A511.8.3.RB_SiegmundWayne

Gender

    Society, while it has evolved in terms of its laws and policies, infrastructure, as well as formal discussion forums, works behind closed doors filled with gender based biases and prejudices. We, as a society, have yet to come full circle in the evolution of gender equality. When the next generation comes around, the previous generation has it's influence upon the new, and subtle biases and prejudices continue. However, as the next generation practices and teaches gender equality based on professional qualifications, capabilities, experience and potential, the concerns of gender discrimination will begin to fade into the background of yesterday.

    Moss Kantor (2010) has done her homework, and represents the workforce with respect to women's advancement and pay quite accurately. When the subtle acts of gender discrimination occur under the guises of gender equality, and expectations of female performance are effecting performance, it becomes a clouded research bed with false results. I agree with Moss Kantor (2010) in terms of female representation, because on the surface, Equal Opportunity (EO) is a policy, and must be adhered to. However, the decision points and limitations on advancement and pay are determined within the organization, and not without.

    I believe some organizations where family values are a focal point employees' home life is taken seriously by higher as favorable in promotions, while other organization, though valued, may take away chances of promotion. Moss Kanter (2010) states what women value will determine their pipeline, or path of promotion within the organization. If family is most important, a part-time job may be chosen, pushing the idea of promotion to top positions out of reach.

    I agree on her discussions about transparency and compensation, but I feel if transparency is incorporated thoroughly and consistently with integrity, compensation is more likely to follow, under normal conditions. I feel Moss Kanter (2010) and Yukl (2013) are on the same page, however, Yukl (2013) goes into the complexities of determining where gender discrimination can come into play, and how difficult it is to get true research results showing such. In terms of conducting such research to determine where true gender discrimination lies, testing criteria must be absent of the possibility of bias and prejudice, leaving results based only on skills, capabilities, performance, and experience. The subtle nuances of differential behavior influenced by performance expectations would be difficult to filter out. I would recommend a broad and diverse testing ground to occur under normal conditions absent of any known testing.

    I agree with both based on my own personal experiences with discussions of, and witness to, gender discrimination, as well as patterns of human behavior. Understanding where we came from as a society, organizational performance behavior, coupled with cognitive tendencies based on up-bringing, I feel Yukl (2013) and Moss Kanter (2013) bring much to the discussion table on true considerations of gender discrimination. The struggle now, outside of having these discussions for the purpose of organizational awareness, is alleviating gender bias and prejudices throughout the workplace. Perhaps a closer look at gender discrimination and inequality at home will assist in the analysis of such within the organization. Another point of consideration would be that of transgender perception as it relates to gender discrimination in the workplace.

References:

Moss Kanter, R. (2010, April 2). Women, ambition, and (still) the pay gap [Video file]. Retrieved
    from https://www.youtube.com/watch?v=EhquUOlBuOY&feature=youtu.be&t=5s

Yukl, G. A. (2013). Leadership in organizations (8th ed.). Upper Saddle River, NJ: Pearson.

A511.7.3.RB_SiegmundWayne

Self-Awareness

    For as long as I can remember, I have been a very self-aware individual. It was not until my early twenties when I focused on self-improvement. Often, I would find myself at libraries and bookstores wandering the 'Self-Improvement' sections looking for, and reading texts that seemed appropriate for me. Over the years, as I found myself in positions of greater responsibility, I never really thought about the new concepts and competencies that had improved me as a person, I simply behaved with a sense of morality and integrity. I felt if I was a fair, motivating, and patient person, my values, beliefs and integrity would naturally inject themselves. It was not until after such roles were played out that self-reflection took on a greater value.

    Over the years, I have been a gymnastics coach to all ages, a certified personal trainer, the captain to my collegiate varsity gymnastics team, and an enlisted leader in the U.S. Navy. Through all these experiences, over the span of 35 years, I have learned that my single greatest competency was empathy, given my integrity was in tact. So, using self-awareness as a launching platform to self-improvement, I was led to discovering what aspects of myself were valuable, and which ones required adjustment for the sake of myself as an individual, as well as a member of a team. Sometimes, it's acceptable to be who you are when you are alone, but not so in the sense of team work and productivity when part of a team.

    As a highly self-aware individual with an aim to grow as a spiritual leader, I strive to find ways and opportunities to apply a referent, servant leadership style, using empathy as the bridge to connecting with employees, as well as peers, and business colleagues alike. Connecting with others with a transparent line of communication, will provide a door for others to buy into the organizations vision. The other aspect, is my ability to passionately "sell" a vision that reflects my values and beliefs. In connecting with others on a personal level, I can motivate others through a sincere expression of what I am passionate about; coupled with a strong sense of confidence and an open mindedness to hear all sides, a valuable discussion can be had, giving way to mutual respect.

     Ultimately, all ventures, personal and professional, are grown through relationships with others. When the self is improved with the aim to be a better person, a better leader, for people, you provide them the opportunity to join you in your quest. There is a lot to say about loyalty, trust, confidence and passion when it comes to relationships. But if we can not connect with others on an emotional level, we will never truly connect with another. Therefore, it is not only necessary to develop an emotional intelligence (learn about and controls the self's emotions), but also a social intelligence (ability to read, connect and influence another's emotions) (Yukle, 2013).

Yukl, G. A. (2013). Leadership in organizations (8th ed.). Upper Saddle River, NJ: Pearson.

   

A511.6.3.RB_SiegmundWayne

Meaning

     In today's organizational climate where globalization is practically inherent within every department, one's actions can resonate a great distance causing systemic ripples that can change behaviors, attitudes, production, and a bottom line. We all touch each others lives at many levels, and an organization's leadership needs to know how to influence, tweak and adjust, inspire, prepare and envision how they will incorporate effective change.

     When an organization looks to make changes, leadership may become too focused on task related items, structural adjustments, and system over-hauls to assist in preparedness. Also, there will be some financial transactions, administrative enhancements, management meetings and legal concerns to accompany and support the change process. However, an organization's change leadership would do well to consider the needs and expectations of it's employees, and how the changes may effect them. Depending on what, how, when and why the changes will occur, may make all the difference between successful implementation, and failure.

    Helping employees to become part of the change process, and keeping them informed of changes to come, does nothing for their buy-in to accepting, or better yet, desiring the changes to come. People want to know what is in it for them, and how the changes will effect their position, production, location, value, time, and environmental resources. Changes are perceived as unfair by people if it has adverse consequences for them and they have little or no influence over decisions about the changes (Yukl, 2013). It will be upon change leadership to diplomatically introduce the conceptual changes well in advance to provide time for employees to consider and understand what the changes will mean to them. Fostering an environment of team work and self-management through transparent, honest, and timely communication, will help initiate change implementation. Managing expectations and tending to the needs and concerns of the employees will go far at the group level, as well as on an individual level.

     I recall being in my second platoon, relatively still a new guy, and not being kept informed of a number of training requirements that would replace our current schedule at the time. After being told from a peer during a side bar that our range week was getting replaced with a brief that was not related to our upcoming deployment, I remember feeling that an entire week was going to be wasted. In time, our deployment was cancelled. However, we continued training. By this time, many of us were not sure why we were still traveling away from our families to train for a deployment we were no longer going on. It was easy to see how some of the guys relaxed, and joked around more often. The exercises we conducted appeared to have little to no meaning at all. The deployment we were scheduled for gave us our reason and purpose for training.

     An employee needs to know why they are doing what they are doing. What is the purpose of the change? What meaning does the changes hold for the employee(s)? If there is nothing to work towards, an employee may become disenchanted, unmotivated, disillusioned, and disengaged. Change leadership must effectively communicate a refreshed vision as to why the change, looking to inspire new meaning into the group's, as well as the individual's work. In turn, this meaning will provide the employees a value-related direction. When leaders help shape a vision that is engaging to others, weave stories that help people make sense of the past and imagine the future, and who tap into the desires and values of individuals engage people's hearts as well as their heads and hands (Ulrich & Ulrich, 2010).

References:

Ulrich, D., & Ulrich, W. (2010, June 2). Leadership: Getting beyond engagement to creating meaning    at work. Retrieved from https://hbr.org/2010/06/getting-beyond-engagement-to-c.

Yukl, G. A. (2013). Leadership in organizations (8th ed.). Upper Saddle River, NJ: Pearson.