Leadership Thoughts Parts I & II
DEPM 604 - May 21, 2014
Author's note: In the first week of the semester we were asked to define our view on leadership; Part I of this assignment covers my initial views on leadership (with no theoretical background or study). In the last week of the semester, we were asked to revisit our initial posting and describe how our view on leadership changed throughout DEPM 604; Part II of this assignment covers my takeaway views on leadership (with empirical research, theoretical background, and study).
Part I - Leadership: Big and Little
Leaders come from a variety of places and in a multitude of forms. Leaders may emerge in sports teams, education, business, government or politics, and there is no set formula or recipe for successful leadership. That being said, all leaders may possess similar characteristics or attributes that attract a following and these traits are worth noting. A simple definition of leadership is the ability to think ‘big picture’ while focusing on the ‘little picture,’ as such, successful leaders are those who possess excellent time management skills, appeared affability, and an unwavering work ethic.
All leaders value and understand the importance of time; fundamentally, leadership is a juggling act and successful leaders possess excellent time management skills. Successful leaders have a great understanding of time, time commitment, and tasking. Good leaders are those who can assess the amount of time lower level tasks will take, while maintaining the tempo of upper level tasks. For example, lower-level tasks may be weeklong projects to produce a product demo, whereas, upper level tasks may be increasing market share. Setting objectives, working towards deadlines, and creating measureable deliverables are all aspects that fall under the umbrella of time management, and good leaders have an innate ability to understand time and the associated pressure of time commitments. A good analogy of this idea in action mirrors music and the art of a symphony. The conductor (leader) oversees the output of the various musical groups (woodwinds, brass, percussion, etc.) while harmonizing the input of the small groups, the conductor orchestrates a cohesive output of the group to create a unified symphony. The conductor recognizes the importance of each subgroup, and knows that if one group falls behind in tempo (production) the effect can be catastrophic to the symphony as a whole.
Good leaders all possess and appeared affability, meaning, they know how to manage people and recognize that everyone is different. A successful leader can manage a multitude of personalities by catering to individual needs without creating favoritism. The idea of appeared affability is another juggling act of maintaining the big picture while address the little picture; a key component of this process is communication. Good leaders can communicate an understanding to everyone on board and those following can relate their individual tasks to the success of the group. When individuals have a solid understanding of the direction and goals of leadership they can in a sense ‘get-on-board.’ When a leader creates good communication, there is increase in productivity of the followers and those following kinder a likeness or affability to those leading the way. A hypothetical situation of this principle in practice is in Andy’s Advertising Company. Let us imagine Andy is the head of advertising and he has two employees Timid Tina and Aggressive Albert. Andy notices that Tina is very shy and is in constant need of direction and daily tasks. As a good leader, Andy recognizes this personality trait in Tina and sends her a personal email everyday encouraging her to complete a list of tasks. On the other hand, Albert is a more confident, outspoken individual and Andy does not need to send out personal and/or daily emails to Albert. Instead, Andy utilizes the personality of Albert by giving him a memo with the overall goals of the advertising task at hand and gives Albert some creative freedom in this regard to accomplish tasks at his own pace. As a result, both Tina and Albert feel more connected to the advertising company of their employ and they both produce well for the company. Managing people is perhaps the most difficult task for a leader; however, successful leadership creates an appeared affability through solid communication.
In addition to time management and people management skills, a good leader is one with an unwavering work ethic. Work ethic embodies the idea of leading by example and paves the way for employees. If a leader appears to be lackadaisical and carefree, it is not uncommon to see these traits reflect in the work habits of those following; however, if a leader is constantly working, those following will be more adept to do the same. A good analogy of this idea is in sports teams, and the trinity of youth sports accolades: the most valuable player (MVP), the most improved, and the unsung hero. It is natural to think that successful leaders are always the MVPs of their field of expertise, they have a number of accolades and achievements and everyone wishes to mimic these accomplishments to be considered successful. However, competition in this way will always yield negative results. Successful leaders do not concern themselves with recognition and in this regard good leaders are the unsung heroes of the workplace. They work hard every day for the betterment of the company and they do so without a thirst for acknowledgement. MVP leaders who create an environment of competition will undoubtedly be the demise of the workplace. Conversely, leaders who mirror unsung heroes with an unwavering work ethic and commitment to the overall good will create a thriving work environment where everyone can do their part on the team.
There are a variety of fields and areas where leadership can emerge. People naturally want to follow and are constantly searching for direction, and sometimes leaders will emerge from unexpected places. There are a variety of ways in which people can lead and not all leadership rules in ‘good’ ways. That being said, nearly all leaders are undoubtedly good with time, people, and working hard. In this sense, good leaders are those who can embrace the little picture while working towards the big picture.
Part II - Leadership in Distance Education: A Review of DEPM 604
DEPM 604 - August 7, 2014
Introduction
While management and leadership are often seen as synonymous terms in other courses, Management and Leadership in Distance Education & E-learning (DEPM 604) changed my view on leadership by challenging previous misconceptions, incorporating various elements in the course design, and providing leadership ‘takeaways’ for future endeavors.
Previous Misconceptions
In Part I of this assignment I viewed leadership as a skillset, characteristic, or trait some people may or may not innately possess. I noted good leaders are people who are excellent time managers, appear affable, and have an unwavering work ethic. Over the course of the past twelve weeks in DEPM 604, I learned these are not necessarily what defines or embodies leadership; in fact, these characteristics align more closely to a definition of good managers. That is not to say leaders cannot possess these characteristics; rather, leadership embodies a more holistic approach and definition comprising followership, vision, communication, and motivation. Furthermore, engaging in leadership practices is within the scope of any individual in any organization.
DEPM 604 first introduced the concept of followership and the idea of effective leaders being followers. Baker (2007) gave a good understanding of the historical background of followership as a concept, and Kellerman (2009) develops a list of five types of followers including the isolate, bystander, participants, activists, and diehards. These two authors, along with various others, present the conceptual framework for followership and give greater justification to the idea that effective leaders can and do follow first.
Kotter (2012) presents leadership as the ability to see the forest through the trees. In this sense, vision is the fundamental difference between leadership and management. Effective leaders are those who can set goals and seamlessly work towards the future, constantly thinking about the next step. Leaders can use their vision to form what Kotter (2012) labels a guiding coalition wherein team members can rally behind the expressed vision.
All of the authors and theorists covered in DEPM 604 recognize effective leaders are the best communicators; communication is key to success. In addition, leaders need to motivate employees from time-to-time. Both Kotter (2012) and Pietersen (2002) suggest that “generating short-term wins” is an effective way to motivate employees.
The biggest misconception I had prior to DEPM 604 was that some people are more naturally adept to lead; leaders are born and not made. After researching, reading, and reviewing the content of this course it is clear that leaders are not necessarily born; anyone can develop leadership qualities. With this in mind, the most effective leaders are those who understand people, working conditions, and the bigger picture.
Elements of Course Design
Over the past twelve weeks there were a number of assigned readings, writings, videos, and group work relating to management and leadership in distance education. In DEPM 604, the required readings were the fundamental building blocks providing the necessary information to formulate new ideas and question previous misconceptions. It was surprising to find the wealth of literature available on leadership and management approaches, and how they are being applied to educational institutions and organizations worldwide.
There were a number of writing assignments throughout the course allowing students to reflect on new concepts, and explore opinions and facts relating to leadership. The study of leadership in society, especially regarding globalization and in distance education contexts, is unquestionably a study in social science: open to great debate. As students we were introduced to a couple of scholarly debates: Mintzberg/Fayol and Dent & Goldberg/Ford, Ford, & D’Amelio. These academic debates affirm there are many approaches to leadership, and there is no set-prescription or ‘most’ appropriate way to lead. In addition to the writings, there were a couple of YouTube videos presented within the course displaying concepts in a succinct fashion, and in a “straight from the horse’s mouth” kind of way. Moreover, the PowerPoint videos explaining different concepts in weeks three and four are useful to more audio/visual learners.
The most effective measure of teaching leadership in DEPM 604 was the group project. The group project was very labor intensive, and the work was well-worth the reward. The groups were able to interview and talk with current distance education professionals within the field, and pick their brain for perspectives, ideas, and opinions; this was an invaluable learning experience. With this in mind, students are able to apply the principles of different leadership theories into practice and real-world experience.
Future Takeaways
Throughout the course there were a couple of future ‘takeaways’ I will carry into my career field in distance education. I will understand the difference between management and leadership, and recognize the different approaches to leadership within my future teamwork. I will keep in mind opinions like Warren and Nanus (1985) who more succinctly state “managers do things right, and leaders do the right things” (p. 21). In addition, my interviews with Dr. Bates and Dr. Pepicello for our group project were lifelong learning experiences that I will carry into my future as a distance education professional. I aspire to be as welcoming and willing to help others in their quest for knowledge and understanding as both Dr. Bates and Dr. Pepicello. Lastly, I am better equipped and more knowledgeable about different concepts, opinions, and facts relating to management and leadership. I will be able to use this knowledge as the foundation for my development and growth as a future leader in distance education endeavors.
Conclusion
Management and Leadership in Distance Education & E-learning (DEPM 604) changed my view on leadership. Over the past twelve weeks, the course covered a number of concepts and ideas that dispelled any previous misconceptions. In addition, the various elements in the course design helped me realize the wealth of information available to study, and the course provided lifelong takeaways that I will carry into my future career in distance education. I came into this course with the mindset that leadership and management were somewhat synonymous terms; I leave this course knowing the correct distinction, and that effective leadership resides within the scope of any individual.
References
Baker, S.D. (2007). Followership: The theoretical foundation of a contemporary construct. Journal of Leadership & Organizational Studies, 14(1), 50-60.
Kellerman, Barbara. (2009). Followership. You Tube. 16 June. Retrieved on https://www.youtube.com/watch?v=kgLcAF5Lgq4.
Kotter, J. (2012). Leading Change. Boston, MA: Harvard Business Review Press.
Pietersen,W. (2002). The Mark Twain dilemma: the theory and practice of change leadership. Journal of Business Strategy, 23(5), 32-39.
Warren, B., & Nanus, B. (1985). Leaders: The strategies for taking charge. The International Journal of Accounting, 12(2), 256.
Author's note: In the first week of the semester we were asked to define our view on leadership; Part I of this assignment covers my initial views on leadership (with no theoretical background or study). In the last week of the semester, we were asked to revisit our initial posting and describe how our view on leadership changed throughout DEPM 604; Part II of this assignment covers my takeaway views on leadership (with empirical research, theoretical background, and study).
Part I - Leadership: Big and Little
Leaders come from a variety of places and in a multitude of forms. Leaders may emerge in sports teams, education, business, government or politics, and there is no set formula or recipe for successful leadership. That being said, all leaders may possess similar characteristics or attributes that attract a following and these traits are worth noting. A simple definition of leadership is the ability to think ‘big picture’ while focusing on the ‘little picture,’ as such, successful leaders are those who possess excellent time management skills, appeared affability, and an unwavering work ethic.
All leaders value and understand the importance of time; fundamentally, leadership is a juggling act and successful leaders possess excellent time management skills. Successful leaders have a great understanding of time, time commitment, and tasking. Good leaders are those who can assess the amount of time lower level tasks will take, while maintaining the tempo of upper level tasks. For example, lower-level tasks may be weeklong projects to produce a product demo, whereas, upper level tasks may be increasing market share. Setting objectives, working towards deadlines, and creating measureable deliverables are all aspects that fall under the umbrella of time management, and good leaders have an innate ability to understand time and the associated pressure of time commitments. A good analogy of this idea in action mirrors music and the art of a symphony. The conductor (leader) oversees the output of the various musical groups (woodwinds, brass, percussion, etc.) while harmonizing the input of the small groups, the conductor orchestrates a cohesive output of the group to create a unified symphony. The conductor recognizes the importance of each subgroup, and knows that if one group falls behind in tempo (production) the effect can be catastrophic to the symphony as a whole.
Good leaders all possess and appeared affability, meaning, they know how to manage people and recognize that everyone is different. A successful leader can manage a multitude of personalities by catering to individual needs without creating favoritism. The idea of appeared affability is another juggling act of maintaining the big picture while address the little picture; a key component of this process is communication. Good leaders can communicate an understanding to everyone on board and those following can relate their individual tasks to the success of the group. When individuals have a solid understanding of the direction and goals of leadership they can in a sense ‘get-on-board.’ When a leader creates good communication, there is increase in productivity of the followers and those following kinder a likeness or affability to those leading the way. A hypothetical situation of this principle in practice is in Andy’s Advertising Company. Let us imagine Andy is the head of advertising and he has two employees Timid Tina and Aggressive Albert. Andy notices that Tina is very shy and is in constant need of direction and daily tasks. As a good leader, Andy recognizes this personality trait in Tina and sends her a personal email everyday encouraging her to complete a list of tasks. On the other hand, Albert is a more confident, outspoken individual and Andy does not need to send out personal and/or daily emails to Albert. Instead, Andy utilizes the personality of Albert by giving him a memo with the overall goals of the advertising task at hand and gives Albert some creative freedom in this regard to accomplish tasks at his own pace. As a result, both Tina and Albert feel more connected to the advertising company of their employ and they both produce well for the company. Managing people is perhaps the most difficult task for a leader; however, successful leadership creates an appeared affability through solid communication.
In addition to time management and people management skills, a good leader is one with an unwavering work ethic. Work ethic embodies the idea of leading by example and paves the way for employees. If a leader appears to be lackadaisical and carefree, it is not uncommon to see these traits reflect in the work habits of those following; however, if a leader is constantly working, those following will be more adept to do the same. A good analogy of this idea is in sports teams, and the trinity of youth sports accolades: the most valuable player (MVP), the most improved, and the unsung hero. It is natural to think that successful leaders are always the MVPs of their field of expertise, they have a number of accolades and achievements and everyone wishes to mimic these accomplishments to be considered successful. However, competition in this way will always yield negative results. Successful leaders do not concern themselves with recognition and in this regard good leaders are the unsung heroes of the workplace. They work hard every day for the betterment of the company and they do so without a thirst for acknowledgement. MVP leaders who create an environment of competition will undoubtedly be the demise of the workplace. Conversely, leaders who mirror unsung heroes with an unwavering work ethic and commitment to the overall good will create a thriving work environment where everyone can do their part on the team.
There are a variety of fields and areas where leadership can emerge. People naturally want to follow and are constantly searching for direction, and sometimes leaders will emerge from unexpected places. There are a variety of ways in which people can lead and not all leadership rules in ‘good’ ways. That being said, nearly all leaders are undoubtedly good with time, people, and working hard. In this sense, good leaders are those who can embrace the little picture while working towards the big picture.
Part II - Leadership in Distance Education: A Review of DEPM 604
DEPM 604 - August 7, 2014
Introduction
While management and leadership are often seen as synonymous terms in other courses, Management and Leadership in Distance Education & E-learning (DEPM 604) changed my view on leadership by challenging previous misconceptions, incorporating various elements in the course design, and providing leadership ‘takeaways’ for future endeavors.
Previous Misconceptions
In Part I of this assignment I viewed leadership as a skillset, characteristic, or trait some people may or may not innately possess. I noted good leaders are people who are excellent time managers, appear affable, and have an unwavering work ethic. Over the course of the past twelve weeks in DEPM 604, I learned these are not necessarily what defines or embodies leadership; in fact, these characteristics align more closely to a definition of good managers. That is not to say leaders cannot possess these characteristics; rather, leadership embodies a more holistic approach and definition comprising followership, vision, communication, and motivation. Furthermore, engaging in leadership practices is within the scope of any individual in any organization.
DEPM 604 first introduced the concept of followership and the idea of effective leaders being followers. Baker (2007) gave a good understanding of the historical background of followership as a concept, and Kellerman (2009) develops a list of five types of followers including the isolate, bystander, participants, activists, and diehards. These two authors, along with various others, present the conceptual framework for followership and give greater justification to the idea that effective leaders can and do follow first.
Kotter (2012) presents leadership as the ability to see the forest through the trees. In this sense, vision is the fundamental difference between leadership and management. Effective leaders are those who can set goals and seamlessly work towards the future, constantly thinking about the next step. Leaders can use their vision to form what Kotter (2012) labels a guiding coalition wherein team members can rally behind the expressed vision.
All of the authors and theorists covered in DEPM 604 recognize effective leaders are the best communicators; communication is key to success. In addition, leaders need to motivate employees from time-to-time. Both Kotter (2012) and Pietersen (2002) suggest that “generating short-term wins” is an effective way to motivate employees.
The biggest misconception I had prior to DEPM 604 was that some people are more naturally adept to lead; leaders are born and not made. After researching, reading, and reviewing the content of this course it is clear that leaders are not necessarily born; anyone can develop leadership qualities. With this in mind, the most effective leaders are those who understand people, working conditions, and the bigger picture.
Elements of Course Design
Over the past twelve weeks there were a number of assigned readings, writings, videos, and group work relating to management and leadership in distance education. In DEPM 604, the required readings were the fundamental building blocks providing the necessary information to formulate new ideas and question previous misconceptions. It was surprising to find the wealth of literature available on leadership and management approaches, and how they are being applied to educational institutions and organizations worldwide.
There were a number of writing assignments throughout the course allowing students to reflect on new concepts, and explore opinions and facts relating to leadership. The study of leadership in society, especially regarding globalization and in distance education contexts, is unquestionably a study in social science: open to great debate. As students we were introduced to a couple of scholarly debates: Mintzberg/Fayol and Dent & Goldberg/Ford, Ford, & D’Amelio. These academic debates affirm there are many approaches to leadership, and there is no set-prescription or ‘most’ appropriate way to lead. In addition to the writings, there were a couple of YouTube videos presented within the course displaying concepts in a succinct fashion, and in a “straight from the horse’s mouth” kind of way. Moreover, the PowerPoint videos explaining different concepts in weeks three and four are useful to more audio/visual learners.
The most effective measure of teaching leadership in DEPM 604 was the group project. The group project was very labor intensive, and the work was well-worth the reward. The groups were able to interview and talk with current distance education professionals within the field, and pick their brain for perspectives, ideas, and opinions; this was an invaluable learning experience. With this in mind, students are able to apply the principles of different leadership theories into practice and real-world experience.
Future Takeaways
Throughout the course there were a couple of future ‘takeaways’ I will carry into my career field in distance education. I will understand the difference between management and leadership, and recognize the different approaches to leadership within my future teamwork. I will keep in mind opinions like Warren and Nanus (1985) who more succinctly state “managers do things right, and leaders do the right things” (p. 21). In addition, my interviews with Dr. Bates and Dr. Pepicello for our group project were lifelong learning experiences that I will carry into my future as a distance education professional. I aspire to be as welcoming and willing to help others in their quest for knowledge and understanding as both Dr. Bates and Dr. Pepicello. Lastly, I am better equipped and more knowledgeable about different concepts, opinions, and facts relating to management and leadership. I will be able to use this knowledge as the foundation for my development and growth as a future leader in distance education endeavors.
Conclusion
Management and Leadership in Distance Education & E-learning (DEPM 604) changed my view on leadership. Over the past twelve weeks, the course covered a number of concepts and ideas that dispelled any previous misconceptions. In addition, the various elements in the course design helped me realize the wealth of information available to study, and the course provided lifelong takeaways that I will carry into my future career in distance education. I came into this course with the mindset that leadership and management were somewhat synonymous terms; I leave this course knowing the correct distinction, and that effective leadership resides within the scope of any individual.
References
Baker, S.D. (2007). Followership: The theoretical foundation of a contemporary construct. Journal of Leadership & Organizational Studies, 14(1), 50-60.
Kellerman, Barbara. (2009). Followership. You Tube. 16 June. Retrieved on https://www.youtube.com/watch?v=kgLcAF5Lgq4.
Kotter, J. (2012). Leading Change. Boston, MA: Harvard Business Review Press.
Pietersen,W. (2002). The Mark Twain dilemma: the theory and practice of change leadership. Journal of Business Strategy, 23(5), 32-39.
Warren, B., & Nanus, B. (1985). Leaders: The strategies for taking charge. The International Journal of Accounting, 12(2), 256.
