Historically, women and men have been regarded to play different roles in society and when those roles are challenged for women, prejudice and discrimintation arise. Although women have made great strides in challenging these stereotypes. There is still a long way to go.  According to Northouse (2018), “women earn 57% of the bachelor’s degrees, 60% of the master’s degrees, and more than half of the doctoral degrees, and they make up nearly half of the U.S. labor force. However, women are still underrepresented in the upper echelons of America’s corporations and political system” (p.398). This hits close to home. My aunt is a part of a multinational company. All of whom with a leadership role are all men except for her. She mentioned to me that a lot of women are highly capable but only a few women are able to make it to the top simply because of barriers and prejudices that come with being a woman. Northouse (2018) continues by pointing out that “women represent only 4% of Fortune 500 CEOs, and hold only 16.9% of the Fortune 500 board seats and a mere 14.6% of the Fortune 500 executive officer positions” (p. 389).

The gender gap is something that my aunt felt despite her having extensive work experience and graduating from Harvard. She was not an exception and still felt this global phenomenon where women are concentrated in lower-level and lower-authority leadership roles as compared to men in which women quit their jobs more often than men do, or that they opt out of the leadership track for the mommy track  (Northouse, 2018, 399). Northouse (2018) mentions why women today are treated as such and these points are in line with the experiences of my aunt in the workplace. According to Northouse (2018), “the first set of explanations highlight differences in women’s and men’s investments in human capital” (p.399). For example, one factor that my aunt’s boss asked her about before bringing her into a high level position was whether she was going to marry and have kids. This was understandable because many women do quit their jobs after having a baby. My aunt kept her word that if she was going to have a baby there will be equal division of domestic work at home between her and her husband as to avoid her being overloaded at home and not able to concentrate at work. She wanted to invest in herself by not overworking herself domestically.

According to Northouse (2018), “women are no less effective at leading than men, and women are no less committed to their jobs or motivated for leadership roles than men” (p. 404). And this was true based on the experience of my aunt. She had both men and women managers who were leading under her and both were as capable as the other. She mentioned that they had different leadership styles as compared to men, but nonetheless, would be effective. She told me a story where she was interviewing fresh graduates for open positions in their company. She found that most men who would apply would usually negotiate their salaries as compared to women who would simply accept what was given to them. Northouse (2018) mentions that “women are less likely to self-promote and negotiate than men. Furthermore, research shows a small gender difference such that women are more likely to focus on the welfare of others and ethical behavior” (p. 404). My aunt noted that it was as if it was offensive if the women would negotiate their salary. The is the next category considered on why women do not hold high positions compared to men come from the gender differences between women and men (Northouse, 2018, p. 399). 

The final type of explanation why women do not hold high positions compared to men come from the prejudice and discrimination against female leaders (Northouse, 2018, p. 399). When women don’t fit the mold that society has placed upon them, the tendency is for them to be discriminated. My aunt felt this during the first few days as a part of the core group of her company. In one instance, one of her colleagues asked her to get a glass of water while they were all a part of the meeting. This was not something so offensive but when you look at why he asked my aunt and not anyone else in the room raises some questions on prejudice and discrimination. Women are especially seen as secretaries. The women are there to take notes or assist them in any way possible. Stereotypically, men are the ones that take charge while women are the ones that take care (Northouse, 2018, p. 404). My aunt was shocked that her colleague asked her and when she mentioned that he can ask the secretary to do that for him he backed off. She needed to set her foot down and not be a pushover. Of course, that statement also came with some comments on the side on how she lacks femininity because she had “qualities” that were stereotypically for men and not attributed to women. According to Northouse (2018), “men are stereotyped with agentic characteristics such as confidence, assertiveness, independence, rationality, and decisiveness, whereas women are stereotyped with communal characteristics such as concern for others, sensitivity, warmth, helpfulness, and nurturance” (p. 404). And when my aunt challenged this stereoptype she was faced with discrimination. 

The relationship between gender and leadership and its understanding enables more women into the upper level leadership status. The experiences of my aunt and how she was able to build up to having an upper-level position is also in line with the lessons pointed out by Northouse. For example, Northouse (2018) mentions that “greater gender equality in domestic responsibilities, greater negotiation power of women, especially regarding the work–home balance, and changes in the incongruity between women and leadership” all have an effect in narrowing the gap between gender and leadership which was seen through the experiences of my aunt. However, these findings on gender and leadership are mostly taken out of the Western context and may not be applicable to other cultures (Northouse, 2018, p. 410). 

References:

Northouse, P. G. (2018). Leadership: theory and practice (8th ed.). Thousand Oaks, CA: SAGE Publications.

The concept of servant leadership has always been a very intriguing leadership concept to me because of the nature of its contradiction.  Despite having such opposing concepts from the word itself, it has been effective in my own personal experience. According to Northouse (2018), “servant leadership emphasizes that leaders be attentive to the concerns of their followers, empathize with them, and nurture them. Servant leaders put followers first, empower them, and help them develop their full personal capacities. Furthermore, servant leaders are ethical ways that serve the greater good of the organization, community, and society at large” (p.225). This leadership approach emphasizes that a leader wants to first become a servant and have an impact on others before becoming a leader (Northouse 2018, p.226). I experienced this with my Church Pastor. Before he became a pastor of a well-known church, he simply wanted to share the gospel with others. He went door to door to be able to do this until an individual used their home to host prayer gatherings. It got so big that they eventually had to move and rent a venue to conduct their worship gatherings. But before leading thousands of people today, my Pastor simply wanted to serve others by sharing the gospel without thinking of anything in return.

Northouse (2018) emphasizes that to understand servant leadership it is important to understand seven servant leader behaviors that are at the core of the leadership process (p.222). These concepts have been highly relatable to my experience with my Pastor. The first core behavior of servant leadership is conceptualizing. This refers to the understanding of the vision, mission and complications that may arise in the organization (Northouse 2018, p.223). Whenever we have an event that we need to organize to reach out to people, our Pastor never fails to remind us on what the mission and vision of the church is. This is so important because it gives meaning and purpose as to why we are doing what we are doing. It motivates us and allows us to take it to heart and give our best in everything we do.

The second and third behavior that identifies servant leaders are “emotional healing and putting followers first” (Northouse 2018, p.223). As Northouse (2018) points out, emotional healing “involves being sensitive to the personal concerns and well-being of others” (p.234). During the time we were preparing for an event, it was also the same time my mother had cancer. I was highly involved with the event and I did not want to lay low. However, I was emotionally and physical drained because of my mom’s sickness. Knowing this, my Pastor rallied up a group of people to support my mother during this time by praying for her as well as helping her with her food as it had to change drastically. My Pastor would often come to me and ask me how I am doing as well as encourage me during this time. I am also glad that he did not let me lay low so that I don’t succumb to depression in what my mother was experiencing. The third behavior is putting followers first. According to Northouse (2018), putting followers first is the “qua non of servant leadership—the defining characteristic. It means using actions and words that clearly demonstrate to followers that their concerns are a priority” (p. 223). My Pastor would always offer and let us get food first no matter how tiring or how long it’s been since he has eaten. Although a simple example, it says so much. I believe that food can tell so much about a person especially when they are hungry. This example showed that we were a priority despite him not even eating yet and that he would put our well-being ahead of his.

The fourth and fifth behaviors are “helping followers grow and succeed” and “behaving ethically” (Northouse 2018, p.223). I experienced how my Pastor demonstrated these behaviors. Northouse (2018) defines “helping followers grow and succeed” as “knowing followers’ professional or personal goals and helping them to accomplish those aspirations” (p. 234). During the time I was competing in martial arts, my Pastor knew and understood the rigor of my training. Without much help and support from our government, my pastor stepped in to help me with the transportation, food and encouragement to be able for me to succeed. All of these were important factors for me to be able to focus on my training. My mom was a single mother at that time and she could not do it on her own. He was aiding me to be able to succeed in my athletic career. He also had one of his subordinate Pastors go with me to my competition for emotional support and guidance. Without him, I would not have won a title for my country. The fifth behavior Northouse (2018) points out is behaving ethically by “doing the right thing in the right way. It is holding to strong ethical standards, including being open, honest, and fair with followers” (p.235). I also saw how honest my Pastor was when we found a wallet at a shopping mall. Instead of keeping it, he looked at the identification card and called the number on it. We immediately left the mall to be able to give the wallet to the rightful owner. He did not compromise his value and belief to be able to get money.

The final two behaviors that are important in servant leadership are “empowering” and to “create value for the community” (Northouse, 2018, p.235). My Pastor showed me how he was able to trust and empower me by being a youth leader. He allowed me to make decisions on my own regarding our youth camp and what I thought best to do for our program so that it met our goals. Northouse (2018) defines empowerment as “allowing followers the freedom to be independent, make decisions on their own, and be self-sufficient” (p.235). Finally, servant leadership behavior must “create value for the community” (Northouse, 2018, p.235). Every year, we would reach out to underprivileged kids who did not have food, water and shelter. Although what was really impactful for our community was the education we provided for the underprivileged kids. By providing them with education, we are able to equip them to pursue their dreams without the limitation of having no education. This shows that he values giving back to the community as we volunteered to also serve (Northouse 2018, p. 235).

The strength of servant leadership as seen in the seven behaviors of servant leadership is caring for others (Northouse 2018, p.240). This is seen in every aspect of the leader’s behavior and it is the core of this approach. Although it’s weakness is found in its paradoxical nature wherein the very word servant leadership is contradictory and is then seen as “fanciful and whimsical” (Northouse 2018, p.240). Despite this paradox, I have experienced the power of servant leadership through my Pastor’s behavior. This was especially seen in the amount of care he showed for me and others.

References:

Northouse, P. G. (2018). Leadership: theory and practice (8th ed.). Thousand Oaks, CA: SAGE Publications.

The image that pops in my mind when I think of a dyadic relationship is likened to two people dancing the waltz together. One person is leading and the other is following. Although they have different roles, they are in sync and move well together. On the other hand, dancers who are not in sync with one another tend to step on each others’ toes and move awkwardly with one another. They eventually don’t work well together. Just like dancers moving in sync with one another, so does leaders and followers need to interact well with one another for the relationship to be successful. The relationship interaction between the leader and the member is utmost for a goal to be met. I experienced the stages of a dyadic relationship a few years ago when I was tapped to become a youth leader for our organization.

Northouse (2018), calls this the “Leader-Member exchange” which focuses on the “dyadic relationship between leaders and followers” (p.137). This relationship is focused upon the interaction and reciprocation of both the leader and his or her followers. Northouse (2018), explains that a leader and a member can have two types of relationship, either they are a part of the in-group or the out-group. Sounds just like high school, huh? You have the popular kids who are given so much attention and whose presence is felt the most while you have the unpopular kids who you sometimes just pass by without even noticing them. You would be part of the popular kids if they liked you or if you interacted well with them based on your personality or characteristics. This is likened to how a follower becomes part of the in-group of the leader. Northouse (2018) suggests that it is based on the interaction of the personality and personal characteristics between both leader and the member (p. 145). During the time I was a youth leader, it was natural that I “cliqued” with certain individuals because their personality complemented mine especially as we worked together. These individuals became a part of my in-group. This was in line with what Northouse said (2018), “followers become a part of the in-group or the out-group based on how well they work with the leader and how well the leader works with them” (p. 140).

We had a particular production that I was in charge of and I had to lead the members of the organization. Those members who were part of my in-group were those who stayed late at night and beyond the hours that was designated to them for us to prepare for the event. They took the initiative to do things beyond their own assignments and filled the gaps even though it was not their responsibility. At one point, a member of my in-group took the initiative to buy food for everyone in the production since it was late already and he was assigned to be the assistant director and not the food committee. I had countless experiences of people in my in-group who took responsibilities did things beyond their job description and beyond what was expected of them (Northouse, 2018, p. 138). They established a close working relationship with me and as a result, I share more information and concern for them. I shared plans and changes that we would make in the production even prior to announcing it to everyone. I genuinely asked about their personal lives to see how they were overall. On the other hand, those who were part of my out-group would be the people who would only stay and help out at certain times of the day. When their assignment was finished, they would leave even though there was still more work to be done. The out-groupers were those members who followed exactly what was expected of them based on the agreement I had with them regarding their responsibility (Northouse, 2018, p. 138).

During the time I was leading the production, I was trying to engage everyone so that they feel that they are part of my in-group. It was difficult to do this because I had different levels of interaction and relationship with each member of the organization. Northouse (2018), identifies that there are three phases between the relationship of a leader and a member: the stranger phase, the acquaintance phase, and the mature partnership phase. Some of those who were part of my out-group were people that simply volunteered for that particular event and I did not have any other conversation with them other than what they wanted to help out with and what was expected of them. They saw me as a person who headed the production and simply did what I asked of them. They did not really know me and I did not also know them well.

I wanted to reach out more to the members of my out-group and get to know them more. To do this, I invited some of them to have a dinner meeting with me. This dinner meeting allowed us to talk about their responsibilities but it also allowed us to be in a more relaxed setting to be able to know each other more. This is the second phase of a leader-member relationship. As Northouse (2018) describes, this second phase as a way to “improve our career-oriented social exchanges” (p. 143), so that we can interact better with one another as we fulfill our roles and responsibilities. This also allows me to see whether or not those that were part of my out-group want to be a part of my in-group where I will be able to decipher if they can take on more responsibility and if I can also reward them even more for their work. Contrary to what most think in resolving the issues between leader-member exchanges is that everyone wants to be a part of the in-group. Some members, on the other hand, do not want to be a part of the in-group and remain in the out-group. I have had some members whom I would invite that would not want to go to the dinner meetings. They simply wanted to do their work at certain hours and go home. Northouse (2018) points out that to be a part of the “in-group it involves an interaction that should be reciprocated by the leader and follower (PSU WC, L8, 2019). Because of this mutual respect and reciprocation, I did not force those who rejected my invitation. And so they remained to be the out-group.

The third phase of leadership-member exchange is mature partnership. In this final stage people establish a reciprocal relationship that has mutual trust and respect as it goes beyond work and ties into a deeper and interdependent relationship between one another, which can only be tested over time (Northouse, 2018, p. 143). Amongst all the members of the organization I was heading, there was one person whom I can say has a mature partnership with me. He has been working with me for over 5 years in these productions and when things didn’t turn out well for us, he was there to encourage me to keep going. His relationship and loyalty stood the test of time as he was offered to do other projects which he rejected to prioritize the projects we were handling. He would stay with me during late night hours to make sure everything was done and perfected and because of this, I entrusted him with more work and he is now second to me in leading the projects for the organization.  I also gave him more opportunities, time and support (Northouse, 2018, p. 144). Whenever I was invited out of town for trips, as a perk, I would bring him along. Our relationship eventually went beyond work since we are now there for each other during family celebrations or even crises.

As a leader, I do hope to accomplish what Northouse (2018) mentions regarding “high-quality leader–member exchanges produced more positive performance evaluations, higher frequency of promotions, greater organizational commitment, more desirable work assignments, better job attitudes, more attention and support from the leader, greater participation, and faster career progress” (p. 141). In the organization that I lead, I would hope to have more partners and build a relationship with my members that goes beyond the stranger phase. This will prevent divide and bias between in-groups and out-groups. . The weakness of the LMX theory is in the tendency for the out-groups to be treated unfairly (PSU WC, L8, 2019). I have also felt this as a leader whether it was unconscious or not. I would give more time, effort, work, acknowledgement and reward to those of the in-group which created some rift towards those of the out-group which I hope to correct and learn from.

 

References:

Northouse, P. G. (2018). Leadership: theory and practice (8th ed.). Thousand Oaks, CA: SAGE Publications.

Pennsylvania State University World Campus (2019). PSYCH 485 Lesson 8: Leader-member exchange theory (LMX). Retrieved from https://psu.instructure.com/courses/2008237/modules/items/27074706.

 

In society, leadership is a highly valued commodity. It is the leaders who continually shape society by using their influence and guiding individuals to a certain goal and direction. Effective leadership is important for our society to thrive. However, what is often missed is the complexity in the leadership process (Northouse, 2016, p. 6). Northouse (2016) defines leadership as a process whereby an individual influences a group of individuals to achieve a common goal (p. 6). It is a process that occurs between the leader and his/her followers. It does not simply depend on the leader. Followers are a vital part because without them, it will be difficult for a leader to accomplish his/her goal.  Leaders and followers must be understood collectively and in relation to each other (Northouse, 2016, p. 6). It is no surprise that Northouse (2016), emphasizes the importance of sociability to leadership effectiveness (p. 26).

Leaders who are sociable seek out pleasant relationships and are friendly, outgoing, courteous, tactful, and diplomatic (Northouse, 2016, p. 26). An example of a leader with great sociable skills is my Aunt. She is a director of a school for more than 30 years. She often goes around her school during lunch breaks to meet and greet the students. Most of the students run to hug and greet her. This also extends to her teachers where they often have a weekly get-together. In these get-together’s she doesn’t intentionally talk to them about work, but about their family, health, interests and passions. Most of her employees have been with her for over 20 years because they feel like they have a strong support system.

She also showed her sensitivity towards others’ concerns by creating an avenue for open communication, which is a trait of sociability (Northouse, 2016, p. 26). One teacher, for example, expressed her passion for underprivileged kids who had no education. By hearing this, she started a program to help educate these kids and allowed the teacher, who expressed her passion toward these underprivileged kids, to become the head of the program. Not only did this allow her employee to feel like she listened and cared enough about her passion, it also allowed for an educational goal to be met and achieved. Having an open and considerate attitude towards others allowed her employee to be more effective in helping educate the underprivileged kids. 

Leaders that are sociable also show concern for the well-being of their followers (Northouse, 2016, p. 26). For example, one of my Aunt’s employees, was going through a tough time losing weight. This caused her employee to have various health issues. One recommendation of the doctor was to have an exercise regimen to lose the weight and be healthier in general. By hearing this, my Aunt created an exercise program for all of the teachers to exercise together at least twice a week. This not only helped her employee lose some weight and improve her health, but it allowed the other employees to be healthier as well. It created an avenue for them to be a supportive community towards one another’s’ well-being. It also made them individually strong and healthy enough to do their work effectively. By showing that she cared for her employees, the culture of caring for others extended to her followers as well.  

Sociability is an important and often overlooked trait to leadership effectiveness. It is vital to leadership effectiveness because it is a process between the leader and the follower. Without a good and healthy relationship between the two, leadership will lack in its effectiveness. Social leaders exemplify good interpersonal skills and create cooperative relationships (Northouse, 2016, p. 26). This helps make it easier for a leader to accomplish his/her goal just like what we have seen through my Aunt’s leadership and her relationship with her employees.

References:

Northouse, P. (2016). Leadership Theory and Practice (7th ed). Thousand Oaks, CA: SAGE Publications, Inc

The key to successful leadership is determination. Without determination, nothing will come to fruition. The plans, ideas and goals will be stagnant without the perseverance to make them come to life. Often times, traits such as determination is what separates effective leaders from those that are ineffective (Northoue, 2016, p.21). To be an effective leader with unbounded determination, characteristics of determination such as drive, persistence, initiative, and dominance must evidently be seen and applied (Northouse, 2016, p.24).

The drive and persistence to get things done especially when others give up displays a person’s determination (Northouse, 2016, p.24). An example of determination that is close to my heart is shown by my uncle. From a small food stall to setting up one-hundred twenty food stalls today. This of course did not happen overnight. It took several years of trial and error, hardly any profit, and a growing family to support. It was not easy. When they were finally on the verge to give-up and close it down to focus their efforts on building something else, he resolved that his current business is all he knew and from there, he pushed boundaries to not only make ends meet but he found a solution to make it grow. From only working with his wife, to then employing his family members, and now he employs over 1,000 workers who look up to him as their leader. He made quality food that was affordable and strategically put stalls in target market areas. His idea and strategy was good, but what made him an effective leader and a successful business owner, was his determination. He showed that effective leaders push boundaries when they are faced with obstacles and they have the capacity to persevere through them (Northouse, 2016, p.24).  After the big leap of one food stall to one-hundred and twenty small food stalls, he did not stop there, rather persevered today and added twenty more high-end restaurants. The success of his goals was because of his vigor and persistence in pursuit of them (Northouse, 2016, p. 21).

People with determination show initiative by being proactive (Northouse, 2016, p. 24). They are willing to do what is necessary and beyond even without being told to do so. It is this characteristic of determination that set the standard for my uncles’ employees. He would often go around his restaurants to check the standard and quality of the food, the place and whether the employees are doing a good job. During one of his visits to his restaurant, he found a napkin lying on the floor. Instead of asking one of his employees to pick it up and clean it for him, he took a dustpan and broom and did it himself. For a man who employs thousands of people, his employees were shocked and commented on how much he cared and was willing to do things himself even if it wasn’t part of his job description. I believe that having initiative simply shows that you care enough to do something and be proactive about it.

Determination includes displaying dominance especially when followers need to be directed (Northouse, 2016, p. 21). As a leader, it is important to mobilize the people you lead to achieve your shared goals. There may be instances where  followers may not completely agree with the decision or direction that you are taking them towards. In this case, it is important that a leader asserts himself and demonstrates the determination to maintain the momentum towards the goal. Many times followers only know a piece of the puzzle, whereas leaders envision how the picture in the entire puzzle will look like and therefore must be determined to create that picture even when the people around them don’t necessarily agree. For example, when many of my uncle’s relatives were telling him to close the small food stall down and discontinue it, he asserted himself and maintained the momentum toward the goal.

It is the leaders who are determined that will be effective. Becoming a successful leader is like running a race. A lot of people can start the race, but not all will last. When it comes to determination, it is not a matter of who is running next to you, rather, it is based upon whether you are able to keep running despite the obstacles that come your way.

Determination is a key trait to becoming a successful leader. If you give up, so will everyone around you. To be a successful leader, you must be willing to keep going when others are tempted to throw in the towel. To become a successful leader, the characteristics of a person must include initiative, persistence, dominance and drive (Northouse, 2016, p.24). These characteristics help shape and mold an effective leader.

Reference:

Northouse, P. (2016). Leadership Theory and Practice (7th ed). Thousand Oaks, CA: SAGE Publications, Inc.