Resistance to change is present in more than an organization. Schein, (2010) Discussed the stages of learning change. He also discussed how to create psychological safety.
For change to be successful safety plays a key role.
To discuss how the concept of leadership fits with the mission of Siena Heights University “to assist people to become more competent, purposeful and ethical,” let us begin by exploring the foundation of the mission statement, and the development of Siena Heights University.
In 1919 the Adrian Dominicans founded a teaching college for women, naming it St. Joseph College. During 1939 the college changed its name to Siena College. Expanded curriculum and coeducational programs were implemented in 1969. An additional name change occurred on July 1, 1998 and today is still known as Siena Heights University ().
As I reflect on the history of this institution, I imagine a group of founding women sitting together to present and discuss concepts for forming the college. Naming the college St. Joseph may have been the easy part.
The early concept of what is now known as Siena Heights University may have started in a small dusty room under the faint light of a kerosene lamp. All of this did not happen by chance. The discussions must have involved many people, and keeping the talks clearly focused would have required the guidance of leader, someone who was appointed or perhaps rose to the position by unspoken consent.
Consider the questions the groups pondered as they created the spiritual and intellectual foundation of the college. Certainly, the caliber of person to recruit was discussed. One sister must have asked the group to focus on the social outcasts with the goal of helping them to enrich their lives. Another may have wondered who would travel to attend their college, surrounded by the farmlands of Adrian? They must have considered admitting anyone with a commitment to making the journey -- in both the real and metaphorical sense. However the thinking evolved, it took leadership to knit the disparate threads of ideas into a plan of action.
According to Kouzes & Posner “successful leaders inspire a shared vision, enable others to act, model the way and encourage the heart (1987).” The leader must have been a person of influence with a sense of direction and a strong vision for the future. She hushed the fears and fueled excitement. She may have asked others to consider the traits needed in the young ladies coming to study at St. Joseph College. She may have said, “We need students with adequate ability (competent). They must be determined to complete their education (purposeful) and be virtuous and upright women (ethical).”
The leader listened closely to the discussion and was able to summarize the desires of all. The leader possessed many skills and traits. Critical thinking, good listening, and encouragement were among her attributes. She also gave the members hope the college would be built. She gained consensus.
Without consensus and hope the college would have not started in 1919. A stronger force called doubt would have sidelined this enormous project. The formation of a college would have taken its place on a shelf. Working in the context of their time, when education for women was not widely valued, the founders may have expected setbacks of rejection and oppression, to set them back. After all, a group of women proposed to start a college before they even had gained the right to vote for a President of the United States of America
They took a risk and laid the foundation for a teaching college. The college has grown into a coeducational university. The sisters of long ago are in the cloth of this institution, woven by threads of their mission statement and vision. They started with teachers. Yet, each student is a potential leader. To start on this journey, action is needed. Embracing and applying the words from the mission statement will assist to produce leaders who are competent, purposeful and ethical.
References
Kouzes, James M. & Posner, Barry Z. (1987). The Leadership Challenge. San Francisco: Jossey-Bass.
Siena Heights University. (2012). Mission and History. Retrieved August 27, 2012, from naheights.edu/About/MissionHistory.aspx
The class members have been spending time discussing leadership traits. We have cited integrity, trustworthiness, humor, likability, and drive to focus on the goal, as desirable attributes. The many competencies required for strong, vigorous leadership include being inspirational, a planner, a visionary and many others. Traits of a leader can either enhance a team or collapse it. I have worked for both types of leaders.
A leader must rally the troops and help them understand the goal if they are ever to attain it. Fire up the people and give them the tools to succeed. A leader must be a gateway -- not a barrier -- to success.
In studying concepts of leadership, I consider what it must have been to work with Walt Disney. One author provided this perspective on the Disney phenomenon: “His worldwide popularity was based upon the ideals which his name represents: imagination, optimism, creation, and self-made success in the American tradition.” (Justdisney.com)
Mr. Disney had key traits needed in a leader. During the development of Disneyland and Disney World, someone must have asked, “Who will come to this orange grove, surrounded by walnut trees, rippled with swampland to see a mouse?”
People have continued the journey to each location, (Florida and California) to worship the mouse. Without the cornerstones of a grand leader using imagination and creativity, Disney would have folded and turned off the lights. The swamp would have been dark once more.
After Mr. Disney’s death, his dream lives on. It appears corporate Disney has done well grooming and coaching each generation of leaders to keep the team productive. They have nurtured a winning concept with a strong team.
The word “coaching” speaks to nurturing, being supportive and pulling people together for a common task. A Sports Illustrated article details the demise of the Boston Red Sox 2012 season. Bobby Valentine, the Red Sox manager, took a verbal shot at his own third baseman, Kevin Youkilis. Bobby indicated publicly Youkilis was’ lacking physically and emotionally and not into the game as he was in the past.’ Youkilis believed he was playing hard and with heart.
The insult played out in the media. One National League manager stated, “If you’re going to manage today, you better have the important players in the clubhouse. You need to work through them; otherwise you lose the others.” (Sports Illustrated Sept 10, 2012).
The rift culminated in Youkilis being traded to the White Sox. His new team is leading the American League Central Division, while the Red Sox have struggled to stay out of last place in their division.
A few weeks ago, I would have read this article, nodded in acknowledgement and moved on. As a student in a leadership course, I found myself analyzing the words. Mr. Valentine should be charged with an error and I’ll stretch the baseball analogy a bit further to say he has struck out with his team. His public comments reflected badly upon a player who was a leader in the clubhouse.
A leader should exhibit the behavior he or she desires to have the team mimic. As employees and leaders, we want to get along with people. Mutual respect is required. It is essential to acknowledge mistakes and work promptly to correct them.
If an apology is necessary, deliver it sincerely and without reservation. When someone else offers an apology, accept it graciously and use the opportunity to build rapport and discuss goals and procedures to achieve success.
Certainly, negative behavior may still be present with the best of teams. Correction of negative behavior can be performed without an employee ever losing face, being badgered or humiliated. It certainly must be done privately and respectfully.
Without the Golden Rule being in play, a leader may suddenly be in hostile surroundings. As with the Red Sox, it only took a spark of a few words to fan the flames of distrust, collapse a team and derail a winning season.
References
Aldridge, Brad. (1999, August). Walt Disney. Retrieved Sept 6, 2012, from tDisney.com.aspx
Verducci, T. (2012, September). Fall of the Red Sox.
Sports Illustrated, 117(10), 40-43.
Scenario
You have a group of bargained for employees. Each year they worked together to select their vacation schedules to agreement of the whole group. Selections were made within the guidelines of the contract language. Seniority was honored, as required by the contract language.
This year the same process was followed. When the vacation schedule was posted, (by management) a few employees notice one employee submitted different selections (and it was granted) than the group discussed.
Three employees spoke with the other employee, as vacation time of other employees was disrupted. Example employees asking for a full week of vacation had the vacation time interrupted as employee X needed a few Wednesday off during 2 different months.
The need for the Wednesdays off was not discussed with the group.
The employee being spoken advised management and stated she/he is being bullied. She/he is filing paperwork with Human Resources regarding the claim of bullying. What do you need to do as the manager?