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Character and Leadership

Note: This came in through the e-mail so we are not sure if it is true or not, but it makes for an interesting argument.

Q1: If you knew a woman who was pregnant, who had 8 kids already, three who were deaf, two who were blind, one mentally retarded, and she had syphilis; would you recommend that she have an abortion?

Read the next question before scrolling down to the answer of this one.

Q2: It is time to elect the world leader, and your vote counts. Here are the facts about the three leading candidates:

Candidate A: Associates with crooked politicians, and consults with astrologists. He's had two mistresses. He also chain smokes and drinks quite a few martinis a day.

Candidate B: He was kicked out of office twice, sleeps until noon, used opium in college and drinks a great deal of whisky every evening.

Candidate C: He is a decorated war hero. He's a vegetarian, doesn't smoke, drinks an occasional beer and hasn't had any extramarital affairs.

Which of these candidates would be your choice? Decide first.No peeking!!!Then, scroll down for the answer.









Candidate A is Franklin D. Roosevelt
Candidate B is Winston Churchill
Candidate C is Adolph Hitler


and by the way, the answer to the abortion question—if you said yes, you just killed Beethoven.
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The idea of inspiring those you lead to a shared vision is something that has come up several times in our reading. Crafting a vision that is reasonable and seen as achievable by the stakeholders is a reoccurring issue. In reading The Leadership Challenge and now Insights on Leadership my view on the role of the manager has changed dramatically.

It is clear that project software can keep a project on task and ensure that all milestones are reached, but it is the role of transformational leader to encourage, motivate, and empower their team members to achieve lofty but achievable goals. Crafting a “True Alignment” of leadership that is conducive to the ecosystem in which I work was a powerful lesson I received from the forward of Insights on Leadership and has become my current mission.

With all of this in mind, my question this week is:

As I work to become the best leader I can be, what is the best and least threatening way(s) to share good leadership skills with other leaders who are not privy to a “leadership education”?

Should I share powerful quotes, share leadership titles of books and give audio cd’s of leadership seminars as gifts? How can I be a positive influence to help those around me be inspiring too?
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To communicate clearly, honestly and fearlessly while giving respect and value to the messages of others. To strive to be proactive with the unavoidable communication I have with my environment. To trust that my core values and character will guide me to the answers I require and to trust the answers I receive. To live honestly in each moment understanding that I possess or have the capacity to acquire the knowledge and wisdom I need to move forward into a more charitable and tolerant existence.
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In reading Insights on Leadership, chapter 17 discusses the death of our spirits in surviving and excelling in the workplace. I looked at this chapter with particular interest because of my current state within my organization. In the last post I discussed the negativity of organizations where moral bankruptcy and low moral prevailed. I focused on the obvious negativity that was present not realizing that our everyday tasks were just as detremental to our spirirts. The text states that we are contributing to the killing our spirits, "In exchange for an allusion of power and control, safety and security, we have betrayed our souls because we are afraid". (Spears, pg. 209)

The stress that I feel from time to time have made me afraid. I wake up in fear of being late for work and it continues throughout the day as I complete my assigned tasks, until the time I leave in the afternoon. Throughout the day I summon the courage that is spoke of in the quote from The Book of Qualities by author J. Ruth Gendler. So my question for this week is:

How do I remeber to and stay focused on injecting my courage in to my daily activities so that I am not defeated by fear that organizations breed.

How do I remember to be a healer and not a warrioir as I am confronted by the "powertrippers" and the backstabbers?
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In our reading for this week, we had the pleasure of being assigned The Leadership Challenge by Kouzes and Posner. In this text they not only explain what is expected of leaders, but they also give you assignments to evaluate and stregthen your leadership skills which I found particularly helpful. I would like to narrowly focus on the behavior of leaders. Below I have taken a few quotes I found to be especially useful, not only to become a better leader but to also evaluate the leadership you fall under.

"Leadership is not about personality; it's about behavior."
"It is your behavior that wins you respect."
"Leaders model the way. Exemplary leaders know that if they want to gain commitment and achieve the highest standards, they must be models of the behavior they expect of others."
"Leaders cannot command commitment, only inspire it"
" People follow first the person, then the plan."
"You can't exhort people to take risks it they don't feel safe"


My annotated question is:

How can you help a person in a leadership position understand that "leaders foster collaboration and build trust"? What can you do as a subordinate to ensure that your leaders are "walking the talk" without jeopardizing your position?
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Crafting a vision for your constituents, your department, or your company all requires that a leader knows what is important to them. The only way to know what is needed for improvement is to have in depth, continual conversations with those who are involved in the process. ) Listening is an important skill that is used by all great leaders, the exchange of information includes “knowing their constituents, by listening to them, and by taking their advice, leaders are able to give voice to constituent’s feelings” ( Kouzes and Posner, pg. 118. Conversations with constituents can take on many forms, such as formal and impromptu meetings in the workplace, coaching conversations, and feedback surveys.
“Exemplary leaders know that if they want to gain commitment and achieve the highest standards, they must be models of the behavior they expect of others” (Kouzes and Posner, pg. 15). When your constituents know that you listen to their needs and desires they will open up and give you the information you need to make good leadership decisions.
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To help facilitate positive changes in an organization, training and development is paramount. Great leaders know the importance of empowerment of employees and understand that great “leaders enable others to act not by hoarding the power they have but giving it away” (Kouzes and Posner, pg. 21). Employees who are encouraged to engage in training and development often “feel strong, capable, and committed” to their companies. (Kouzes and Posner, pg. 21) Employees who feel that their employers are investing in them are often more committed to the company in trying times and are more likely to stay with the company through tough times instead of finding more stable employment. Through training and expansion of responsibilies the employees is able to see the big picture and “Through that relationship, leaders turn their constituents into leader themselves” (Kouzes and Posner, pg. 21).
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Empowering employees to bring ideas, innovation, and dedication to their jobs means that the leader must convey, that what the employee has to offer is needed and wanted by the company. Encouragement of employees is a tool used by efficient leaders to inspire commitment because they understand, “leaders cannot command commitment, only inspire it” (Kouzes and Posner, pg.17). All ideas put forth by employees will not succeed and a good leader creates an environment where all ideas are safe. Our text states, “You can’t exhort people to take risks if they don’t also feel safe” (Kouzes and Posner, pg. 19). Having an empowered team requires building and sustaining successful relationships, where you enable them to act. Employees feel that they are an integral part of the team when they are able to share in the responsibilities of the wins and losses of the company. In the Leadership Challenge, Kouzes and Posner state, “In our interviews, we found that people used we nearly three times more often than I in explaining their personal-best leadership experience” (pg. 20).
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In order to be considered a leader of high moral your constituents must see you daily living the morals you expect. It is very important for those you lead to believe in you before they will dedicate themselves fully to the projects you assign. According to Kouzes and Posner, “people follow first the person, then the plan” (Kouzes and Posner, pg. 16). The behavior a leader displays daily is the information that is used to form the opinions of those they lead. Pleasing your staff is not an accurate measurement of your effectiveness, “Leadership is not about personality; it’s about behavior” (Kouzes and Posner, pg. 15). Giving commands of what is expected in the culture and not abiding by those rules yourself will create an air of hypocrisy. “Leading means you have to be a good example, and live what you say” (Kouzes and Posner, pg. 15).
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Agenda-Setting Theory of Maxwell McCombs and Donald Shaw
Spiral of Silence of Elisabeth Noelle-Nuemann

In the weeks and months after the attack of 9-11, U.S. sentiment had become overwhelming patriotic (Buying the War, 2007). US citizens were in unison with a call for revenge. News media insisted that Iraq was somehow responsible for the attack and the U.S. would not be safe from future attacks if America did not do something to stop Iraq. In this case we see that “… mass media have the ability to transfer the salience of items on their news agendas to the public agenda” (Griffin, 2009, p. 359).

In President Bush’s Press conference to America after the attack of 9-11, he used the terms Al Qaeda and September 11th 12 times as justification to strike Iraq primitively (Buying the War, 2007). At that time the media ran news using those supports, not questioning the fact that Al Qaeda was in Afghanistan and not in Iraq. In this case “… we look to news professionals for cues on where to focus our attention” (Griffin, 2009, p. 359).

The inside the beltline media press core used their voices according to the video to become common carriers of the political message that was crafted by the Bush Whitehouse. Because many Americans did not follow the findings of the UN Weapons Inspectors “… the media act as a mediator between “the world outside and the pictures in our heads” (Griffin, 2009, p.359) we trusted Colin Powell when he delivered his rendition of the assessment of where WMD’s were being stored in Iraq. The findings of the Inspectors were posted on the Internet and the National Intelligence Estimate was a document that congress received of classified evidence used to support preemptively attacking Iraq. Congress had within their grasp all of the evidence it needed to make an educated decision regarding Iraq but instead they choose to ignore it, Noelle-Nuemann proposes “… people will ignore the plain evidence of their senses and yield to perceived group pressure” (Griffin, 2009, p. 373).

On several occasions serious political news media gave interviews to Challaby and others who proposed to have insider information because Americans wanted to hear more about their claims of WMD in Iraq. The ratings that these sources were higher because they supposedly possessed inside knowledge establishing “… the media are just as market-driven in their news coverage as they are in programming entertainment” (Griffin, 2009, p. 361), it did not matter that the information they were being given did not make sense. For example, of the sources stated that Saddam, who was an open tyrant to Kurds, welcomed him into his weapons stores and showed him around, or another who claimed that Saddam had a biological lab built under is house (Buying the War, 2007).

During the video the “Patriotism Police” was mentioned several times and because “Nothing gets put on the political agenda without the concurrence of a few select people- the operations chiefs…” (Griffin, 2009, p. 362). Many times direct orders from the top executives of major news and media outlets as well as well-known and respected talk show hosts like Oprah Winfrey, who were “… key decision makers are undeniably part of media elite that doesn’t represent a cress section of U.S. Citizens (Griffin, 2009, p. 362) let it be known that evading Iraq and the toppling of Saddam Hussein was the only way to keep our country safe and that if you did not agree that your opinion should not be voiced. (Buying the War, 2007) The woman who stood up to speak on the Oprah Winfrey show that questioned popular opinion was cut off very abruptly and meant to feel that her opinion was not wanted. “The term spiral of silence refers to the increasing pressure people feel to conceal their views when they think they are in the minority” (Griffin, 2009, p. 372). I would imagine that was a message for anyone else in the audience and the millions of American watching the show.

Journalist who covered Iraq and were present during the weapons inspections had first hand knowledge of factual information and could make educated deductions as to whether the information that was being reported in American media was accurate were often surprised at the untruthfulness of the information that they were hearing. “Even prestigious newspapers with large investigative staffs such as the Washington Post and the New York Times get more than half of what they print straight from press releases and press conferences” (Griffin, 2009, p. 363). If was found that most of the sources were not professionals in the fields in which they were being asked for their professional opinion.

I would describe the White House Iraq Group (WHIG), that consisted the President Bush’s inner circle of Rowe, Card Medlin, Hadley, Libby and Rice (Buying the War, 2007) to be interest aggregators who demanded center stage to sell their version of evidence to sell the war to the American people. (Griffin, 2009, p. 363) Colin Powell was not mention in this group, but his message before congress was very important, to millions of Americans, Powell is view as vetted in war, smart, honorable and patriotic. Then why was he swept up in this web of deceit, surely he received credible intelligence, “Asch found that most people placed in this stressful situation would conform to the group’s judgment at least some, it not all, of the time (Griffin, 2009, p.374). After the start of the War Powell quietly stepped down from his post as Secretary of state. Many believe he could not continue in good conscience.

In the video, Donahue stated that for every guest he had on his show that was in opposition to the war he was to have 2 that supported it. McCombs and Shaw noted that “some viewers are resistant to media’s political priorities than others- that’s why they filtered out the responses of voters who were already committed…” (Griffin, 2009). Those who still clung to the idea that Al Qaeda and Iraq were not interchangeable marched to air their views with very little coverage. “Hard-core nonconformists are those who “have been overpowered and relegated to a completely defensive position in public” (Griffin, 2009, p. 379). They continued to speak out even though their opinions were mostly ignored or relegated to obscure sections of the newspapers. They continued to question the Iraq war and our reluctance to punish those who were actually responsible for the 9-11 attacks.

Journalist pushed the agenda of the Bush Whitehouse through media framing. It is described by leading writer James Tankard as “the central organizing idea for news content that supplies a context and suggests what the issue is through the use of selection, emphasis, exclusion, and elaboration” (Griffin, 2009, p. 364). Major newspapers received information form credible sources such as correspondents in Iraq, the Journalist from Knight Ridder and reports from Weapons Inspectors, so one has to ask the question why jump on the Bush bandwagon instead of opting for real investigative journalism? Noelle-Nuemann proposes that in the case of the news media “Even though a go-along-to-get-along approach might brand a person as a conformist or a hanger-on, the people responding to her surveys indicate that rejection is even worse” (Griffin, 2009, p. 374).

The Bush Propaganda Machine pulled off a masterful triumph by leaking to the New York Times that Iraq had aluminum tubes in which to make a nuclear bomb which all Americans saw as a threatening and then making the rounds on the Sunday talk shows quoting the leaked story as evidence. The first level of agenda setting is the “transfer of salience of an attitude object in the mass media pictures of the world to a prominent place among pictures in our head” (Griffin, 2009, p 364).

The Bush Propaganda Machine realized how important it was to solidify their message in the minds of the American people. Given the media’s role in crystallizing public opinion, media access becomes crucial for those who desire to shape the public mood” (Griffin, 2009, p. 375). In the days that followed the message was repeated by the members of the White House Iraq Group and the President over and over again in the media, sometimes 2 or 3 times a day to make sure the message resonated with the American public. The second level of agenda setting is the “transfer of salience of a dominant set of attributes that the media associate with an attitude object to the specific features of the image projected on the walls of our minds” (Griffin, 2009, p. 365).

References

Buying the War. (2007). Retrieved from PBS Web site: http://www.pbs.org/moyers/journal/btw/watch.html
Griffin, E. (2009). A First Look at Communication Theory. Boston: McGraw-Hill.
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Showing appreciation for those you lead is a crucial element for building bonds required to get extraordinary results. When workers are recognized for their accomplishments it gives them the feeling their efforts are appreciated and they are more willing to give all that it takes for the team to be successful. “It’s part of the leader’s job to show appreciation for people’s contributions and to create a culture of celebrating values and victories” (Kouzes and Posner, pg. 22). In most cases workers spend more time with their work family than they do at home, so celebrations of personal milestones such as birthdays and anniversaries are important. “Leaders also know that celebrations and rituals, when done with authenticity and from the heart, build a strong sense of collective identity and community spirit that can carry a group through extraordinarily tough times.” (Kouzes and Posner, pg. 23). Leaving a job that is struggling through tough times seems more like abandoning a family member when they need you.