An Unsupported
Pillar
Leaders play the vital
role of determining how the culture of an organization develops. Within this
culture stirs the dynamisms of inter-personal relationships. These
relationships are supported by the ebb and flow of how people feel on a daily
basis with respect to each other. Much of these feeling are brought on by how
people perceive one another. In my working environment, a joint theatre special
operations military command, people are judge based on their performance to
conduct their roles and responsibilities. However, this alone will not create
an environment where employees can embrace their leader's compassionate support
to his people. The leader must earn, develop and build trust and respect. Where
I work, we are all professional experts in our lane of focus. However, I feel I
come up short in one area; goodwill.
Does this mean that I am a
scrooge, or a Grinch? Absolutely not. However, I could possibly come across as
a derivative of one simply because I do not go out of my way to offer some help,
or support to an employee that may be in need of some. The truth is, I
typically focus on prioritizing what I need to accomplish on any given day, and
if I have time, I will engage my followers around me on a professional and
personal level. One major problem with this is that it does not happen often
enough in order to create a culture of goodwill. When we are granted a kindness by
someone, we typically have a strong urge to reciprocate. In a study by
Lyubomirsky & Della Porta, (n.d) about increasing happiness and
resilience, it shows that people who practice kindness creates moments where
people feel efficacious and appreciated, all the while making it easier to make
new friends.
The pillar of goodwill is
a very powerful vehicle of experience, because it is contagious. People
generally want be treated with kindness, compassion and respect. Kerns (2003)
feels that an organization that feels allows for the expression of
kindness, compassion and love among and between their employees, goodwill that
can be used when one faces ethical challenges. Leaders performing often random
acts of kindness, creates within their followers a sense of love within the
culture of their workplace. In my attempt to improve my deficiency of goodwill
with my followers, I plan to take random times throughout the day to stop what
I am doing, and engage my personnel with the intention to see where I can be of
some help, or assistance, personally, or professionally. I will do this for one
month, and then reassess as to how the environment has changed inter-personally
within the culture of our directorate.
References:
Lyubomirsky,
S. & Della Porta, M. D. (n.d.). Boosting happiness, buttressing
resilience: Results from cognitive and behavioral interventions. Retrieved
from http://sonjalyubomirsky.com/wp-content/themes/sonjalyubomirsky/papers/LDinpressb.pdf.
Kerns, C.
(2003). Creating and sustaining an ethical workplace culture. Graziadio
Business Review, 6. Retrieved from https://gbr.pepperdine.edu/2010/08/creating-and-sustaining-an-ethical-workplace-culture/
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