Leadership

PSYCH 485 blog

Follow the Leader

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team-leader.jpg

The Seattle Seahawks organization has been very successful because it has both an effective leader, head coach Pete Carroll, and effective followers. The integrity the team has for one another is special. When the quarterback tells the receiver to go left, the receiver trust him, he goes left and trusts the ball will be there. Without that trust, the situation could potentially cause injury to the player. The statistics the team had this past season speaks for itself. The team not only attained their goal, but went over and beyond it in a Superbowl win against the NFL best team. Under Pete Carroll’s leadership, the team dominated a game that will go down in history as one of the greatest. I did not care who won the Superbowl, so don’t hate me Denver fans, this is just an example.

The attributes of a follower are just as important as the leader in leadership situations (Northouse 2013). How a leaders skill set and behavior effect the follower are very intricate. When followers feel the human skills or people skills of a leader are not beneficiary, problems may arise. For example, if an effective follower in an organization continues to get bombarded with tons of work, so much that he is struggling to meet deadlines; a leader with human skills should understand the situation and deal with it accordingly. The outcome should be satisfying for both leader and follower. A leader who does not possess human skills in this particular situation would tell him to deal, or simply do nothing at all. That situation may eventually stress the follower, putting the goals of the organization in jeopardy.

The Skills Approach Models – List of Skills (Hughes, Ginnett, & Curphy, 2012), incorporates the skills of the follower as well as the leader. Going as far back as the “Great Man” theories, research focused on the traits that differentiated leaders from followers. Findings showed that effective leadership resulted from the relationship between leader and follower (Northouse, 2013).  Can a follower have the same set of skills as the leader? If so, how would we distinguish a leader from a follower, by title only?

 

References

Northgate, P. (2013). Leadership: Theory and Practice.

            Thousand Oaks, CA: SAGE  Publications, Inc.

Hughes, R. L., Ginnett, R. C., & Curphy, G. J. (2012). Leadership: Enhancing the   lessons of      experience. New York, NY: McGraw-Hill Companies

 

 

Women and Leadership

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               Thousands of studies have already been published about leadership. And the phenomenon has been researched since the 1930s. In most of these studies, the focus point of the issue has been the leader and his relationship with the followers (House, 1997, p. 409). Since women have not been well represented in areas of leadership study in business (Padavic, 2002), the military (http://www.army.mil/women/profiles.html), and the academia (http://www.aaup.org/article/so-few-women-leaders#.UZ50Er_XbLg), it is apparent to me that leadership research has been mainly made from men to men. 

Leadership studies have been made principally from a Western Industrialized perspective. More than 90% of the empirical leadership evidence has an American character and illustrates its cultural concerns of individualism, responsibilities, hedonism, etc (House, 1997, p.410). Furthermore, most of the leadership theories I have studied so far are business and management oriented (Northouse, 2010). For example, Robert Katz’s Three-Skill Approach was made in the 50s, based on field research in administration and first hand observations of executives in their work environment (Northouse, 2010, p. 44).

The problem with this is that women haven’t been well represented in the managing industry for a long time (Padavic, 2002). In 1960, 15.6% of all “Managers and administrators, except farm,” positions were held by women (http://www.catalyst.org/knowledge/women-management-united-states-1960-present). As today, women’s representation in Fortune 500 leadership positions is significantly low, 14.3%, and only 1.2% higher than in 2009 (http://www.catalyst.org/knowledge/statistical-overview-women-workplace). Gender hierarchy does exist, it benefits men (Padavic, 2002) and it is plentiful in the top management business positions.

Leading research about leadership was also made in 1990, such as the Mumford’s skill-based model of leadership. This research was made with funding from the U.S Army and Department of Defense, based on problem-solving skills in organizations (Northouse, 2010, p. 47). However, women are also underrepresented in the highest ranks of the military. Until 2011 there had been no African-American females with the rank of major general in the Army. The first time a female led a major Army command was the year 2008. Until 2009, there has not been any female commandant of the Drill Sergeant School at Fort Jackson, S.C. King. And until 2011 no female ever became surgeon general of the Army (http://www.army.mil/women/profiles.html). Then, we could say the Mumford’s skill-based model of leadership has been based on male leadership.

In addition to that, while there are plenty of men in the academia, married or single, women, after their post doctorate, decrease their chance of ascending to more prestigious and influential positions if they have children (http://www.aaup.org/article/so-few-women-leaders#.UZ50Er_XbLg). Consequently, I am not surprised when men have conducted most of the leadership research I come across.

Then, if leadership research works on, and from, areas or studies were women are underrepresented in senior positions, how much do we really know about human leadership? Only one of the 16th chapters of Northouse’s Leadership book is about woman leadership. That is 0.6 % of the book.

Reference:

House, R. J., & Aditya, R. N. (1997). The Social Scientific Study of Leadership: Quo Vadis?. Journal of Management, 23(3), 409-473.

Northouse, P. G. (2010). Leadership: theory and practice (6th ed.). Thousand Oaks, Calif.: Sage.

Padavic, I., & Reskin, B. F. (2002). Women and men at work (2nd ed.). Thousand Oaks: Pine Forge Press.

Penn State World Campus (2012). PSYCH 485 Lesson 1: Introduction to Leadership. Retrieved on August 30, 2012, from https://courses.worldcampus.psu.edu/fa12/psych485/002/content/01_lesson.html.

 

 

A Leader With Abilities: Nestor Kirchner

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Leaders have abilities that make them effective (Northouse, 2010. P. 43) Nestor Kirchner was an Argentinean lawyer and president of Argentina from 2003 to 2007 (Nestor, 2013). He went from being a little-known Peronist – from Peronism: the principles or polices of Ju�n Per�n (http://dictionary.reference.com/browse/peronism?s=t) – to become “the most popular outgoing president in modern Argentine history” (Levitsky, 2008).

By listening at his speeches, I found him to be very charismatic. He gained the hearts of Argentineans in no time (Barrionuevo). Research has shown that charismatic leaders have other pertinent skills, among them motivation to attain social power (Northouse, 2010, p. 20). If we look at his presidential record and achievements, these are all qualities Nestor Kirchner seemed to have. His public policies made him a popular leader. He promoted unions’ collective bargaining and increased minimum wage on several occasions. He also extended unemployment benefits and he funded public education and scientific research.

Kirtchner also knew how to influence others, a leadership characteristic that Stogdill found typical of good leaders (Northouse, 2010, p, 21). Under his leadership, six Supreme Court Judges who were considered corrupt (from a previous government) were forced to resign or were impeached (Levitsky, 2008). Human skills are required to lead (Northouse, 2010, p. 44). Without his ability to deal with other people in a conciliatory way, what he did for Argentina would be unimaginable.  He “led his country out of a crippling economic crisis” (Barrionuevo).

He was very conceptual, a quality Katz classified within his Three Skills Model (Penn State 2012). He was a good processor and organizer. According to Northouse, conceptual skills give us the ability to work well with concepts and ideas (2010). This kind of skill makes us suitable for visualizing strategic plans of organization (Northouse, 2010). Nestor Kirtchner brought a devastated economy of uncertainty to a 9 percent growth rate per year during his presidency (Levitsky, 2008). As a political science professor from Rice University said “In a very unstable situation he took absolute control”, according to an article in the New York Times (Barrionuevo).

By learning how he lifted the country not only economically but also motivationally and led all his compatriots to achieve his goals (Levitsky, 2008), we can say he was driven by responsibility and task completion. And he certainly had readiness to absorb interpersonal stress, all characteristics from Stogdill’s survey that define successful leadership (Northouse, 2010, p. 21). His leadership skills even went as far as to be able to identify that his health was not strong enough to confront another term. He did it even at the verge of a potential stunning and massive victory (Levitsky, 2008) that would have been difficult to reject by any other individual with an ego bigger than his leadership abilities or love for his country; instead, he passes his power to his wife – the current president of Argentina – who won the election with ease (Levitsky, 2008) and continues leading the country in the same direction (Barrionuevo).

 Reference:

Barrionuevo, A. (n.d.). Néstor Kirchner, Ex-Leader of Argentina, Is Dead at 60 – NYTimes.com. The New York Times – Breaking News, World News & Multimedia. Retrieved May 20, 2013, from http://www.nytimes.com/2010/10/28/world/americas/28argentina.html?ref=nestorkirchner&_r=0

Levitsky, S., & Murillo, M. V. (2008). Argentina: From Kirchner to Kirchner. Journal of Democracy, 19(2), 16-30.

Nestor Kirchner (president of Argentina) — Encyclopedia Britannica. (n.d.). Encyclopedia Britannica. Retrieved May 20, 2013, from http://www.britannica.com/EBchecked/topic/

Northouse, P. G. (2010). Leadership: Theory and Practice (5th edition). Thousand Oaks, California: Sage Publications.

Penn State World Campus (2012). PSYCH 485 Lesson 1: Introduction to Leadership. Retrieved on August 30, 2012, from https://courses.worldcampus.psu.edu/fa12/psych485/002/content/01_lesson.html.

A Mirrored Image: Marine Corps Values and The 3 Skills Approach

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            The United States Marine Corps is considered to be the toughest and meanest branch within the military’s structure. This is partly due to the long, prestigious reputation that they have continued to establish since their birth 10 November 1775. The Marine Corps is fueled and powered by its Marine Corps values which are Honor, Courage, and Commitment.  According to the Marine Corps honor is defined as a code of personal integrity, honor guides those who do the right thing when no one is looking. It is not only a duty, but also a distinction, as those who possess honor are held in honor; courage is the guardian of all other values. It is there when times are toughest, when difficult decisions have to be made. It takes the form of mental, physical and ethical strength, and is found in the backbone of every Marine; and commitment is the spirit of determination found in every Marine. It is what compels Marines to serve our nation and the Corps, and to continue on when others quit. It measures and proves one’s desire, dedication and faithfulness (United States Marine Corps, 2012).

            Behind the Marine Corps values, each Marine or leader is expected to exhibit all the leadership traits which are: Judgment, Justice, Dependability, Integrity, Decisiveness, Tact, Initiative, Enthusiasm, Bearing, Unselfishness, Courage, Knowledge, and Endurance. Without good leadership traits, leader’s abilities would be flawed. How is this related to the three skill approach? Well, first you would need to know the focus of the approach itself. The skills approach shifts thinking from the focus on personality characteristics (traits) to an emphasis on skills and abilities that can be learned and developed. Under this approach leadership is also defined as the ability to use one’s knowledge and competencies to accomplish a set of goals or objectives. (Northouse, 2013). According to the text, a summary of the 3 skills approach is that it includes technical, human, and conceptual skill (p. 44-46).

            Technical skill is knowledge about and proficiency in a specific type of work activity; human skill is knowledge abut and ability to work with people; and conceptual skill is the ability to work with ideas (Northouse, 2013).Looking at the definition listed, is this not the schematic of war and service? Marines are designated a specific Marine Occupational Specialty (MOS) based off their Armed Services Vocational Aptitude Battery (ASVAB) scores. Within this test, each individual are asked several questions in 3 categories for line scores: Electronics Repair, Missile Repair, Electronics & Communications (EL), General Maintenance, Construction, Utility and Chemical Maintenance (MM), and General Technical, Special and Officer Programs (GT). Based off the current knowledge you possess, your line scores determine the job that you will have and your technical capabilities within the military.

            Knowledge, technical, and conceptual skill aren’t just visible in the initial process but will be visible through your career despite your MOS. Marines are taught to lead with confidence, knowledge, and humility. This requires that one know about the past and present accomplishments of the branch. If one does not know what past failures were, how can they be bettered in the future? Obtaining and having the knowledge to lead is not enough, one must know how to develop ideas of war and technically, tactfully, and proficiently implore them.  

Northouse, P.G. (2013). Leadership: Theory and Practice. Los Angeles: Sage Publications.

United States Marine Corps. (2012). Retrieved from USMC website: http://www.marines.com/history-heritage/principles-values

Leadership Skills

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Obviously, leaders need skills. When I think about my own job, and the jobs of others that I know well; who do they go to when they need specific help about their job? The boss! I know my boss at work gets hammered with questions all day.

With the three-skill approach, it covers technical, human, and conceptual skill (Northouse, 2013). Which one is the most important for a leader? All of them! Technical skill covers knowledge about a specific job. As I stated in my previous blog, I am an EMT. If I have a technical question about how to do a run report in the Department of Health’s website, I go to my boss (who is an awesome leader), and he is able to help me with the technical problems of this website.

A leader must also have good human skills; or rather “people” skills. They must be understanding, helpful, work efficiently with others, and work with others towards goals.

Conceptual skills are very important as well. A leader in a job setting needs to think about how to accomplish things, how to make ideas happen, and plan for the future. I ran into an issue with this skill at a part-time job that I work at. I file patient records for an in-home nursing company. Last week, I literally ran out of filing room. All of the filing cabinets were completely stuffed. I went to her to ask her if she had any idea on what I should do. She went into the filing room, looked around, put her hands in the air, and said “I have no idea, I guess you’ll have to figure it out!” Well… that was helpful! She had neither any ideas or a plan. Patient records is a huge part of my employers workplace. They are vital to the patient, and the state’s health department can come in and charge us fees if things are not filled, or filled correctly. I saw this as a flaw in her leadership skills.

As you can see, the three-skill approach is very important; especially in workplaces.

Reference:

Northouse, P. G. (2013). Leadeship: Theory and Practice (6th ed.). Thousand Oaks, CA: Sage.

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