To exemplify and display my course competencies, I have chosen to incorporate my learnings from the program and from my own curiosity to encourage the progression beyond the computer. I have also complimented my competencies with artifacts and learning outcomes that can be incorporated into future concepts or lessons in leadership trainings.
Learning Outcome: Students will demonstrate analytical and critical thinking skills when evaluating the most appropriate resource when faced with adversity.
Leadership Connection: Leaders have the access to resources to provide active and equitable engagement of their peers to provide support in various experiences.
Course Connection: ORGL 689 Leadership & Hardiness
Book Artifact: Man's Search for Meaning.
Learning Outcome: Students will understand and apply strategies to evaluate the social and physical contents of their environment to invite inclusive and diverse initiatives to their decision making and personal perspectives.
Leadership Connection: Leaders are in a role of influence, meaning their understandings and actions should be in practice of allyship and inclusion.
Course Connection: ORGL 650 - Imagine, Create, & Lead
Video Artifact: KLC - Balcony and Dance floor video.
Learning Outcome: Students will use their experience of facilitation, collaboration, and professional development to design meaningful educational opportunities for their peers.
Leadership Connection: Leaders have the ability of impact but it begins with their intentions with others. The level of impact and intentions rely on the trust and expectations built with their team.
Course Connection: ORGL 530 - Leadership, Justice, & Forgiveness
Film Artifact: Invictus.
Book Artifact: Strategic Organizational Communication.
Leadership Competency: Organizational and Communication Structure.
What I perceived in today’s society, there has been a huge rise in a ‘call to action’ based on advocacy and exposure. Organizations that are the current rise or safety on the horizon, in my perspective should change their communication systems to reflect changes in society by embracing the controversy on social issue topics. Conrad and Poole (2002) state that organizations undergoing change have a higher success rate when the change is made from a place of advocacy and representation. What organizations can do and communicate to influence external and internal support is to be more intentional on changes that include innovation of strategies, adoption of ideas, implementation that is also representative, and a conclusion that calls for action (Conrad & Poole, 2002).
Citation: Conrad, Charles, Poole, Scott, M. (2002) Strategic Organizational Communication. [Chegg]. Retrieved from https://ereader.chegg.com/#/books/EGG9781118179680/
TedTalk Artifact: How to Make Hard Choices (Chang, 2014)
Leadership Competency: Value of decision making and education.
Chang (2014) brought us insight on how we can tackle hard decisions. Comparing decisions as better, worst, or equal, we view all decisions “on a par.” When we look at each decision “on a par” we are able to create reasoning for ourselves and look at each decision as to the same value; same value but in different standards (Chang, 2014). In leadership positions, you are often in the role to make the final decision or people turn to you to find that leadership because they trust you. How are we able to make decisions and reflect on the outcomes as a team or individually. This course challenges the critical thinking of decision making and the impact it has on our ability to lead and educate others.
Citation: Chang, R. (Writer). (2014). How to Make Hard Choices [Online video]. New York: TedSalon. Retrieved from https://www.ted.com/talks/ruth_chang_how_to_make_hard_choices
Article Artifact: How to Make Hard Choices (Chang, 2014)
Leadership Competency: Value of decision making and education.
There are two unethical dialects here: false assumptions due to preconceived biases and the lack of understanding of the conclusion that was made. Zimmerman is a prime example of the use of dialogic theory. Arnett (2017) states the dialogic theory “encounters impulsive of ‘individualism,” the thought that one can stand above history and render an accurate assessment (Arnett, in press). Artis (2019) covers the controversial topic of profiling and biases but is a great example of Arnett’s communication ethics literacy; identifying the issue as a product of society that requires protection and promotion, with it being intermixed with self and others and the particular historical movements (Arnett, pg.234, 2017). This has been a social issue for the past 100,000+ years, a conversation that has been put in and out of laws and policies throughout the states, nations, countries, but our natural dialect of learning and discouragement is constantly challenged.
Citation: Baldwin, S. (n.d.). Transcript of George Zimmerman's Call to the Police. Retrieved from https://www.documentcloud.org/documents/326700-full-transcript-zimmerman.html
TedTalk Artifact: First, tell me how.
Leadership Competency: Systems Thinking
Wujec (2013) presents what a full system is created and breaks the structure into tangible mobile pieces to spark the creativity of what works and what doesn’t. There are several things to keep in mind to make a system functioning and purposeful structure as defined by Anderson (1997) is that parts are meant to follow through its optimal purpose, arrangement and adaptability plays a part of the functionality, it should feed into a larger system, and feedback is received or given (Anderson, 1997). Systems Thinking plays an important role in “how things work,” however, not many are aware that it is present in our organizations. For example, culture and team environments can be influenced by the level of advocacy and dissent amongst the team. Without the right amount of engagement and opportunity can impact the team’s performance and level of productivity (motivation).
Citation: Wujec, T. (Narrator). (2013). Got a wicked problem? First, tell me how [Online video]. TEDGlobal. Retrieved from https://www.ted.com/talks/tom_wujec_got_a_wicked_problem_first_tell_me_how_you_make_toast/transcript?language=en
Film Artifact: Invictus.
Leadership Competency: The power of servant leadership.
Matt Damon as Francois Pienaar plays the captain on a defeated rugby team. With the help of Mandela, Pienaar is able to lead his team to the championship. The journey to get his team there, Pienaar conveys characteristics of servant leadership by exceeding set expectations, finding the work and depth in others to motivate them, and investing in every one of his teammates' feelings (Eastwood, 2009). Most leadership roles are set on a pedestal and highlights are based on their knowledge and initiative. Servant leadership is not set in the limelight and publicized because the sole purpose is to be in the line of fire. Greenleaf (1998) expresses that “You can widen your awareness so as to make your own experience more intense and meaningful… Open up to influences and seek opportunities that will expand your awareness (Greenleaf, p.94, 1998).”
Citation: Eastwood, C. (Producer). Freeman, M., & Damon, M. (Actor). (2009). Invictus [Online video]. USA: Warner Bros.
Video Artifact: KLC - Balcony and Dance floor video
Leadership Competency: Identities and perspectives.
Your identity matters. Your identity has an impact. The past and history have its influence on personal pursuits due to it has its hand on building perspective, advocacy, interests, and barriers for ourselves. People are more likely to be influenced by a leader that has can create a bond of personal experience into a great understanding for all due to its constructs of emotional and mental credibility. Balcony to the dance floor analogy connects the commitment to servant leadership. I feel as if leaders are often typecast to be the DJ to ensure that the people on the dance floor are in a good flow and having fun, therefore they place themselves on the balcony or stage to see the crowd. As I see this as an important perspective, but it also creates a comfort zone and can decrease the opportunities to serve along with the people. Verna Myers states that "Diversity is being invited to the party; inclusion is being asked to dance." A part of servant leadership that I feel is often overlooked is that the uncomfortable and vulnerability of it all. To play multiple roles to be inclusive, be credible, a leader, a teammate, the DJ, or the dancer not all are going to naturally fit, so to be willing to be comfortable with the uncomfortable exudes servant leadership qualities.
Citation: O’Malley, E., Davis, J., & McBride, J. F. (Narrator). Moving Between the Balcony and the Dance [Online video]. Kansas Leadership Center.
Book Artifact: Man's Search for Meaning.
Leadership Competency: Resilience can be powered by your truth.
In which an organization or leadership that is powered through truth and humility, that it will succeed. Frankl’s (1949) three phases of reaction in an inmate's mental mentality during the camp is what leaders go through as well when in crisis (Frankl, 1949); “the period following his admission; the period when he is well entrenched in camp routine; and the period following his release and liberation (Frankl, pg. 17, 1949).” Overcoming barriers and facing adversity have a better understanding and learn about the important artifacts that build up the culture of the organization. As we challenge ourselves to grow in adversity, one must have the motivation and understand the different truths that make up your art of survival (purpose).
Citation: Frankl, V. E. (1949). Man's Search for Meaning.
Ali, P. (Writer). (2019). The Universal Language of Human Being [Online video]. TedSummit. Retrieved from https://www.ted.com/talks/poet_ali_the_universal_languages_of_human_being#t-424976
Arnett, R. C., Fritz, J. M. H., & McManus, L. M. B. (2017). Communication ethics literacy: Dialogue and difference. Kendall Hunt.
Artis, E. (2019, November 6). Implicit bias is not the main cause of racial profiling, speaker argues at Criminology event. The Daily Pennsylvanian. Retrieved from https://www.thedp.com/article/2019/11/racial-profiling-criminology-colloquium-penn
Carioggia, G. M., & Roberto, M. A. (2003). Mount Everest—1996. HBS No. 9-303-061. Boston, MA: Harvard Business School Publishing.
Greenleaf, R. K. (2002). Servant leadership: A journey into the nature of legitimate power and greatness (25th Anniversary ed.). New York: Paulist Press.
Johnson, C. E. (2011). Meeting the ethical challenges of leadership: Casting light or shadow. Thousand Oaks, CA: Sage Publications.
Perkins, D. (2000). Leading at the Edge: Leadership Lessons from the Extraordinary Saga of Shackleton’s Antarctic Expedition. New York, NY: Amacon
Sinek, S. (Interviewee). (2016). DON'T CONFUSE HAPPINESS WITH FULFILMENT [Online video]. London Real. Retrieved from https://www.youtube.com/watch?v=8QX6pkSityQ
Myers, V. (Writer). (2014). How to Overcome our biases? Walk Boldly toward them. [Online video]. TEDxBeaconStreet . Retrieved from https://www.ted.com/talks/verna_myers_how_to_overcome_our_biases_walk_boldly_toward_them?language=en