Respond To Two Colleagues In The Following Way ✓ Solved

Respond to two colleagues in the following way:

Respond to two (2) colleagues by sharing your comments and thoughts about any three of the principles that they have defined. Use the following questions to shape your comments:

- Do you see a clear relationship between the values and principles? Are the principles really “principles” and not “values” or “goals”?

- Is there an account you read in your course text, Passion and Purpose: Stories From the Best and Brightest Young Business Leaders, that might have a connection to the principles, values, and goal listed by your colleague?

- Pose three questions about the goal that your colleague created that will help him or her critically think about the goal. It may not be as easy as you think to ask good, penetrating questions that can help your colleague. Provide your rationale for asking the question to generate fruitful dialogue and assist with the reflection process. Refer to the blog post “How to Ask Better Questions” from the HBR Blog Network when formulating your questions.

These questions are intended to help your colleague move their thoughts on this matter forward in a meaningful way. Remember to consider engaging with colleagues who have not received a response yet.

Paper For Above Instructions

In academic discussions, responding thoughtfully to peers can significantly enhance the learning experience for everyone involved. Here, I will share insights on the principles presented by my colleagues, Kate Amayak and Sara DiCostanzo, while exploring the connection between principles, values, and related literature that has influenced our understanding of leadership.

Response to Kate Amayak

Kate presents an insightful discourse on authentic leadership grounded in self-awareness. She outlines various principles related to self-awareness, internal moral perspective, and balanced processing. The connection between values and principles is apparent in her argument; self-awareness, for instance, correlates with decision-making and interpersonal effectiveness. As suggested by Northouse (2016), self-awareness underpins authentic leadership, making her assertions particularly valid.

I can connect Kate's emphasis on self-awareness to an account from our course text, Passion and Purpose, where a young leader emphasized the importance of feedback in achieving personal growth. This narrative resonates with Kate’s experiences, validating the principle that effective leaders must cultivate self-awareness to facilitate constructive feedback loops.

To deepen the conversation, I pose the following questions to Kate regarding her goal related to self-awareness:

1. How do you measure personal growth in self-awareness, and what tangible outcomes have you observed in your professional interactions?
2. Can you identify a specific instance where your self-awareness significantly impacted a decision you made? What were the results?
3. How do you plan to encourage self-awareness within your team to foster a culture of openness and growth?

The rationale behind these questions lies in promoting self-reflection and encouraging her to think critically about her pursuits. By providing her with the space to explore these inquiries, we can create a discussion that heightens both her and the group’s understanding of authentic leadership.

Response to Sara DiCostanzo

Sara’s identification of humanity, justice, and courage as her core values highlights the importance of principled leadership in fostering inclusivity and fairness. Her interpretation also demonstrates a clear distinction between principles and values, aligning with Covey (2008), who emphasizes that principles serve as crucial guidelines for navigating complex interpersonal relationships.

Reflecting on Sara's experiences reminds me of a narrative from Passion and Purpose where a leader faced ethical dilemmas in promoting inclusivity. The connection signifies that justice, as a value, directly influences principled decision-making, which is essential in diverse workplaces.

Here are three questions I propose for Sara concerning her goal of achieving generational consensus on diversity and inclusion:

1. What specific training materials or methods do you envision implementing to communicate the importance of diversity and how will you gauge their effectiveness?
2. In what ways can you create a platform where all generational voices feel valued and empowered to share their perspectives on diversity?
3. How will you handle resistance from team members who may be unconvinced about the importance of diversity and inclusion?

These questions aim to encourage Sara to think about actionable steps while considering the challenges future leaders must navigate in promoting diversity successfully. By fostering dialogue around these issues, we can support each other’s growth as inclusive leaders.

Conclusion

In response to my colleagues’ posts, it is evident that the relationship between values and principles holds significant weight in leadership discussions. By engaging thoughtfully with their shared experiences, we not only deepen our understanding of leadership principles but also cultivate a collaborative environment that enhances our learning journey. Through respectful dialogue and constructive questioning, we contribute to an enriching academic experience that transforms theoretical insights into practical applications in our respective leadership journeys.

References

• Bourke, J., & Espedido, A. (2019). Why Inclusive Leaders Are Good for Organizations, and How to Become One. Harvard Business Review Digital Articles, 2–5.
• Covey, S. R. (2008). Authentic leaders. Leadership Excellence, 25(5), 20.
• George, B., Sims, P., McLean, A. N., & Mayer, D. (2007). Discovering your authentic leadership. Harvard Business Review, 85(2), 129–138.
• Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Sage Publications.
• Tavakoli, M. (2015). Diversity & inclusion drive success for today’s leaders: effective organizations and leaders are those that recognize diversity and inclusion as essential to business operations. TD Magazine, (5), 46.
• Convey, S. R. (2003). Authentic leadership: Principles and research. Retrieved from [URL]
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