Here are my thoughts on chapters 9-14 of Humphrey.
Chapter Nine – Self-Leadership, Empowerment, Shared/Distributed Leadership, and Teams
This chapter talked about self-leadership and empowerment. One thing that was recommended was to empower your team members to make decisions and do what they have to do. Empowerment is a set of management practices that give greater autonomy and control to workers. I think I need to give more empowerment to my staff, instead of me trying to advocate for them all the time. I tend to be over-involved in my staff because I want to make sure they feel they are supported and helped. What ends up happening is that I end up taking those extra steps to get something done for someone else, but the person I am helping is not able to grow and learn. I need to work on letting my staff empower themselves.
I think this can be done by those three self-leadership tactics. The first thing is to change your behavior. I need to make sure I check myself when a problem arises. I need my staff to be able to figure out problems, instead of me getting control over the situation. The second tactic is to give natural rewards, so that means to give rewards when people deserve it. That means it takes time before someone sees their success, and then reiterate that success when it comes time to. The last tactic is to develop constructive thought patterns. That means to see what works and to make sure it is consistent.
I think we read this because we needed to learn about self-leadership, and that means to give leadership to the people you are in charge of. It is important to allow space for growth for the employees, and that must mean allowing your staff to make mistakes. It means helping your staff overcome their own obstacles, so everyone is utilized efficiently. So the employees are able to be efficient in the macro-tasks, and the leader is able to pay attention to the bigger-picture stuff!
Chapter Ten – Authentic Leadership Theory, Positive Organizational Scholarship, and Servant Leadership
This chapter talks about authentic leaders. Authentic leaders are persons who have achieved high levels of authenticity in that they know who they are, what they believe and value, and they act upon those values and beliefs while transparently interacting with others.
One thing to being authentic is to understand your life story and find inspiration in how you are. This means that we need to find who we really are, in order to show our authentic self. We all are broken people, so some of our faults can be the fault of what we went through. What we do need to do is find some authenticity and motivation to your story. That way people can believe in you. We can learn to see more optimism in our life, so that means we can find more confidence and happiness in our life. That will project into our work environment. Another thing that they recommend was to provide authentic communication bt accepting a difference of opinions. This allows that people are able to be their authentic selves, and that is the best where people can openly express their ideas.
We read this because we need to realize that people can see authenticity easily. It may not be something you say, but it’s a vibe you can get from someone. It is good to find your authentic self, so you can be authentic to other people. That way people can trust you being your authentic self, and that means that people can work better together. This can also be humbling to see how people are, so we are able to find more commonality. That allows for a better environment when everyone is authentic with everyone.
Chapter Eleven – Identity Processes: Individual, Relational, Social, Organizational, and Cultural
This chapter talks about identity. Identity is made up of our self-definition, our values, and our feelings about our self. We want to naturally identify and support people that are like us. We want to identify with people we think we can trust. Identity is important in finding commonality with one another, and being able to have the same goals as someone else.
The two ways I will use this chapter for this class is to develop and claim your leadership identity. I know that I have to figure out by testing what kind of leadership skills and image works best for me. I know that I am not an aggressive person, and I want to make sure people are comfortable with me. The next thing is valuing and rewarding subordinates. People are also trying to find their identities, so they need the support of the leader to find theirs. The leader needs to be confident in their identity, in order to help others.
The second way I will use this chapter is to create a collective identity of the team. My staff for residence life spends two weeks before school starts to see what our collective identity is. We do team-building, and we create an image of who we want to be. We need each other, in order to get through the next school year. There needs to be time to find that collective identity.
I think we read this article because we see our own identity, and we are perceived differently for our identity. We have to realize our own identity, and we need to make sure we have the right ones for the right levels. It is important to have an identity in order to lead. I know I need to find my voice, and with that comes experience and practice. I will hopefully find my voice and identity little by little.
Chapter Twelve – Authority, Power, and Persuasion
This chapter is about power. Power is the ability of one person to influence another person.
There are several tips in this chapter that I can use. The first one was to use the right amount of power. It is good to give leaders and employe sees the right amount of power. This means to give leaders and employees the right amount of power, Another tip is to use power with a purpose, which is a way that you can achieve financial goals and societal goals. You can do this with different types of power/ You can do this with referent power, which is involving winning the hearts and minds of followers or leading by example. You can influence the people to make it the common goals. Steve Jobs did this in a sense by inspiring his employees and followers.
I think one of the reasons that we read this because we need to learn about how power can be used and also be abused. There is a fine line for leaders when they use too much or too little of their power. You can use different types of power to lead the certain groups. It is up to you wit see what is the best choice. You need to make sure as a leader you stand your ground to the extent that is needed. If not, then the people will revolt like in The Prince.
Chapter Thirteen – Charisma, Rhetoric, and Impression Management
This chapter is about how charisma plays into leadership. Charismatic leaders may create a sense of a common social identity.
One thing that I can use is to practice rhetoric. It says that the best possible work (short is better) and the power of rhythm. I usually ramble if I do not practice what I say, so I need to make sure that I practice those moments when I need to be charismatic. Communication is so important in the workplace, and it is so easy to have miscommunication. In order to keep the attention of the people, you need to be charismatic and effective with your language. I think we all know when we have nailed a speech or an interview. We also know when we have not done so well. When you are a leader you need to do well more times than you do bad. I need to practice me being charismatic in my own way.
The way we present ourselves is really important in how people see us as a leader. Even when we are not feeling it the important part of a leader is to be positive and encouraging. That might not be your personality but in certain situations. You might have to be that person when the time comes.
Chapter Fourteen – Transactional Leadership and Goal Setting
This chapter talks about how to make effective attainable goals. This is something I have a big problem with because I do not have consistency in how I do school work. I get things done, but I do it in a way that I stress myself more than I should.
There are a few tips on the chapter that I can use. One thing that I can do it use is to use transactional leadership that allows for contingency awards and performance. That way you can have those attainable goals for the people on the team.
The other thing they recommended to do it brew strong goals by following your passions. That helps with the motivation and power amongst the teams. It is so important to have a passion to drive you to make those goals. Each person on the team has separate passions but finding a common passion will allow better goal setting. We all need to learn to just go for our passions and know we have to put in the work to be successful.
The idea of having the courage to fail 1,000 times is why we read this article. I think this is important to read in this article that we do have to make changes. It is one thing to make goals, but we need to know what the big picture is. I need to learn what passion is, and I need to just take a leap of faith. I also need to know I can fail, but I need to fail in order to get better. This works with teams also. It is more upsetting when you work in a group, and you fail together. It also helps bring teams together, when they know they can work even harder together.