Organizational management and leadership satterlee 2nd edition

Discussion Board Forum Replies:

In Modules/Weeks 2, 4, 6, and 8 you will be required to post a substantive reply of at least 250 words each to a minimum of 3 classmates’ threads. Expect to enter on-going dialogues with your classmates and be prepared to answer questions about your own selected topics. Student interaction on the Discussion Board is the key to success in this course.

1. You must use at least 1 peer-reviewed reference (not used in the original posting) in your response.

1. Use 3rd person.

1. Do not simply revisit what was discussed in the thread.

1. Only the substantive part of the response will be counted toward the word count.

Discussion Post 1 Please reply with 250 or more for each reply please read instructions above.

Discussion Board Thread

Re: Transactional Leadership

Definition:

According to Organizational Management & Leadership: A Christian Perspective the definition of transactional leaders is “Transactional leaders lead by understanding the underlying principles of management and then applying those principles in the workplace; a transactional leader will guide followers to achieve organizational goals. Transactional leaders guide and motivate their followers in the direction of establish goals by clarifying roles and task requirements.”

Satterlee, A. (2013). Organizational Management & Leadership: A Christian Perspective. Raleigh, NC: Synergistics International.

Summary:

Dr. Rabindra Kanungo is currently part of the Faculty of Management at McGill University in Montreal, Quebec. He has been published numerous times and is involved with many research projects concerning work attitudes, work motivation and alienation, and leadership. Dr. Kanungo’s article Ethical Values of Transactional and Transformational Leader’s explores the ethics base for both types of leadership. According to Dr. Kanungo, there is already research that suggests that transformational leadership is based on moral foundation, but he suggests that transactional leadership is based on its own moral foundation from a different perspective. He explains that transactional and transformational leadership can be divided into two different types of moral perspectives: teleological and deontological. The teleological perspective of transactional leadership is more idiocentric or self-centric. It is based more on situational ethics and the ends justifying the means. Transformational leadership has a more deontological perspective which is allocentric or socio-centric. This type of leadership cares about the people involved and is based more on principle based ethics. Dr. Kanungo details how each type of leadership can be viewed as moral from the different perspectives. Transactional leadership act can be viewed as moral if both parties in a contract benefit or a majority benefits. Transformational leadership act would be considered moral if the intentions are altruistic.

Discussion:

No one can deny that ethics in business practices and leadership is an important part of running a successful company. Dr. Kanungo brings out that authentic transformational leadership is thought to be based on a moral code and therefore ethical. Most workplaces have transactional leadership instead of transformational leadership. So the question is, can a business with transactional leadership still be ethical. According to Dr. Kanungo the answer is yes. But the ethics of the transactional leader are based on a different perspective than the ethics of a transformational leader. The transactional leader bases his ethics on utilitarianism, or the best course of action for the most people. In dealing with employees, customers, and suppliers the transactional leader is going to try for the best deal he can get for himself while still benefitting the other party. In contrast a transformational leader will make decisions based on a sense of duty to others.

While transactional leadership and transformational leadership can be ethical from two different perspectives, I don’t think that they are mutually exclusive of each other. These two different styles of leadership are not opposite ends of a spectrum (Mahdinezhad, Suandi, Silong, & Omar, 2013). Transactional leadership and transformational leadership can complement each other. I work at a college where I see both of these leadership styles in action.

The campus president and department managers are continuously emphasizing the importance of changing the lives of the students we serve. They are constantly looking for new and innovative ways to make learning easier and to help the students on their educational journey. This is an example of transformational type leadership. They keep the vision of the school and its mission front and center and emphasize it in every aspect of every department. I know that I personally can get behind that mission, and I keep it in mind when I am dealing with students who can be difficult.

At the same time the college has some very transactional policies. There are bonuses tied to the performance of our Career Services Department. The have quotas that they have to reach in order for the entire campus to get bonuses. The bonuses are also tied to student retention to a lesser degree. So everyone on campus has an incentive to help out Career Services with any job leads, and to help make sure that the students have a great experience on campus so they stay in school. These transactional policies are mainly reward based and the punitive portion is that if we don’t meet the criteria we don’t get the bonuses, which has happened.

Biblical Integration:

Biblically speaking I think that transformational leadership is more in line with biblical principles than transactional leadership, when you consider it ethically. We should always do the right thing because it is the right thing to do; it is what God wants us to do. The goals that are set for our campus are goals that I would follow anyway just because it is the right thing to do. A great example of transformational leadership is Peter. He didn’t start out a transformational leader (John 13:6-9, New International Version), but over time he became a leader who was an example for others and provided the humble self-sacrificing guidance that you would expect from a transformational leader (Acts 2:14-4:31) (Leahy, 2010).

References:

Basham, L. M. (2012). Transformational and transactional leaders in higher education. S.A.M.Advanced Management Journal, 77(2), 15-23,37,2. Retrieved from http://search.proquest.com/docview/1027234874?accountid=12085

Kanungo, R. N. (2001). Ethical values of transactional and transformational leaders. Canadian Journal of Administrative Sciences, 18(4), 257-265. Retrieved from http://search.proquest.com/docview/204887568?accountid=12085

Leahy, K. (2010, December). A Study of Peter as a Model for Servant Leadership. Retrieved from Inner Resources For Leaders: https://www.regent.edu/acad/global/publications/innerresources/vol2iss4/leahy.pdf

Satterlee, A. (2013). Organizational Management & Leadership: A Christian Perspective. Raleigh, NC: Synergistics International.

Mahdinezhad, M., Suandi, T. B., Silong, A. D. B., & Omar, Z. B. (2013). Transformational, transactional leadership styles and job performance of academic leaders. International Education Studies, 6(11), 29-34. Retrieved from http://search.proquest.com/docview/1491430276?accountid=12085

Discussion Post (2)250 words or more reply

Discussion Board Thread #1

Re: Democratic Manager

Definition:

A democratic manager is a manager that asks for input from his employees before making a decision and defers that decision to the group. (Satterlee, 2013, p. 4).

Summary:

Dr. Jaroslav Gonos is an economist at the University of Presov, Slovakia. Peter Gallo is in the Department of Business and Management at the Technical University in Kosice, Slovakia. In their article entitled “Model for Leadership Style Evaluation,” they introduce the main types of managerial leadership.

The autocratic style of leadership involves uncompromising dictators that refuse to explain their behavior. They are often strict in how they set tasks and what and when they want them accomplished. They are the decision-makers and do not ask for any input from their subordinates.

On the other hand, democratic leadership involves managers explaining their intentions. They ask for input from subordinates, and encourage subordinates to produce their own ideas and express their own opinions on how and when a task should be accomplished. They often inquire of the feelings of the group, and inform them of progress of the task.

Some analysts add a third category - the liberal style of managing. In this style the leader only occasionally uses power in order to accomplish tasks. He rarely assigns specific tasks to subordinates, but allows them freedom to determine their goals and the way to achieve them. This leader provides necessary information and contacts for the team to accomplish their goals, but does little in actually assisting them.

Some analysts add yet a fourth category and label each category differently. While the democratic style of leadership does tend to produce the best results in most situations, no manager exclusively uses one leadership mindset. They tend to mix the styles.

Discussion:

It is important to understand the different leadership styles in order to know how to effectively manage. Although the democratic style is usually most successful, the manager is ultimately responsible for the job. In most large businesses the manager has someone he must answer to. He is given tasks to accomplish by a certain deadline. It is the manager’s job to decide how to split up the tasks and who in his group of subordinates should perform each portion of each task. It is the manager’s decision to find the best way to accomplish the task with the best results.

Finding the best results for a task also often involves the hiring and firing of employees. The manager must know his own managing style when he conducts interviews and when he deals with his current employees. Finding employees that match his style of managing is crucial in finding successful employees that will work with him to create a successful team and accomplish tasks successfully.

Different tasks may sometimes require a different management style. Knowing what management style comes natural will enable one to expand on skills and use some elements of another style that may be necessary for a particular task.

Sometimes a problem may arise that necessitates the use of a different management style. Internal conflict between employees may require the autocratic manager to expand his comfort zone to include inquiring about feelings in the group. A deadline that is past due might require the democratic manager to make decisions on his own without input from the group. Unanticipated events can cause disruption in the team, but can be overcome by having a flexibility in the managing styles enacted.

The manager needs to be a reliable person. Having tasks that he is responsible for accomplishing puts a big burden on a person. That person must be able to be counted on to ensure that the tasks assigned to his team are completed.

The manager must also be able to encourage his team and be able to trust them to support him. Knowing when to encourage and when to reassign a task is a complex decision. Implementing punishments that are deserved goes along with leading the team to success. If one team member isn’t pulling his weight, the other team members will know and need assurance that the problem will be resolved.

Being a manager is a complex and sometimes difficult job. The manager needs to understand the different managerial styles and choose the one that fits his personality and the personality of his team. He needs to follow through on his managerial style, but modify his actions to other styles when necessary. All this will ensure that the team is successful for the company and themselves. It will give the team security in knowing what is expected of them and how to best accomplish the job given them.

Biblical Integration:

Jesus displayed character traits in line with a democratic manager. He had a group of men and women that helped Him accomplish God’s will. When He gave them the Great Commission He said, “Go ye therefore, and teach all nations, baptizing them in the name of the Father, and of the Son, and of the Holy Ghost: Teaching them to observe all things whatsoever I have commanded you…” (Matt 28:19-20, KJV) He did not present a map and assign routes or attempt to do it all Himself. He explained that task and what it entailed, and sent men and women on their way. Christians today have that same responsibility to accomplish the tasks assigned in the manner in which the Bible teaches.

References

Gonos, J., & Gallo, P. (2013). Model for leadership style evaluation. Journal of Contemporary Management, 157-168.

Nanjundeswaraswamy, T., & Swamy, D. (2014). Leadership styles. Advances in Management 7.2, 57-62.

Nicol, D. (2011). Lead Your Practice in Style. Veterinary Economics, 8.

Satterlee, A. (2013). Organizational Management and Leadership: A Christian Perspective. Raleigh, NC: Synergistics International.

Discussion Post 3 250 words or more reply

Transformational Leadership

Definition

Organizational Management and Leadership: A Christian Perspective (2nd Edition) defines Transformational Leadership as individuals who “channel the efforts of those in the organization by ensuring followers are aware of the issues, paying attention to the concerns of those in the organization, and inspiring followers to achieve organizational goals”, (Satterlee, 2013, p. 5).

Summary

The article, “Are the Behaviors of Transformational Leaders Impacting Organizations? A Study of Transformational Leadership” provides a four part framework through which to view and identify effective transformational leaders. These include being a Vision-Builder (setting goals, creating a plan, and initiating action), a Standard Bearer (inspiring others to be better through being a good role model), an Integrator (aligning the workforce with the goals and beliefs of the company), and a Developer (fostering efficiency through learning and improvement). An effective leader must possess all these attributes. The authors include Dr. Kevin Bottomley and Dr. Sylvia Burgess, both possessing Ph.D.’s in Leadership Studies from North Carolina Agricultural and Technical State University (A&T). Dr. Bottomley is currently working teaching doctoral-level research classes at Phoenix University, while Dr. Burgess is focusing on leadership training at A&T. Also included is Moses Fox, a doctoral candidate, also at A&T. The combine experience and research of these respect scholars provides a wealth of knowledge for leaders-in-training.

Discussion

As one of the proven leadership styles, and arguably the more agreeable one, it is important for aspiring visionaries to understand what the transformational leadership style is all about. In many ways, both the selected article and the textbook present the transformational leader the same, though they expound upon different areas to a great degree. Together, they form a concrete understanding of this important topic.

First, what do they teach in common? Both present the Transformational Leader as a source of inspiration. The textbook describes them as “exhibiting charisma”, (Satterlee, 2013, p. 5), while the article states that “They must exhibit certain behaviors that inspire their followers to perform well”, (Bottomley, Burgess, & Fox, 2014). These leaders dream big, take calculated risks, but still personally care for the well-being of all those under their authority. It is what endears their followers to them.

Next, though they do not openly contradict each other, how do the texts differ in their definitional approach? The article puts its emphasis into the personal development of the leader. Change begins and ends at that point, for an organization is not a machine, but an organism. It matters how the leader presents himself and his vision. It means he must be ethical, competent, and understanding, “transforming” the workplace culture. This personal development does not stop at the leader however, but should be passed on to the followers, as a contagion, so that they also are inspired to improve themselves ethically, technically, and emotionally, (Bottomley et al., 2014).

Conversely, the textbook harps on the emotional intelligence of the leader. Emotional intelligence is the “ability… [of an individual] to detect emotional cues and adapt his or her feelings and behaviors accordingly”, (Satterlee, 2013). This is includes being able to manage one’s own emotions, self-motivating, and detecting, empathizing, and communicating with others. This is perhaps one of the most difficult parts to reach full leadership maturity early on, but it is also one of the most important since emotion is what drives most individuals.

Finally, how do the texts differ? Well, the article makes no distinction between being a manager and being a leader. The textbooks teaches that anyone can be a leader, though a manager is only those assigned that position of authority. On the other hand, not all managers are leaders, though they are supposed to be. A managers is simply someone who utilizes his pawns and resources to accomplish what has been assigned to him. However, a leader, envisioning a better future, and would take those pawns and turn them into them into high-value chessmen, taking those resources and making them grow, so that the next day would lead to even higher challenges and prosperity. Manager and leader, while often used as so, are not synonymous.

Biblical Integration

Being a leader for many simply means that they possess power and privilege which are utilized to bring oppression down on those under them. The Bible states, “A good leader motivates, doesn’t mislead, doesn’t exploit”, (Proverbs 16:10, MSG). While the term “Transformational Leader” was not invented when this proverb was being written, it describes the core integrity and care that such a leader should exhibit. Godly leaders will remember that they are always being watched, held up as a role model before all those who follow them. The perfect role model can be found in Jesus Christ, who always took and still takes care of those who follow him. The Christian leader should strive to do the same.

References

Bottomley, K., Burgess, S., & Fox, M, (2014). Are the behaviors of transformational leaders impacting organizations? A study of transformational leadership. International Management Review, 10(1), 5-9. Retrieved from Liberty University Online Library.

Satterlee, A., (2013). Organizational Management and Leadership: A Christian Perspective. Raleigh, Synergistics International Inc.