While reading Toby Tetenbaum and Hank Laurence’s article “Leading in the Chaos of the 21^st Century,” I considered trying to live according to the chaos theory of everything. I did not feel the notion that corporations need to be able to look for and strive for chaos to be effective in this world. I think it is mainly because I spent my adult life with the structure of the military, and we have the top-down leadership model. Then I thought back to when I was deployed, and sometimes I was the one who made the decisions even though I was not the senior person there, only because I had experience with the convoy routes and knowledge of the area we were operating in.  I can see how this would help companies grow and change, help make them better, and stay relevant in this ever-growing world.

I think an adaptive structure allows anyone to make suggestions and then look at all the possibilities that could help move the company forward. I know times have changed, and what worked in the 1800s and 1900s should still not be the standard by which we decide things; information is more available than it was then and comes a lot faster. I believe that data-driven decisions should still be a basis for making choices and trying to create models for different seniors should be considered when planning the course. I will look at several other avenues of approach to reaching the goals and see which would work out the best.

 

Women have come along way when it comes to leadership. However, it seems we still “have a farther way to go” (Northouse, 2021, pg. 398) that is still felt today. In the ever-evolving landscape of leadership, the role of women is increasingly gaining recognition and reshaping paradigms. From corporate boardrooms to political arenas, women are breaking barriers, challenging stereotypes, and driving transformative change. We can celebrate the contributions of women in leadership, explore the unique strengths they bring to the table, and advocate for greater gender equality in leadership roles.

The journey of women in leadership is a testament to resilience, determination, and the relentless pursuit of excellence. Despite facing systemic barriers and societal expectations, women have ascended to positions of influence and power, leaving an indelible mark on history and society.

From pioneers like Eleanor Roosevelt and Indira Gandhi to contemporary trailblazers like Angela Merkel and Jacinda Ardern (Northouse, 2021, pg. 397-398), women leaders have demonstrated exceptional vision, courage, and empathy in navigating complex challenges and driving positive change. Their leadership styles often emphasize collaboration, inclusivity, and a focus on the common good, challenging traditional notions of power and authority.

However, women leaders are plagued by the “glass ceiling” barrier that stops the rise to higher standing in leadership in its tracks (Northouse, 2021). Our own history in our own society has incased women as second-class citizens and the disparities become worse for women of color. It was only recently, and by recently, I mean 50 years ago, the 1974 Equal Credit Opportunity Act gave passage for women to be able to apply for credit cards (Saks Frankel, 2023). Apply for credit!! Why did we have to have a law passed for women to have the same “ability” as men? The Equal Pay Act of 1963 requires women to be paid equally as men for the same job (Saks Frankel, 2023), however, in present day women are still fighting for equal pay because they are not getting it. Again, it is worse for women of color. Do we have to produce a law to get past the “glass ceiling”?

Northouse explains that prejudice is what feeds the leadership gap between genders (Northouse, 2021, pg. 419). Prejudice against female leaders arises from the mismatch between the gender norm and the leadership role; these leaders are viewed and assessed more unfavorably than their male colleagues and by male decision makers. These prejudices are especially harmful when making decisions informally, which happens frequently when choosing elite leaders.

Gender bias and discrimination continue to be prevalent today despite successes women are spearheading such as in education and financial independence. According to the AAUW (American Association of University Women), the numbers show while improvements for women in leadership roles in various industries, it is a slow and up-hill battle to equal out those numbers to men (American Association of University Women, 2020). The AAUW also confirms it is harder for women of color to advance into leadership roles with the path laden with more obstacles than white women.

The trend women of color are a part of is dubbed the “glass cliff” (Northouse, 2021, pg. 401). According to the theory known as the “glass cliff,” women and workers from underrepresented racial and ethnic groups have a higher chance of rising to the top of the corporate ladder during times of unrest or subpar business performance. Basically, women and women of color reach leadership roles, are actually being scapegoated for the failures of the company. I am sure a man thought of this idea.

Bottom line, as was my first sentence in this blog, women still have a along way to go but one trait women have is definitely evident, resilience. If we as women come together and keep moving forward, we can finally shatter that glass.

 

References

American Association of University Women. (2020). Barriers & Bias: the Status of Women in Leadership – AAUW : Empowering Women since 1881. AAUW : Empowering Women since 1881. https://www.aauw.org/resources/research/barrier-bias/

 

Saks Frankel, R. (2023, December 5). History Of Women And Credit Cards: 1970s To Present – Forbes Advisor. Www.forbes.com. https://www.forbes.com/advisor/credit-cards/when-could-women-get-credit-cards/#:~:text=1974%3A%20The%20Equal%20Credit%20Opportunity%20Act&text=With%20the%20passage%20of%20this

 

Northouse, P. G. (2021). Leadership: Theory and Practice, (9th ed.). SAGE Publications, Inc. (US).

At a predominantly white institution (PWI) like Penn State, navigating inclusivity is an ongoing issue that needs to be consistently re-evaluated. There is constant room for growth and improvement, and leaders of the University and large organizations must commit to a continuous learning process. Every year, we should be striving to create an inclusive environment for all students. One of the biggest ways we can do this is through vast representation in large student-run organizations.

With over 40,000 students at University Park, finding your place can be scary and confusing. Joining an organization is one of the best ways to meet like-minded people and find a community. As a tour guide, I know firsthand that Penn State prides itself on having a student organization for everyone. However, some of the biggest and most popular organizations may not feel like a safe space for minority students. There is a lack of representation in organizations like THON, Homecoming, and the Panhellenic Council. With inclusive leadership, this gap can be bridged.

Inclusive leadership addresses the challenges of creating a safe work environment for everyone (Northouse, 2021). This necessitates valuing different backgrounds and creating a space for people to share dissenting opinions. An inclusive leadership setting creates a more cohesive work environment and promotes better morale for the team because people feel valued and heard. Northouse argues that there must be policies in place to promote inclusivity in the workspace (2021). Organizations must clearly outline their plans for creating an inclusive environment and how they will grow their diversity, equity, and inclusion (DEI) efforts.

I have seen many examples of inclusive leadership within large organizations at Penn State that are striving to increase DEI efforts. Within THON, we have a DEI Focus Group with captains who are committed to thinking about the ways that we have not reached different populations. This group then works on initiatives to outreach and increase inclusion. One instance of an initiative taken is enhancing language access for our families and volunteers who do not speak English as their first language. This year, the DEI team worked on implementing subtitles used on all of our Pre-THON events, like the 5k and Family Carnival. While we still have a long way to go to improve these processes, we took a large step in being more inclusive towards the different populations that we serve.

The key to inclusive leadership is a leader who understands that they do not know everything. A leader admitting when they mess up and being committed to growth is crucial. Inclusive leadership is a necessity in creating a diverse workplace that values every member of the organization.

 

References:

Northouse, P. G. (2021). Leadership: Theory and Practice (9th ed.). Thousand Oaks, CA: Sage Publications.

In today’s globalized workforce, cultural diversity within teams is more prevalent than ever. This diversity, while a source of innovation and creativity, can also present unique challenges such as communication barriers, cultural misunderstandings, and conflict resolution difficulties (Northouse, 2021). These challenges stem from the varied cultural norms, values, and communication styles of team members, creating invisible barriers that influence group dynamics and leadership effectiveness.

The 2016 film ‘Hidden Figures’ provides a compelling real-life example of these challenges. The film tells the story of three African-American women mathematicians who played pivotal roles at NASA during the early years of the U.S. space program. Despite facing racial and discrimination, these women demonstrated exceptional leadership and made significant contributions to NASA’s success.

Katherine Johnson, Dorothy Vaughan, and Mary Jackson worked in a racially segregated division at NASA, where they were often overlooked and undervalued because of their race and gender. This is a clear example of the ‘glass ceiling’ effect discussed by Northouse (2021), where women and minorities face invisible barriers to advancement in the workplace.

Despite these challenges, the women demonstrated remarkable resilience and determination. They challenged the status quo and proved their worth through their exceptional skills and talents. Katherine Johnson’s calculations were instrumental in the success of the first U.S. manned spaceflight. Dorothy Vaughan became NASA’s first black supervisor and an expert in the new field of electronic computing. Mary Jackson fought for her right to become NASA’s first black female engineer.

Their stories highlight the importance of cultural competence in leadership (Northouse, 2021).

They had to navigate a work environment dominated by white males, understand and adapt to different cultural norms and values, and communicate effectively across cultural boundaries. Their success underscores the importance of empathy, flexibility, and adaptability in leadership.

The film also highlights the role of social dominance orientation in perpetuating discrimination and inequality. The white male leaders at NASA initially resisted the women’s efforts to advance, reflecting a belief in the dominance of one group over others. However, as the women proved their abilities, these attitudes began to change.

‘Hidden Figures’ offers valuable lessons for today’s leaders. It underscores the importance of embracing diversity, challenging biases, and fostering an inclusive culture. As Northouse (2021) suggests, leaders must develop cultural competence, implement policies that promote diversity, and create an environment where all team members feel valued and heard.

Moreover, it’s to cultivate an organizational culture that values diversity and inclusion at all levels. This could involve implementing policies that promote diversity in recruitment and advancement, as well as creating an inclusive environment where all team members feel valued and heard. Embracing cultural diversity within an organization can enhance creativity, innovation, and problem-solving. It not only benefits the team’s success but also contributes to a more dynamic, flexible, and competitive organization (Northouse, 2021).

In conclusion, ‘Hidden Figures’ provides valuable insights into the challenges and opportunities of diversity in leadership. It underscores the importance of transformational and inclusive leadership, the need to challenge social dominance orientations, and the value of cultural competence. These lessons are not just relevant for NASA but for all organizations striving to harness the power of diversity in their teams (Northouse, 2021). The film serves as a powerful reminder of the potential that lies in our diverse workforce. It challenges us to look beyond stereotypes, to value each individual’s unique contributions, and to recognize that our strength lies in our diversity. As we move forward, let’s strive to create workplaces where everyone, regardless of their race or gender, has the opportunity to reach for the stars.

References:

Northouse, P.G. (2021). Leadership: Theory & Practice (9th e.d.). SAGE Publishing.

When thinking about leadership ethics in history, one of the first leaders who comes to mind for many is Mahatma Gandhi. His life, his legacy and his methods offer a clear example of ethical leadership in action, showing the extent to which values, morals and decision-making can converge.

Gandhi’s ethics were shaped by the substance of his upbringing and his deeply felt religious commitment. From his childhood in a traditional Hindu household in colonial India, he absorbed ideals of ahimsa (nonviolence), satya (truth), and Sarvodaya (ancestral ‘welfare of all’). These were to become the hallmarks of his leadership and the basis for his social and political activism.

Nonviolent resistance to effect social change was at the very centr of Gandhi’s philosophy of ethical leadership Gandhi’s conception of ethical leadership was powerfully demonstrated during India’s independence movement. He led many peaceful protests to confront inequitable laws and to enliven a nation in its resistance to oppression without violence. For example, his famous Salt March was part of a larger mass movement of noncooperation with the British authorities that began at the start of the 1930s.

Furthermore, Gandhi’s moral reasoning was consistent with the highest stages of ethical development that Kohlberg described. His persistent adherence to principles of justice and compassion went beyond prevailing norms and legal codes, encouraging people to embrace their own conscience and act based on moral principles.

And in the area of social justice and human rights, Gandhi practied his form of ethical leadership outside of the political sphere. He made the case for the rights of untouchables, and helped to elevate the status of women, demonstrating a commitment to tolerance of the disadvantaged and minorities that’s as contemporary as ever.

By thinking about Gandhi as a man of action and thought, both deeply shaped by personal and collective history, we might be reminded that, for both individuals and nations, it is values, morals and, ultimately, judgments that can determine destinies. In this respect, Gandhi offers an ever-relevant lesson in the real-world possibilities of ethical leadership to transform systemic injustices and spark social change.

With Gandhi’s ideals as our guide, we who seek to be leaders have a tremendous opportunity to champion integrity, compassion and fearlessness in our leadership. As Gandhi did, we should try to root our leadership in ethical foundations, moral reason, and, above all, a commitment – however travelled the road – to what is right.

 

References 

Northouse, P. G. (2021). Leadership: Theory and Practice (9th ed.). Thousand Oaks, CA: Sage Publications.

Rosenberg, Jennifer. “Biography of Mohandas Gandhi, Indian Independence Leader.” ThoughtCo, ThoughtCo, 29 July 2019, www.thoughtco.com/mohandas-gandhi-1779849.