Leadership Journal: Watch The Film About John Gardner

Leadership Journal 6please Watch The Film About John Gardner By Ope

Leadership Journal 6please Watch The Film About John Gardner By Ope

Leadership - Journal 6 Please watch the film about John Gardner by opening this document in Word and clicking on this link: This is a large file and will take time to load. If you have difficulty, use a browser like Chrome that better handles larger files. Then copy and paste the link into the browser. Module 6 - Journal 5 – Chapter 8 remote 1. How does your concept of citizenship relate to transformational leadership? 2. Do some quick research - What is Corporate Citizenship? 3. Would you call your most recent employer a good corporate citizen? Why? What kind of citizenship do you expect from the companies you choose to “do business with?” 4. Draw a communication map of a meeting in which you participated. [Depending on the state of social distancing, this question may be eliminated] The purpose of this map is to gauge the level of participation, engagement, and voice of each member of the group. You will need paper and 2 or 3 colors of ink pens. Draw a seating chart showing the arrangement of the room and where each team member sits. Identify the leader and any other officers. After the meeting officially begins, each time a group member speaks draw a circle around their position on the chart and an arrow indicating whether the person was addressing the group or an individual. Be sure to catch “private” conversations. Continue this observation/note-taking throughout the meeting. Scan your drawing and upload to the assignment drop box. Analyze your drawing. Did the communication seem balanced? Are there dominant communicators? Was the room arrangement conducive to good communication? Conducive to engagement of members? Is this a formal or informal meeting? How can you tell? What suggestions do you have for improved communication & engagement? Do in groups and out groups appear on the map? Describe: 5. In your own words, define and give an example of transformational, transactional, and pseudotransformational leadership. a. Transformational b. Transactional c. Pseudotransformational 6. a. Looking at your author’s characteristics of each type of leader, who in your observable group would you classify as a transformational leader? A transactional leader? Why? b. In your opinion is charisma (note that charisma is not the same thing as being an extrovert) an essential factor in being a transformational leader? 7. After watching the film and applying the concepts from your text, reflect on John Gardner as a transformational leader. Give another example of a transformational leader living in today’s times. 8. Leader-Member Exchange Theory (chapter 8) is an example of transactional leadership. Transformational Leadership is taking LMX theory to a higher level. Using a discussion of in groups and out groups, describe how a transformational leader moves followers to the in group and then to higher levels of motivation and morality. 9. On pages, take the Multi-factor Leadership Questionnaire and reflect in writing on your results. 10. Any new leadership “ah-ha’s?” Please Share…

Paper For Above instruction

The concept of leadership is foundational to understanding how individuals influence others to achieve shared goals. Among various leadership theories, transformational leadership stands out for its emphasis on inspiring followers to exceed expectations through motivation, integrity, and moral development. This paper explores the relationship between citizenship and transformational leadership, delves into the concept of corporate citizenship, analyzes a personal observation of meeting communication, contrasts different leadership styles, and evaluates leadership theories with real-life examples, including John Gardner’s leadership and contemporary leaders.

Citizenship and Transformational Leadership

Citizenship, in a civic sense, involves active participation and responsibility toward community welfare. Transformational leadership aligns closely with the ideals of citizenship because it promotes ethical behavior, community engagement, and the development of followers’ moral perspectives (Bass & Steidlmeier, 1999). A transformational leader fosters a sense of shared purpose, encouraging followers to contribute beyond personal gains to societal betterment, echoing the responsibilities of citizenship. For example, leaders such as Nelson Mandela exemplify how transformational leadership can inspire citizens to pursue social justice and civic engagement, reinforcing a reciprocal relationship between leadership and responsible citizenship.

Corporate Citizenship

Corporate citizenship refers to a company's responsibilities toward society, encompassing ethical practices, social contributions, and environmental stewardship (Wood, 1991). A good corporate citizen actively engages in social initiatives, maintains ethical labor practices, and minimizes environmental impact. Reflecting on my recent employer, I evaluate whether they incorporated these practices. In my view, my employer demonstrated moderate corporate citizenship through community involvement and ethical labor practices but lacked significant environmental initiatives. As consumers, we expect companies to embody responsible citizenship, demonstrating transparency, ethical conduct, and concern for social and environmental issues.

Communication Map of a Meeting

Creating a communication map provides insights into group dynamics, participation, and engagement. In my observation, the room was arranged in a circular format, conducive to open dialogue. The leader actively directed conversations while several members contributed regularly, indicating a mix of dominant and supportive communicators. I noted that some individuals monopolized the conversation, whereas others remained passive, which affected engagement levels. The map revealed the presence of in-groups and out-groups, influencing the overall effectiveness of communication. Improvements could include structured turn-taking and encouraging quieter members to participate, fostering inclusive dialogue. The informal nature of the meeting facilitated openness, but more formal structuring might improve clarity and focus.

Leadership Theories and Examples

Transformational leadership involves inspiring followers through charisma, vision, and moral example. For instance, in our group, Sarah demonstrated transformational qualities by motivating others and emphasizing shared goals. Conversely, John exhibited transactional leadership by focusing on roles and exchanges—rewarding compliance or punishing non-compliance. Charisma is often associated with transformational leadership but is not solely dependent on extroversion; rather, it encompasses qualities like confidence, integrity, and influence (Conger & Kanungo, 1998). Charismatic leaders can energize followers, but authentic transformational leaders prioritize moral and ethical concerns over personal charm.

John Gardner as a Transformational Leader

John Gardner exemplified transformational leadership through his dedication to education, civil rights, and community service. His leadership inspired societal change, emphasizing moral development, social responsibility, and the empowerment of individuals. An analogous contemporary leader is Malala Yousafzai, whose advocacy for education reform and gender equality has transformed perceptions and mobilized global action. These leaders demonstrate how vision, moral purpose, and inspiring communication drive transformational change.

Leader-Member Exchange (LMX) and Transformational Leadership

LMX theory emphasizes the quality of relationships between leaders and followers, distinguishing in-groups from out-groups based on trust, loyalty, and mutual influence (Graen & Uhl-Bien, 1995). While LMX primarily describes transactional exchanges, transformative leaders extend this by elevating followers to higher moral and motivational levels. They do this by creating inclusive relationships, empowering followers, and fostering shared visions. Transformational leaders actively work to include more followers in the in-group, nurturing their growth and increasing motivation through moral support, mentorship, and shared purpose, ultimately transcending transactional exchanges.

Reflections on Leadership Assessments

Participating in the Multi-factor Leadership Questionnaire provided personal insights into my leadership style, highlighting areas such as transformational and transactional tendencies. Reflecting on the results, I recognize the importance of balancing these styles, leveraging transformational qualities to inspire and motivate, while applying transactional methods for clarity in roles and responsibilities. Such assessments deepen self-awareness, enabling more intentional leadership development.

Leadership “Ah-Ha’s”

A significant insight from this exploration is that effective leadership combines authentic moral purpose with the ability to inspire and empower others. Charisma, while influential, is secondary to integrity and vision. Genuine transformational leaders prioritize moral development, fostering trust and engagement among followers. Understanding the nuances of different leadership styles and their impacts enriches our approach to leadership in personal and organizational contexts.

References

• Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. The Leadership Quarterly, 10(2), 181-217.
• Conger, J. A., & Kanungo, R. N. (1998). Charismatic leadership inOrganizations. Sage Publications.
• Graen, G., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of LMX theory of leadership over 30 years: Applying a multilevel, multisource perspective. The Leadership Quarterly, 6(2), 219–247.
• Wood, D. J. (1991). Corporate social performance revisited. Academy of Management Review, 16(4), 691-718.
• Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson Education.
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• Antonakis, J., & House, R. J. (2014). The full-range leadership theory: The way forward. In D. V. Day (Ed.), The Nature of Leadership (pp. 124-151). Sage Publications.
• Bass, B. M. (1985). Leadership and performance beyond expectations. Free Press.
• Hater, J. J., & Bass, B. M. (1988). Superior leader influence and follower performance. Journal of Applied Psychology, 73(2), 395-406.