosing. As a leader we do not have a choice of not choosing, so what we can learn from Dr. Iyengar speech, is whenever it is possible, think if it is really a choice to be made, when, and if we really need to make it, what we should consider and how to filter them to avoid having a big amount of choices as a confusion key on decision making.  

    Still on this subject, Nosich (2012, p. 49) list alternatives as a central element of reasoning. Nosich (2012, p. 61) states that whenever we reason, there are alternatives, in other words, choices. As per Nosich perspective, the freedom of having alternatives is one of the greatest benefits of learning to think critically. He says that think about the elements of reasoning in terms of alternatives is empowering in a direct way. Make us think in other possible potential paths which we could not see before, make us consider different possibilities. So, the ideas of both researches, connected, make us think on the importance on the art of choosing in leader perspective.

“ We need to develop the ability to give up desired alternative paths, accepting that it is often important to grieve for paths we could not follow.” (Nosich)

Iyengar S. (2010). The art of choosing. Retrieved from http://www.ted.com/talks/sheena_iyengar_on_the_art_of_choosing?language=en#t-904622

Nosich, G. M. (2012). Learning to think things through: A guide to critical thinking across the curriculum (4th edition). Boston, MA: Pearson. 

MSLD 500 Module 3 - Organizational Leadership as a System

Organizational Leadership as a System

Organizational leadership can be seen in different ways depending on the perspective and approach of the leader, or of anyone interested on the subject. First it is important to understand the definition of organizational leadership, to than analyze the distinction between these perspectives.

     In accordance to TDK Technologies, organizational leadership is a dual focused management approach that works towards what is best for individuals and what is best for a group as a whole, simultaneously. It also mentions that it is also an attitude and a work ethic that empowers an individual in any role to lead from the top, middle, or bottom of an organization. Complementing this definition, MSG Experts say that organizational leadership deals with both human psychology as well as expert tactics. It emphasizes on developing leadership skills and abilities that are relevant across the organizations.

     There can be not just a distinction but often a contradiction between seeing organizational leadership as a simple body of information or as a system of thinking. Considering the definitions and descriptions mentioned previously, seeing the term simply as a body of information, it lacks on comprehension. There would be gaps with crucial questions as: what to do with this information? How to approach it? Who to direct to? For what? And so on.

      It is impossible to approach the term as just information given. Since it involves individuals, attitude, ethic, human psychology, tactics, all together, it is a must to involve thinking, or better than that, system of thinking. We can use a body of information associated to it, however not compare one definition with another.  Most of the organizations, especially in a time of constant changes witnessed nowadays, faces continual challenges which can turn to conflict and threats to any business. Thinking through the challenges as a whole, in a system perspective, it is crucial for organizational leaders and can define the future of their organization. Kaufman et al. (2003, p. 57) also highlights the importance of thinking and acting holistically for high payoff results. As leaders, we must to think through a system. The performance of a system depends on how the parts are connected and how they relate. (Kaufman et al., 2003, p. 61).

     Considering organizational leadership as a system of thinking does not change how I see and approach my course work, however it makes me keep focused on a holistic point of view through the discipline, facing leadership as complex system, where thinking critically plays an essential role through dynamic times.

“The greatest danger in times of turbulence is not the turbulence. It is to act with yesterday’s logic.” (Drucker, 1993).

    

Drucker P. (1993). Post-capitalist society. New York – NY: HarperBusiness.       

Kaufman R., Oakley-Browne H., Watkins R., Leigh. D. (2003). Strategic planning for success: Aligning people, performance and payoffs. San Francisco, CA: Jossey-Bass/ Pfeiffer.

MSG Management Study Guide. Organizational Leadership. Retrieved from https://managementstudyguide.com/organizational-leadership.htm#

TDK Technologies. Key Components of Organizational Leadership. Retrieved from https://www.tdktech.com/tech-talks/key-components-of-organizational-leadership