a) How does this week`s reading in Shields (the Weiner piece) and the Choi, et al. article DIFFER from one another and the other concepts discussed this week in Yucel, et al.?
How does this week`s reading in Shields (the Weiner piece) and the Choi, et al. article DIFFER from one another and the other concepts discussed this week in Yucel, et al.?
This week’s reading in the Weiner piece and the Choi et al.’sarticle and other concepts in Yucel, et al. differ in a number ofways. To start with, Choi et al. (2015) contends that different fromother leadership approaches, using a style of leadership that is allinclusive may draw another path that leaders can use to improveemployee work engagement. Findings from Choi et al.’s study providea foundation upon which the extension to social extension theory maybe based. Their results provide the suggestion that the socialextension theory may make considerable contributions in theexplanation regarding the influences of inclusive leadership onaspects such as employee creativity and organizational commitment(p.941). On the other hand, the Weiner piece provides illustrationsof the “hegemonic imagination” concept and sheds light on thechallenges the concept has on transformative leadership as embeddedin his perception of true transformative leadership. Reading in theWeiner piece also differs from Yucel et al.’s assertions ontransformational leadership. According to Yucel et al. (2014),leadership behaviors of transformational leaders includeindividualized consideration, idealized influence and inspirationalmotivation among other leadership behaviors.
How did Venkataramani, et al.’s concepts about radical creativity strike you?
I found Venkataramani, et al.’s concepts regarding radicalcreativity interesting, especially on the facilitation of radicalcreativity. It was interesting to know that as a result of theoften-specialized jobs they engage in, employees could find itdifficult to invest time and effort as needed in the process ofdeveloping and maintaining diverse ties within an organization withdifferent employees at different levels, both within and outside theteam. It dawned on me that that is often the case.
How does Majora Carter fit in to it all?
Carter is indeed successful and her success may, in part, identifywith her energy, confidence and emotional delivery of her talks. Shefits in it all in the sense that she seeks to effect change andthrough her inspiration, she guides the change she desires in theenvironment. By seeking change and leading the team of change, sherelates to transformative leadership and partly with radicalcreativity.
Response to Andy
I agree with your assertion regarding the Weiner piece in Shieldsand how he is challenging the status quo. Yes shaking things up is toeliminate the status quo is the nature of transformative leadership.Leaders who take up such an approach to leadership seek to makechanges in their organizations with the help of their subordinates.Also, regarding Venkataramani, et al.’s concepts on radicalcreativity, I relate to your issue in the sense that in myorganization, people rarely get out to diverse their ties with otheremployees and for this reason, their perspective is limited only totheir way of doing things. It is definitely a habit employees oughtto do away with.
Response to Lissa
It is somewhat disappointing to see that a good number oforganizations are ‘siloed.’ It is true that the team leader playsa significant role in ensuring others in the organization get thechance to promote creativity. It takes one person to move the massestowards the right direction. I believe social networking in anorganization can be realized if the employees are fed with the rightmotivations in regard to the subject and time constraints barelyprevents social networking. Lastly, regarding Catera, I think herwish to deviate from the status quo is in part fueled by herconfidence, energy and wish to transform the society.
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