respond to discussion 6 MR

Response to discussion 6

Sarah

1. Identify several values you think might be the basis of conflict or misunderstanding between leaders and followers.

“Values are constructs representing generalized behaviors or state of affairs that are considered by the individual to be important” (Hughes et. al 2022).  The text mentions that you never really know someone’s values, you can only infer based on their actions.  I think that idea can be a huge basis of conflict or misunderstandings.  Being responsible is a value I carry and have found that it has created conflict between my leaders and co-workers.  I find it to be one of the most frustrating parts of my job, when a leader does not hold followers responsible for their actions.  Also, when a co-worker does not have the level of responsibility I have.  It can be frustrating to deal with it on both sides and can leave people with resentment make for a hostile environment.    

2. Can a leader’s public and private morality be distinguished?

I do not believe so, because a person’s values affect their moral beliefs.  Someone’s values do not change when they become a leader, they usually bring those values into their job.  Their values help them make decisions and attract followers.  One negative is that a leader can believe their values and morality makes them fair when it can really make them bias in their decision making. 

3. Can a bad person be a good leader?

Based on what I read in Chapter 5, I do not believe so.  There is not a perfect leader because everyone is always learning but there can be good leaders.  A bad person usually does not possess the values of their followers which makes being a good leader difficult.  There values can tend to turn people off and cause people to leave or go against the leader.  A leaders values contribute to how they treat their followers and lead their followers.  A lot of leaders try to do their best to not let their personal values affect their leadership, but most times it does even if they do not notice it.  Good leaders do a good job of balancing it all. 

Rachelle

1. Identify several values you think might be the basis of conflict or misunderstanding between leaders and followers.

Miscommunication is one of the most significant places of misunderstanding. When the expectation is not communicated, neither party can fulfill those expectations. Setting clear expectations can clear up confusion and diminish the amount of conflict. Many followers want to meet a leader’s expectations but will continually fall short when there is no clear focus. Additionally, “the extent to which an individual follower can do his or her job, works effectively with other team members, embraces change, and views himself or herself as an important asset in team performance” can enhance a relationship between leader and follower. When followers do not feel valued, their performance can corrode and affect the relationship. A lack of trust can also be a driving factor of conflict between leaders and followers. It takes time to build trust. Both leaders and followers must be proactive to build trust and create relationships. Some leaders get wrapped up in doing business; they forget the power of developing relationships and building trust among followers. Stephen Covey’s Principle-centered Leadership approach states, “Relationships that lack trust are characterized by self-protective efforts to control and verify each other’s behavior” (Huges et al., p. 156, 2021).

2. Can a leader’s public and private morality be distinguished?

A leader’s public and private morality can be distinguished in some leaders; however, “practicing authentic leadership becomes taking actions that serve high moral principles concerning relationships, social responsibilities, and performance standards” (Huges et al., p. 149, 2021). Genuine and authentic leaders should be similar in both public and private. There is a risk of eroding one’s public image when the two sectors do not match, leading to mistrust. When a leader lacks trust within the organization, it is a matter of time before they are unsuccessful. 

Some argue that certain situations call for a leader to adapt to their environment and put on an act to make a change. There can be validity to a leader adapting and adjusting to the environment, even if it is not in line with the leader’s routine nature. The text, 
Leadership: Enhancing the Lessons of Experience, gives a military example: would an Army general tell his troops that he is scared, or would he give them a pep talk about how they can overcome in battle? The Army troops need to hear the second option to provide hope to the soldiers even though the General may be stretching the truth. This would be considered inauthentic leadership, but it is necessary within that context: one could argue. Leadership authenticity cannot be narrowed down so quickly. It is very much contextual. 

3. Can a bad person be a good leader?

Yes, a bad person can be a good leader, at least for a short time. However, someone who falls in the “bad person” category will eventually make a decision that has long-term consequences. Long-term, no, a bad person cannot be a good leader. To be a good leader for the longevity of the company or organization, the individual will need to make sacrifices, put other people’s needs first, and make choices that align with the organizational vision and mission. In the case of a school leader, it is only a matter of time before a bad person exposes themself and jeopardizes the organization. When making organizational changes or choices, they will not have the community, stakeholders, or students in mind. As a school leader in Florida, the set of professional standards says that a school leader must have good character, both professional and personal.