A Leader does not Just Lead.docx

"Running Head: A LEADER DOES NOT" 1

A Leader does not Just Lead
Lynn Morris
BUS 691 Strategies in organizational leadership
Instructor: Dr. Ray Powers
October 4, 2016













A leader does not Just Lead
Introduction
What exactly is leadership and what makes a leader, is it his or her character, and/or is it their personality traits? Most all leadership literature focuses on personal characteristics, behaviors, and leader related skills. Taking into consideration the focus of many of the published leadership literature it can be fairly safe to assume the majority of development and teaching is focused on the leader's characteristics, behavior, & skills (Schryns; Keifer; Kerochreiter, & Kymon, 2011 p. 397). There are many types of leadership such as Transformational, Transactional, Trait, and Situational leadership just to name a few. One may ask why has the issue of leadership especially in the last decade has taken front and center. It is in part due to the unprecedented rate at which cutting edge technology has changed the way we as society interact with each other as well as the transformation of corporations, and businesses. Technology has now afforded businesses to go national, international, as well as global, what does this mean to many business? It means change, organizational change. In order to successfully do this they need very capable leaders with the leadership skills needed to reach the organizational goals set before them. Organizations have now realized the importance of employing the right leader for the organizati0nal change/s needed. Taylor (1911) created a systematic. Efficient, scientific approach management, This approach regarding an organization, and its overseers and/or managers duties were inclusive of keeping the followers focused on their task, staying vigil making sure followers were not avoiding work and also to make clear the foundation for productivity (Delios, 2010 p.277 para. 1). But leadership entails so much more as we mentioned earlier it is Transformational leadership style which involves the leader engaging with his or her followers creating a connection that brings about a level of morality, and motivation it is mentoring, coaching, it entails values, morals, standards, long-term goals, and ethics it is so much more than just leading it involves trusting, respecting, and putting the cares of the followers before his or her own (Northouse, 2016 chap. 9 p. 2)
In 2001 I was employed by a health care facility as a Direct Support Person (DSP). My job description entailed caring and assisting the Developmentally Disable in acquiring the basic skills to sufficiently care for his or her self in society. This facility consisted of ten group homes 6 sixteen bed homes and 4 four to six bed homes. A year into my employment 2002 I was elected as the Union President representing all employees in the facility. I was told by my fellow co-workers they believed I would be fair, and honest in represented any and all employees who had a grievance against the company and that is why I was elected. During the next six years I was to learn a lot about what it took to be a leader and to provide the right type of leadership involving different situations. In other words I learned what it took to be a transformational, as well as situational leader.
In the year 2008 it would prove to be a year that would challenge me as an employee as well as a leader. It was once again time for the union and the company to discuss a new union and company bargaining contract agreement. But this year was different from the previous years I had represented the employees at the bargaining table. This year the United States was facing the worse recession period since WW11 the United States unemployment rate in less than two years went from five to over ten percent (Connaughton, & Madsen, 2012 p.177). "Fighting a stable recession through expansionary demand policies requires strong, other than well-targeted measures, whereas cooling down an economy that is deemed to be overheated may result in forcing the system into a slump that will be hard to contrast" (Tavania; Flaschelb, & Taylor, 2011 p. 521)
The recession was affecting many businesses as well as the relationship between the leader and followers our facility was no different. The pressure of money issues, disenchantment with the company, and the distrust was the ingredients for a perfect storm. This experience is a matter of public record it involved Pinnacle Opportunities a subsidiary of Frances House Inc. located i9in Galesburg Illinois. It is a non-profit charity that provides care to the developmentally disable as well as those individuals with mental illness in the Kankakee, Bourbonnais, and Bradley area. The situation involving dozens of care givers and Pinnacle had become volatile.
During negotiations in September, of 2008 John Di Niccola a representative of the Association of Federal, State, County and Municipal Employees Council No. 31(AFSCME) and myself (president of local 31 presented the concerns and claims of the employees which were as follows: underpaid as well as understaffed. The following is an excerpt from what transpired "The two sides have been negotiating since July, but on Sept. 15 ­­ the final day of the workers' contract ­­ the "employer left the table," Di Nicola said. The two sides were still far apart on pay increases, holiday benefits, staffing levels and a Frances House rule that requires nurse's aids to perform maintenance work as part of their duties, he added" Szremski, (2008) . This resulted in 70+ employees who were responsible for the care of over 100 developmentally disable individuals to threaten a walk-out if we, the union and the company could not reach an acceptable agreement within the close of the last week of negotiations.
During the period leading up to negotiations I felt that Transformational leadership would be necessary if we were to weather this storm. As was mentioned earlier the staff did not trust management, feelings of betrayal, and disappointment was revealing itself through the turnover rate, call-offs, and the quality of care being given. I knew trust, hope, and change had to occur as soon as soon as possible. I began with scheduling numerous meetings during these meetings we discussed the staff's feelings, concerns, and needs. We worked together as a team, I felt team work was necessary, and vital in order to present a united front, and to restore unity, and/or cohesiveness.
Transformational Leadership "…transformational leadership is the process whereby a person engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower" (Northouse, 2016 chap. 9 p. 1) This type of leadership was key in this situation to show concern, trust, respect, to listen, and to truly communicate this was achievable because over the years I was looked upon as a woman of my word, a person that cared and could be trusted. This was very important in regards to this situation, this situation called for more of a problem-solving approach, with a mixture of the Three Skilled Approach.
We were faced with a walk out which could definitely affect the well-being and the care of the individuals in the ten group homes. As a leader I was faced with resolving the issues by providing workable solutions, and the time in which it must be done. The three skill approach involved the ability of the leader in three areas; first technical skills. I not only served in the capacity of the union president, but also was a Direct Support Person (DSP). We shared the knowledge of what it required to meet the daily demands of our job description training, and the care of the individuals; (2) Human Skills or people skills the ability to effectively work with my peers to which the ultimate goal, in this case better pay, and the issue of being understaffed; and lastly Conceptual Skills, the ability to take the concerns, and ideas of my co-workers and effectively put them into words that would reflect their valid concerns, as well as the reasoning behind their distrust of management (Northouse, 2016 chap. 3 pp. 44-46)
During the course of many meetings one of the ideas contributed from staff was to go public contact the newspaper with our story which would involve the community letting them know what is going on within the company. The newspaper responded by sending a reporter out to the homes interviewing staff as well as myself and the company. The following comments would play a significant role in bringing the staff together and restoring their hope. "Pinnacle extended the contract by one day to Sept. 16, but by then the union had filed the intention to strike, Bibo said. He emphatically stated the walkout threat did not prompt Monday's meeting; it was just the next time management would be available, he said. The company put a final offer on the table Sept. 4 but Pinnacle employees have yet to see it, Bibo added.
Lynn Diming-Morris, a Pinnacle employee and AFSCME Local 3348 president, acknowledged workers haven't read the proposed contract.
"They have been told verbally by representatives," she said. But she supports the hard stance the union has taken.
"All we want is simple: We want fair wages and a fair working environment," she said.
The union wants Pinnacle to guarantee pay raises each year in the proposed three-year contract, something Pinnacle can't do, Bibo said…The company has offered a 75-cent increase in starting salary and a 90-cent increase to long-term employees in the contract's first year, but can't promise anything beyond that, Bibo said. If the state approves raises during the second or third year of the contract, Pinnacle will pass the hike on to employees, he added. But AFSCME contends Pinnacle has enough money to guarantee pay hikes each year" (Szremski, (2008).
This did a lot for the morale of staff they felt that they were finally being heard that the truth of what was transpiring was now being revealed they became optimistic.
We also put out flyers, weekly updates to the union members. I opened my home up to staff to come over twice a week to do rough drafts of weekly updates, we had luncheons we purchased T-shirts all of which boosted the morale of the staff. Another important lesson I learned was leadership is not only about the ability of the leader but the importance of being an ethical leader. It is important how you choose to lead it can have a positive, or negative affect on the people that follow you as well as the organization. History is filled with examples of moral and ethical leaders. Leaders such as martin Luther King jr. he inspired a non-violent fight for equal rights and justice; Mahatma Ghandi in his concern, and compassion for the less fortunate; Winston Churchill in his inspiring loyalty to the British crown and the list goes on.
On the other hand in contrast to these examples of ethical leadership organizational science offers a narrower view of what it involves to be an ethical leader. According to (Fehr; Yam, & Dang, 2015 p. 182). "Scholars have cultivated a notion of ethical leaders as the embodiment of justice and compassion, facilitating prosocial behavior and fair treatment by showing their followers that this behavior is expected and rewarded…At the same time, ethical leadership researchers have downplayed the role of other, less studied components of morality, such as purity…and loyalty…and have remained relatively silent about the processes through which leaders' actions are given moral weight (Rozin, 1999)"
In my experiences as a leader ethics and morals give great credence to a leader's ability to lead, influence, motivate, as well as mentor. The way your followers perceive you gives weight to their willingness to follow and adhere to your strategic plans, and execution of those plans. In the situation shared in this paper morals, and ethics played a great part on both sides of the coin. Not only is it important as to how your followers view you but the same applies to how the organization views your ethics, and morals. I found that in the last week of the bargaining how the company viewed me as a person helped as far as listened to the concerns I voiced, the alternatives I suggested, in behalf of the staff as opposed to walking out. In other words the morals and ethics of a leader does matters and can affect the outcome of any given situation.
On the last day of meetings between the union and Pinnacle an agreeable contract was reached and we did not have to strike. We worked as a team we listen to each other, respected the opinions of all and I as the leader was able to suggest an alternatives instead of striking. It was a celebrated victory. It brought back together the cohesiveness, team work, and trust in leadership once again. We planned a victory dinner coupled with the handing out of the new contracts. The dinner was inclusive of all staff, and union representatives and families of the staff. The residents were also in attendance since the outcome would have affected them directly.
Conclusion
Leadership is much more than the ability to lead. It is not only contingent on leadership traits, behaviors, or skills. But it is my belief that it is a mixture of all of the components listed above guided by ones morals and ethics. It is the working relationship between the leader and his or her followers there must be honesty, trust, and respect coming from both sides of the coin the leader as well as the followers. In the situation presented above it took team work, and situational leadership skills the ability to apply the skills best suited for the issue/s present. Also a good leader must display transformational leadership skills it is important to the relationship that exist and will affect the willingness to follow the leader and work together. Leadership involves the leader creating a connection that brings about a level of morality, and motivation it is coaching, mentoring, it involves values, standards, morals, ethics, and long-term goals, it is much more than just leading it is trusting, respecting, and putting the cares of the followers before his or her own self needs (Northouse, 2016 chap. 9 p. 2)

















References
Connaughton, J. E., & Madsen, R. A. (2012) U.S. State and Regional Economic Impact of the 2008/2009 Recession. Journal of Regional Analysis and Policy, 2012, v. 42, iss. 3, pp. 177-87 Retrieved from
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Delios, A. (2010) How Can Organizations Be Competitive but Dare to Care? Academy of Management Perspectives. Aug2010, Vol. 24 Issue 3, p25-36. 12p. DOI: 10.5465/AMP.2010.52842949.
Fehr, R.; Yam, K. C., & Dang, C. (2015) MORALIZED LEADERSHIP: THE CONSTRUCTION AND CONSEQUENCES OF ETHICAL LEADER PERCEPTIONS. Academy of Management Review. Apr2015, Vol. 40 Issue 2, p182-209. 28p. 1 Diagram, 1 Chart. DOI: 10.5465/amr.2013.0358.
Northouse, P. (2013). Leadership theory and practice (6th ed.). Thousand Oaks, CA: Sage Publications.
Schryns, B.; Keifer, T.; Kerochreiters, R., & Kymon, A. (2011) Academy of Management Learning & Education. Sep2011, Vol. 10 Issue 3, p397-408. 12p. 2 Illustrations, 1 Diagram. , Retrieved from
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Szremski, K., (2008/) Workers at Pinnacle Opportunities threaten to walk. Business editor Kszremski@daily­journal.com Sep 24, 2008. Retrieved from
http://www.daily-journal.com/news/local/workers-at-pinnacle-opportunities-threaten-to-walk/article_6848bc5c-f889-5f50-8635-324b8727beba.html

Tavania, D.; Flaschelb, P., & Taylor, P. (2011) Estimated non-linearities and multiple equilibria in a model of distributive-demand cycles. International Review of Applied Economics. Sep2011, Vol. 25 Issue 5, p519-538. 20p. DOI: 10.1080/02692171.2010.534441. 









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