Project Directors Track Session 4

Marywood University

Sisters Leadership Development

Initiative Program

Project Directors Track – Session Four

Jane Wakahiu, LSOSF

Spring 2009

Contents

Course objectives……………………………………………………………………………….4

Course objectives……………………………………………………………………………….4

Methodology…………………………………………………………….……………………...4

Ethical leadership

Ethics…………………………………………………………………….……………..6

Integrity…………………………………………………………………….…………..6

Honesty………………………………………………………………………..………..7

Responsibility………………………………………………………………………….8

Case scenarios………………………………………………………………………….9

Visionary leadership…………………………………………………………………..10

Leadership principles………………………………………………………………….11

Ethical leadership- fairness and justice

Meaning of fairness and justice……………………………………………………….12

Resolving conflicts in organization……………………………………………………13

Ethical leadership –Human Dignity

Meaning of human dignity……………………………………………………………14

Characteristics of human rights……………………………………………………….15

Discussion Activity…………………………………………………………………...15

Ethical Decision making procedure…………………………………………………………..16

Broad Analysis and problem solving…………………………………………………16

Procedure of ethical problem solving………………………………………………...17

Theoretical frames of decision making…………………………………….…………17

Sister Leadership Development Initiative-Project Directors Session 4

Page 2

Reframing organizations………………………………………………………….………..19

Structural frame………………………………………………………………….....19

Human resource frame………………………………………………………...……20

Political frame……………………………………………………………..….…….20

Symbolic frame………………………………………………………………….…..20

Activity/Discussion/Case Analysis…………………………………………………….……21

Team building and motivation……………………………………………………..………..22

Leadership and qualities of a leader, group qualities………………………..………22

Activity/discussion…………………………………………………………..………22

Motivation……………………………………………………………………………22

Leadership and Spirituality…………………………………………..………………24

Categories of leadership skills………………………………………………………..24

Empowerment………………………………………………………….….………………….28

Appendix

1.

Case Studies

2.

Integrity Quotient

3.

Leadership Quotient

References


Page 3

COURSE OBJECTIVES



Enable the project managers/leaders have an understanding of the basis of ethical leadership concepts: Integrity, honesty, trustworthiness, responsibility, equality, constancy, authenticity, commitment, human dignity and respect.

 Encourage and promote skills on ethical decision making in the ministries.



Provide opportunity for the participants to explore their model of decision making and share their own experiences in order to enrich each other.

METHODOLOGY

The course will use participatory methodologies which will include but not least:



Group discussion and plenary reporting : Participants will be engaged in group discussion to analyze cases and present their view points. A moderator in the group will lead the discussion, asking questions and letting the participants respond to each other.



Real life case applications: The participants have vast experiences in their ministries. The instructor will allow the participants to integrate their own examples, stories or demonstrations that relate to the content so that they can see the relevance, interrelationships of ethical leadership.



Reaction papers – participants will write reaction paper applying ideas



Case studies : The instructors will provide realistic description of situation with supporting data. Participants will be given a task in which they need to delve into the case and make recommendations, decisions or solve problems. Personal case studies from their ministries will be encouraged.



Problem solving : Participants will be presented with cases that require critical thinking and problem-solving skills. They will define, diagnose a problem, identify and evaluate solutions.

 Video/film/slides : The instructor will augment the teaching with video/film. Then, the participants will engage in discussion on the content of the video/film to promote deeper understanding of ethical leadership concepts.



Skit : Where possible skits will be used to illustrate the real life experience. These are small plays that can be improvised by a few participants to illustrate a point in the content.


Page 4



Simulations : Participants will be presented with realistic cases which will require them to develop collaborative teams to search for better solutions. This might reflect their challenges in the ministries.



One minute papers: The instructor asks participants to write a one minute paper on a topic assigned related to the lecture. This will help the participants to recall the concepts and how to apply in these concepts to their ministry.

Readings

Byron, W. J. (2006). The power of principles: Ethics for the new corporate culture . New York:

Orbis Books.

Freeman, R. E. and Stewart, L. (2006). Developing ethical leadership. Business roundtable Bridge

Paper, 2-14.

Fogkeman, G. R. (…) the leadership-integrity link. Retrieved on April 20, 2009 from http://www.au.af.mil/au/awc/awcgate/au-24/fogleman.pdf

Kogler, S. H. (2006). Team leadership. In P.G. Northouse (Ed), Leadership Theory and practice ,

(p. 203-234). CA: Sage Publications.

Harvard Business review on Leading through change (2006). MA: Harvard Business School Press

Northouse, P. G. (2006). Leadership ethics. In P.G. Northouse (Ed), Leadership theory and practice , (p. 301-327). CA: Sage Publications.

Rath, T. and Conchie, B. (2008). Strengths based leadership: Great leaders, teams, and why people follow . New York: Gallup Press.

Zaccaro, S.J., Rittman, A. L., and Marks, M. A. (2001). Team leadership. The leadership

Quarterly , 12, 451-483.


Page 5

SESSION 1: ETHICAL LEADERSHIP

The aim of this session is to explain the concept of integrity, the core meaning and purpose of integrity, trustworthiness, honesty and responsibility to self, community and organization/ministry.

Ethics



Ethics refers to standards of behavior that tell us how human beings ought to act in the varied situations of life that they find themselves as colleagues, employees, parents, children, citizens, businesspeople, teachers, professionals. Ethics is inclusive of acceptable behavior.



An ethical person can be considered to be wholly, possessing integrity, trustworthiness, honesty and is authentic. The characteristics are inseparable and not contradictory. The person acts the same consistently in both private and social life.

Fundamental problems for identifying ethical behaviors a) On what do we base our ethical standards? b) How do those standards get applied to specific situations we face?



A leader organizes others to reach a common goal. Leaders are to be sensitive to respect unique identities of subordinates and stakeholders. Each person requires respect and being treated with dignity. Leaders have a responsibility because of their position and have greater opportunity to influence.



Ethical leadership emphasizes on values, morals of all the stakeholders (employees and clients). Leaders mobilize and influence people to face tough issues and sustain higher standards of moral responsibility.

 A leader is capable of influencing people to follow a plan if they believe in that leader who has credible character.

Integrity

Integrity is the quality of a person's character. It is a virtue that ties together overlapping qualities, honesty, trustworthiness, respect, and sincerity. When a person has integrity words and deeds match each other. A person with integrity has no pretence.

Humans are supposed to have integrity because they have capability to make choices between good and wrong. But often, humans make wrong choices that lead to question their integrity.

Basically, integrity is – a) Discerning what is right and what is wrong b) Acting on what you have discerned even if it may cost


Page 6

c) It is the adherence to a code of values. d) Saying openly that you are acting on your personal understanding of right and wrong

Characteristic of integrity – (describe a situation where you yourself or someone else acted with integrity. Describe the characteristics of integrity.

Leaders should practice and measure the level of integrity that they require from their staff, employees and clients. Some of the characteristics of integrity that play essential role in encouraging the employees include, sincerity, honesty consistency, trustworthiness, respect, human goodness, equity, loyalty and humility.



For example sincerity is the unpretentious behavior and it presents no false appearance. A leader with integrity is sincere in his/her actions; actions match words (walk the talk).



A leader’s behavior must be consistent all the time to enhance success in the organization or ministry. For example consistency in enforcing disciplinary standards and practicing what they require of the entire staff, employees and clients.

A leader must practice individual acts of integrity in order to become a habit which eventually leads to a way of life, becoming whole.

Honesty What do we mean by honesty?

Honesty refers to being free from deception. It is being genuine, real, truthful, upright, reliable and credible. An honest person can be described as possessing integrity. A leader is supposed to be honest with the employees and encourage the colleagues to do the same. In an organization or ministry honesty and trust in work place allows growth of a shared purpose. As a result mutuality develops in support of each other and the activities of the organizations.

Human beings have responsibility of the direction their life takes because they are to some extent authors of their own lives. A responsible person is capable of exercising and executing authority prudently and handles the actions and consequences that affect colleagues.

Honest leaders must learn to reject bribery, nepotism, fraudulence, dishonesty, preferential treatment, bias, discrimination or improper influence. Act for each client, staff and employees in a reliable and trustworthy manner.

Remember: Dishonest character is like cancer or leprosy that eats the moral fiber of a person and the organizations and/or ministry leading to decay and it is not easy to cure the moral fiber.


Page 7

Responsibility

Responsibility refers to the potential of being answerable, accountable or liable to be called upon to answer for one’s acts and decisions.

It is the quality or state of being responsible. A responsible person is accountable for his/her actions, and undertakes duties prudently. The person is able to fulfill obligations and is dependable, loyal, consistent and trustworthy.

A responsible person is capable to choose for oneself between right and wrong. Responsibility can be both personal, social or community responsibility. For example social responsibility may include economic, legal, ethical, and philanthropic endeavors for the community.

Give examples of responsible leadership.

An ethical leader exercises responsibility in five levels of involvement a) Setting example – being the same consistently acting correctly or justly always. b) Facilitation- supporting members c) Persuasion- appealing to reason and is reliable and dependable d) Manipulation- offering incentives, encouragement to stakeholders e) Coercion- enabling others to contribute capability

Activity 1

Let the participants respond to integrity quotient survey to guide them in exploring their level of integrity. The scores will help the participants to understand the areas of growth and responsibility .

(Attached in the appendix)

Adapted from, Freeman, E. and Stewart, L. (2006). Developing ethical leadership. Business

Roundtable, Institute for corporate ethics. www.corporate-ethics.org/pdf/ethica_leadership.pdf

.

Johnson, K. W. (2005). The role of leadership in organization integrity, and five modes of ethical leadership .

Byron, W. J (2006). The power of principles: Ethics for the new corporate culture. New York:

Orbis Books.


Page 8

In groups let the participants discuss the following scenarios: HANDOUT

Case 1

A vacancy has opened up in the school where you are the principal; the position requires a qualified candidate to teach business education and history. Your brother has been searching for a teaching position for more than five years without much success. His area of specialty is Math and biology but with much reading he can teach business education and history. The protocol of the school is to advertise for the position; your brother sees the advertisement and decides to come for the interview. You are in the panel that is conducting the interview.

Case 2

You are a director of the community development program, a former employee in accounting department sets up a business in a nearby city and approach you for a letter of reference to the

District Commissioner. He submits a draft document of the letter, which references several projects he is taking credit for (such as establishment of scholarship for children with disability, grant award for water project). You know he was a minor team member in one of these and you feel uncomfortable with his suggestion that the letter be on the community project letterhead, just to make it more official.

Case 3

Your institution (organization) is replacing laptop and desk top computers in some departments.

The new computers are scheduled to arrive in your institution in about two months. The old ones will be donated to some high schools in the diocesan school system. Your nephew who is in college needs a laptop because he is about to begin his research project. You are the one responsible for delivering the laptops and computers to destined schools, if you take one for your nephew he will be glad to complete his project in good time and he will save the money his family would have used to buy him a laptop. After all you are the only one who knows about it.

Case 4

Marietta is one of your employee in the dispensary, she works very hard but sometimes she is withdrawn to herself without much participation but she accomplishes her duties well. You have tried to talk to her but she responds that that is her nature. A statement you doubt. An employee you care for reports to you that Marietta has been uncooperative. At the same time you are planning to cut the number of employees because the budget cannot allow keeping all the employees. You are discerning which of the employees will you let go?


Page 9



What would be your possible inclinations?



How would you react or deal with the situation, be truthful as possible. Consider the ethical principles previously discussed.

Visionary Leadership

An ethical leader must have a vision for the organization or the ministry that he/she is leading.

That means articulating the goals and objectives for the subordinates to follow. When there is clarity of goals, objectives, job description and division or roles, conflicts are minimal and the organization provides opportunity for growth, mutuality and teambuilding. As a result it becomes enjoyable, and fulfilling to come to work and individuals renders their services to their full potential. It becomes easy to identify with the organization/ministry.

Vision

A vision is a description of an organization intended activities and character in clear terms that capture the meaning and value of their existence. A vision could be a motivational statement that expresses the feeling of an organization.

Activity

Ask participants to state the vision of their congregations, schools, or the ministry they undertake. What do you want your organization to become?

Communicating a vision is an essential characteristic of leadership. For an individual to become an ethical leader one need to have the vision of the organization and check whether you measure to what your organization purports to accomplish.

Visioning is the process of developing the vision/goals/objectives/ that define what you want your organization to become. A visionary leader encourages the stakeholders to play their roles effectively by:



Creating space for fruitful interaction



Enabling teambuilding for greater team feeling



Developing perspectives on organizational issues



A leader is accessible to the employee harmony



Expose and work through conflicts



Uncover and highlight feelings (enthusiasm, passion, commitment, and optimism)


Page 10

Adapted from Vaill, P. B. (1998). Spirited leadership and learning: Process and wisdom.

CA: Jossey-Bass Inc.

Leadership principles

For an ethical leader to thrive in a dynamic society there is need to develop guiding principles that become an inspiration to a leader and the organization: a) Use techniques that provide opportunity for recognition; achievement is predicted on discipline, persistence and know-how b) Leadership is based on ordinary/ mundane of daily life in the organization c) Leaders work invisibly to provide common ground for disclosure and exchange d)

Leadership requires introspection “why am I reacting this way”? How can I improve the situation for both employees and clients not just profits? e) Leadership is affirming colleagues; ask for new viewpoints and foster social harmony f) Leadership is a sustained practice despite failure there are inexhaustible possibilities g) Leadership requires a novel way of seeing the opportunities for success and development. h) Leadership is keeping the enthusiasm alive and enabling transformation in the organization.

Activity

Reflection: How are these principles realized in your ministry/organization? What can you or your organization do to maximize ethical leadership in your organization? What would be your first step when you return to bring about the desired change in your organization?

Adapted from, Baker, W. F. & O’Malley, M. (2008). Leading with kindness: how good people consistently get superior results. NY: American management Association .

Harvard Business review on Leading through change (2006). MA: Harvard Business School

Press.



Page 11

SESSION 2: ETHICAL LEADERSHIP - FAIRNESS AND JUSTICE

The aim of this session is to navigate the theme of fairness and justice, equality, constancy, authenticity and commitment. What does each term mean to you? Give illustrations.



Fairness refers to the ability to respect all individuals no matter their situation in life or relationship, while offering each individual the same treatment (Bryon, 2006). A fair society is the one in which no one is left behind; there is equal opportunity for all regardless of their color, race, ethnicity, or status.



Justice refers to the quality of being fair or judgment involved in determination of rights and assignment of rewards and punishment. Justice and fairness are common concepts because human person demand to be treated in fairness and respect.



Equality refers to the quality of being the same in quantity or measure, value or status. The term has controversial meanings because it has been used in promoting gender equality, equal opportunity for all regardless of color race or ethnicity. Equality has a close connection with morality, respect and justice.



Although people have responsibility for both their actions and circumstances, the responsibility people have to treat individuals and groups equally has a morally appropriate concept.



Authenticity encourages individuals to be who they are consistently. This means that some people play two roles; you say one thing and act another. In this situation individual can be said to be unauthentic person. An authentic person is true to self and community all the time. The person is consistent, reliable, trustworthy, loyal and dependable. An ethical leader ought to be an authentic person in all operations.



Commitment is a promise or pledge to be the best. Commitment is the cement of social relationships that allows for morale and sense of security to grow in work place.



Becoming the best does not measure to another individual. Each person need to become aware that they are irreplaceable because you are you. So no matter how good you may be today, you can be better tomorrow. Thus, there is room for improvement.

Discussion :


Page 12

Thought provoking questions:

What areas in your society do you see unfairness and injustice?

How about in your ministries, does the staff or clients complain of unfair treatment?

Explain?

Let the participants discuss how the issues they present reflect fairness or unfairness and what can be done to address the situation.

Resolving conflicts in organizations

Practicing fairness and justice requires carefulness to follow rules and regulations. Some of the rules, regulation, policies are drawn by the organization. Justice requires that there be fair share of the available goods and services, people be treated fairly with equity. And injustices are dealt with appropriately. Depending on the intensity and immensity of the norms violated, there are differing approaches to justice.



Distributive justice - is the principle that concerns just outcomes, it is concerned with fair and just allocation of resources in a society.



Procedural justice - is concerned with a just process of the administration of law



Restorative justice - focus on the need to be healed, what needs to be repaid and what needs to be learned in the wake of the issues at stake. For example punishing the offender suggests that certain behavior is unacceptable. It creates obligation to make things right through reconciliation, repair and promote reassurance. The offender has responsibility to make reparation.



Retributive justice – justice here blames the offender and administers pain. The argument is that proportionate punishment is morally acceptable.

Activity

Ask the participants to discuss rules, regulations and policies in their ministry/organization? What mode of justice is often used to deal with the offenders?

Do your client’s employees understand the code of conduct, policy documents and the code of standard in the organization? How would you make available these documents to promote healthy functioning of your ministry/organization?



Press.


Page 13


SESSION 3: ETHICAL LEADERSHIP- HUMAN DIGNITY

The aim of this session will be to elucidate the meaning of the concept of human dignity meaning making, inclusivity, personal and social dynamics and respect in relation to the ministries/organization.



Human dignity is defined as the state of righteousness, integrity, or virtue in human beings. The term dignity refers to a sense of respect of self and the other. It is the intrinsic value of every human being.



Catholic social teachings explain human dignity as rooted in the image of Christ and the ultimate destiny of our union with God. In this view, every human being ought to be recognized as intrinsically valuable member of human community and a unique expression of life, with an integrated bodily and spiritual nature (Gn. 1).



Biblically, human persons are willed by God; they are imprinted with God's image. Their dignity does not come from the work they do, but from the persons they are.



Human beings have a right to live and exist. Human rights should be upheld and respected. Constitutionally human life should be respected and human rights upheld.



Humans are social beings they live and interact in a society and react to inner and outer changes that deal with rules and regulation mechanism. Humans long to be respected as persons, they want to be treated with dignity and they want to find meaning in their lives and work.



Principle of human dignity is the bedrock principle of both personal and social ethics.

Summary: Principles of ethical leadership


Page 14

Responsible

Respect

Community builder

Integrity Ethical leadership

Practice

Justice/fairn ess

Trusts and is trustworthy

Practices honesty

Provide services to others



When human dignity is infringed then human rights are abused. The universal declaration of human rights reinforces that each individual rights should be respected in organizations and workplaces .Violation of human rights can amount to legal issues.

 There are entitlements that all human beings have by virtue of the fact that they are human beings. That is they are to live a life of dignity irrespective of age, sex, race, color, language, tribe, religion, and political beliefs. They protect all people form exploitation and dominance by the powerful.

Characteristics of human rights:



Inalienable (unchangeable, absolute)



Universal – The UN convention highlights that human rights are universal.



Indivisible – Human rights are inseparable to human beings



Interdependent- Human rights are mutually dependant.

(UN Convention, 1945).

Discussion

Thought provoking questions:

Discuss the common human rights violations in their communities/organizations/society.

Ask them what institutions they would link with to help address human rights violations in their society? What strategies do you use to help reduce the violations in your ministries?


Page 15

Ethical Decision Making :

In order for a leader to make ethical decisions there is need to train oneself on understanding basis of ethical issues and decision making procedure. Ethical decision making involves practice in weighing varied considerations to make responsible decisions.

Decisions we make impact our lives and those of the people we lead, therefore making choices for a course of action is essential. As leaders, it is important to become familiar with possible ways to address ethical problems. It becomes easier to weigh the situation and helps a leader not to feel guilty of the decisions they make.

As leaders it is important to seek counsel and advice in order to make informed decisions, this requires consultation with pertinent stakeholders in the organization/ministry. Always avoid consultation that can spread rumors essentially in issues/areas where there are no policies.

It is important to be firm and not to “ act alone

” seeking advice or counsel of experienced human resources is important in making sure that your decisions are fair within reason. Be the right person of character that points the right direction to meet the demands of justice and fairness.

Compromise to your moral integrity could lead in faulty decisions.

Broad decision making Analysis: a) Identify the central question – how will the particular decision affect individuals and organization b) Consider the level of decision making, have relevant experts to guide you. c) Identify relevant facts – identify applicable regulations, law, policies, professional standards and possible outcomes. d) Identify the relevant moral concerns – those that relate to human dignity, the common good, justice and fairness, stewardship and human rights. e) Consider alternatives


Page 16

f) Decide and justify - are the chosen means align with relevant moral norms g) Follow-up with a review – consider what might have been done differently.

Ethical problem solving includes the following captivating questions:

 What benefits and what harms will each course of action produce, and which alternative will lead to the best overall consequences?



What moral rights do the affected parties have, and which course of action best respects those rights?



Which course of action treats everyone the same, except where there is a morally justifiable reason not to, and does not show favoritism or discrimination?



Which path of action advances the common good? Which path of action develops moral virtues? http://www.scu.edu/ethics/practicing/decision/thinking.html

PROCEDURES OF ETHICAL PROBLEM SOLVING:

It is essential to master the following procedure that can be helpful to deal with ethical issues in your ministry/organization



Be familiar with the ethical issues



What are the issues at stake is there something wrong personally, socially, culturally?



Could the conflict situation/issue cause injury to the people, community, institution or society?



What is the issue all about, what are the rights, dignity, rights and hopes to resolve the issue and establish mutuality?



What are the facts of the case/issue under consideration?



Sate the relevant facts of the case



What facts are unknown



What individuals are involved in the case



What are their obligations or what are the role they play in this case



What are the options of acting



Have all the relevant persons and groups been consulted



Evaluate the alternatives



Which option will produce the most good and do the least harm?

Use the theoretical Frames in decision making:



Utilitarian approach – The ethical action is the one that will balance the benefits over harms.


Page 17

 Is everyone’s rights and dignity still respected even if everyone is not capable of getting what they want?

 Rights approach – Ethical action must respect the rights of all the affected



Which action is fair to all the participants in the case?



Fairness or justice approach – Ethical action is the one that treats people equally, or proportionately fair.



What options are there to help everyone in the case participate fully and share as a community?



Common good approach – Ethical action contributes most to the achievement of a quality common life together.



Would you want to be the sort of a person who acts this way with courage compassion, truthfulness and trustworthiness?

Activity

Ask the participants to be in groups. Provide each participant with case (attached in the appendix)

Case1: Trust betrayed in administration

Case 2: Wife beating

Let the participants follow the ethical decision making procedure to analyze the cases.

There is no right or wrong answer but any response has to be justified.

The participants can be given an opportunity to talk about some of the cases that they have found difficult to deal with in their ministries/organization. The class can discuss on possible ways such cases can be resolved.


Vaill, P. B. (1998). Spirited leadership and learning: Process and wisdom. CA: Jossey-Bass Inc.


Page 18

REFRAMING ORGANIZATIONS



Often, organization may not be fully achieving the set goals and objectives. There is need to evaluate the goals and objectives and to measure to what extent they are realized. When organizations/ministry is not operating in the right manner, it is important to develop new strategies to re invigorate the organization.



We now discuss the frames that leaders are oriented to in the organizations as articulated by Bolman and Deal (2003). Reframing organizations : Artistry, choice and leadership .

The frames will enable the leaders and project managers to realize their operation model and how they would incorporate holistic model that focus structure, human resource, politics and symbols.

Recognizing the failures the strengths and weakness of leadership opportunity is a moment for growth and transformation.

Leaders should be aware of their own operation so that they can gather strength from the team through delegation in order to achieve the goals of the organization. There are four frames that majority of leaders operate

Four frames of Leadership in organization

Structural frame : Organizations are designed in units and subunits, rules and roles and goals and policies. A leader oriented to make decision in structural frame perceives the organization in the following ways:



It is the factory with leadership of social structure.



Organizations exist to achieve goals and objectives



Have structures that fit goals and objectives


Page 19



Increase efficiency through consistency and division of labor



Rules, roles and policies regulate the structure.

Human resource frame : Organization exist to serve human needs, and organizations and people need each other, the fit of organizations and people is critical (appropriate fit lead to growth, collaboration, teambuilding).



Organizations exist to serve people not people to serve the organization.



People and organizations need each other, people need careers, and organizations need the energy of people



A good fit between individual and organization bring about success and both win.

Human Resource Strategies



Invest in people



Train and educate people



Develop measures of human resource management



Share the wealth of ideas, salary increases, benefits etc

 Provide autonomy and participation



Focus on job enrichment

Political Frame : Assumes that



Organizations are coalitions of various individuals and interest groups



There are enduring differences among the interest groups

 Decisions involve allocations of the scarce resources



Goals and decisions emerge from negotiation, bargaining and jockeying for position

Strategies to integrate political map



Determine the channels of informal communications



Identify principal agents of political influence



Analyze possibilities of internal and external mobilization


Page 20



Anticipate the strategies that others will employ

Symbolic Frame : Organizations are symbols that include, humor, myths, logos, rituals, history, ceremony, awards etc. All these play a role in organizations to facilitate growth but organizations is much more.

 For example symbolic frame assumes that an event is important because of what it means for an organization.



When facing uncertainty people create symbols to increase predictability



Events are important for what they are

Decision making using frames

Structural frame

Human resource frame

Political frame

Symbolic frame Ritual to affirm values

Decision making using frames

Decision making Reorganizing organization rational sequence to produce the right decision

Open process to promote commitment

Realign roles and responsibilities to fit tasks

Maintain balance on human needs and formal roles

Opportunity to gain or exercise power Redistribute power and realign coalitions

Maintain image of accountability and responsiveness , negotiate a new social order

Activity:

Ask the participants to identify what frame do you use often when making decisions in their organization? How do colleagues, clients and community perceive the operation of your ministry? Suggest how to integrate the four frames in operation of your ministry to boast the employees, staff and clients morale and enhance team work.

Bolman, L. G. and Deal, T. E. (2003). Reframing organizations: Artistry, choice and leadership.

San Francisco, CA: Jossey-Bass.

Rath, T. and Conchie, B. (2008). Strengths based leadership: Great leaders, teams, and why people follow . New York: Gallup Press


Page 21

SESSION 4: TEAM BUILDING AND MOTIVATION:

This session aims at expanding on ways to integrate leadership/spirituality vocation, components of teambuilding and empowerment.



Leadership has three basic values, namely the need to create a supportive environment where people can grow, thrive and live in peace with one another, promoting harmony with nature and provide sustainability for future generations (Astin, 2004).

 Leader’s posses individual and group qualities as they strive lead the group.

Individual qualities: a) Self- knowledge- awareness of your beliefs, values, attitudes, emotions. a) Authenticity and integrity- Do I have congruence with what I believe? b) Commitment- Do I bring passion and intensity about our collective work to sustain the group effort. c) Empathy/understanding of others: Do I work on my capacity to put myself in the other person’s place? d) Competence: How do I enhance my competence to contribute to the group effort?

Group Qualities: a) Collaboration: Cornerstone of effective group leadership process. b) Shared purpose: What are the desired changes or transformations that inform how leadership effort is directed?


Page 22

c) Disagreement with respect: How to deal with the differences with respect and effective communication. d) Division of labor: Each individual should make contributions to the overall effort of the ministry/ organization. e) Creating and sustaining a learning environment: Learning from each other, acquiring shared knowledge, interpersonal skills and technical competencies.

Activity

Let six participants stand and make a circle in the classroom. Let each of them to stretch her arm to hold a partners hand across the circle. Then, with a second arm to hold a different person within the circle, they should not hold the hands of the same person. The partners form a knot in the circle. Ask them to disentangle themselves without letting go the hand of their partners.

[Teambuilding in work place should form such close knit relationships]

Motivation

Motivating employees and staff is important in order to achieving the goals and objectives of an organization. They stakeholder develop a feeling of a team and being wanted and appreciated for the services they render in the organization/ministry.

Motivation as a psychological complex of two factors manifesting themselves in attitudes and is evident in people and their activities in the organization. a) Hygiene factors – extrinsic, good organizational hygiene provides the foundation for higher motivation in the workplace b) Motivators – intrinsic, experiences that enables personal growth and self-actualization in their work. E.g. achievement, responsibility engaging in work that fulfils the individual, the work itself, accomplishing a task, advancement- engaging in new ideas

Success in an organization requires stakeholder’s motivation which may include; a) Analyze individual needs


Page 23

b) Seek communication opportunities c) Build group relationships d) Supporting initiatives e) Eliminating roadblocks f) Adapt leadership approach g) Collaborate in setting goals

( Adapted from Astin, H. (2004). Thoughts on the role of spirituality in transformational leadership ).




Leadership and Spirituality How do you connect the concepts of leadership and spirituality?

Leadership is about vision and hope; leaders articulate a compelling vision.



Spirituality reflect the values that we hold most dear, a sense of who we are and where we come from, beliefs about why we are here and the meaning and purpose we see in work and our life and a sense of connectedness with each other and the world around us. Being spiritual may reflect an awareness of being part of something bigger than oneself.



Spirituality is human’s quest into the innate divinity. Getting in touch with deepest inner self and becoming who you are. Living faith in relationship with God. Thus, prayer and meditation is involved in personal evaluation of leadership



A spiritual leader encourages working in harmony with each other and creation and achieving the desires goals of the service to the organization and community Mt. 7:12

“Do to others what you would have them do unto you.”



Dimension of spirituality includes faith, trust, honesty, humility and service (Note these dimension guide an ethical leader)


Page 24



Leadership is doing while spirituality is being; connecting what we do and who we are helps us to understand the interface of leadership and spirituality. For example enhance collaboration and teamwork to increase connectedness and a sense of who we are to achieve a collective goal and vision.



Some relevant spiritual values applicable in servant leadership include: respect, humility, human goodness, connection, integrity, equity, and service. For organization/ministerial leadership to be effective members must have a common purpose, respect each other and work collaboratively to achieve their goals and objectives.

Categories of leadership skills

Faith and believe in yourself and your organization:



Leadership depends on how much a person has self-confidence and in colleagues. Human beings have infinite abilities, believing that you have potential and ability to bring about change is the first step to being a leader.



Perception: How do you perceive yourself? As a capable, gifted person or someone who cannot achieve anything? How do your colleagues and community perceive you? If you perceive yourself positively and as a capable person then you will influence others to see you in the same way and soon you begin creating impact.



Values: The values that you hold dear affect behavior both positively and negatively. It is important to be clear about the values that affect our behavior. Constantly be in touch with inner self, feelings, attitude in order to direct your actions. It is important in enabling us to interact with each other and find value and meaning in our activities in the ministry or organization.

Stewardship: A leader integrates understanding and creates an environment where people can use their full potential, and feel appreciated for who they are not just what they can do or achieve.

Leadership is inspiring and guiding others to instigate change from the inside- out (Terry Pearce.

Dimension of spirituality in leadership


Page 25

Service to others, model the way, meaningful behavior/ actions.

Spirituality and leadership

Internal , encourage the heart, beliefs, values and thoughtful feelings

External , system performance, enable others to perform to their best

Collective , culture of beliefs and inspire a shared vision.

Team Leadership:



A team is a group of people caring together to collaborate with a shared goal or task that hold them together.



Teambuilding is an opportunity for people to come together to share concerns, ideas, experiences and begin to work together to solve problems and achieve common goals

Activity (Find one)

Before the team arrives place a handful of spaghetti on each table and play dough. As the team arrives, divide members among the tables. Instruct teams to fully complete the project by creating the tallest structure with the materials provided, as they complete the project each has different ideas of the structure that can be created using the materials by any means, in the shortest amount of time possible (10 minutes utmost). They will be forced to negotiate with each other to complete the project. This exercise promotes flexibility, communication, creative thinking, problem solving, leadership and division of labor, negotiation and cooperation.

Elements of team leadership



Have a purpose and goals



Build confidence and commitment


Page 26



Interdependence, commitment



Manage relationship with stakeholders



Create opportunity for others



Create vision for the ministry/organization

Characteristics of a team :



Awareness of unity of the member



Interdependence relationships among the members



Members must have the ability to act together toward a common goal.



Team membership



Contribute ideas



Respect differences in other people



Value other peoples ideas’



Listen and share information



Participate fully and keep commitments



Share open communication, honesty, trust, effective exchange of ideas



Make decisions together

Challenges to teambuilding



Complaint



Conflict between personnel



Confusion of roles



Lack of initiatives



Poor communication



Lack of trust and honesty



Ineffective meeting


Page 27

Activity Write various concepts discussed in the course or session put all the papers in a container and ask the participants to pick one. The participant should give a brief discussion of her understanding of the topic and how it applies to her ministry/organization. Both positive and negative perceptions are allowed. The rest of the participants can add their views.

[ This exercise can be used before the start of a session to recap and participants to add their views or possible application of the skill learned in their ministries ]

Adapted from, Freeman, E. and Stewart, L. (2006). Developing ethical leadership. Business

Roundtable, Institute for corporate ethics. www.corporate-ethics.org/pdf/ethica_leadership.pdf

.



Rath, T. and Conchie, B. (2008). Strengths based leadership: Great leaders, teams, and why people follow . New York: Gallup Press

Empowerment:



Empowerment is development of capacity and the opportunity for individuals and groups to play a full role in society in terms of social, psychological, political and economic areas or giving people a voice.

 Empowerment is essential for effective participation in development initiatives. It enables equitable power sharing, increasing organizational awareness of the people being served and possible ways of supporting them to take actions that would allow them to take control of their own future to become self-reliant.



Capacity building is enabling people to learn how to do things for themselves. For example to plan and manage their own resources. Participation is essential in capacity building because it enhances possible ways for sustainability of development initiatives.



Relationship between empowerment and capacity building is the expansion of assets and capabilities of people to participate in, negotiate with, influence, control and hold accountable institutions that affect their lives (http://siteresources.worldbank.org)



Empowerment can be described in the following terms: self-strength, control, self-power, self-reliance, own choice, life of dignity in accordance with one’s values, capable of fighting for one’s rights, independence, won decision making.

Elements are deemed important for effective empowerment: a) Freedom of choice and action


Page 28

b) Commitment and education c) Access to information d) Inclusion and participation e) Accountability f) Local organizational capacity

Empowerment Framework

Design ways to support and access to information, inclusion and participation

Create social accountability, responsibility mechanisms

Invest in stakeholder’s organizational capacity to solve problems in their departments

Discuss

How would you engage yourself to increase empowerment of the community that you serve?

What are the possible ways to increase healthcare, education opportunity, social services in your project that would help address the needs of the people you serve?


Page 29


References

Bolman, L. G. and Deal, T. E. (2003). Reframing organizations: Artistry, choice and leadership.

San Francisco, CA: Jossey-Bass.

Byron, W. J. (2006). The power of principles: Ethics for the new corporate culture . New York:

Orbis Books.

Freeman, E. and Stewart, L. (2006). Developing ethical leadership. Business Roundtable, Institute for corporate ethics. www.corporate-ethics.org/pdf/ethica_leadership.pdf

.


Press.




Fogkeman, G. R. (…) the leadership-integrity link. Retrieved on April 20, 2009 from http://www.au.af.mil/au/awc/awcgate/au-24/fogleman.pdf

Northouse, P. G. (2006). Leadership ethics. In P.G. Northouse (Ed), Leadership theory and practice , (p. 301-327). CA: sage Publications.


Page 30

Shultziner, D. (2003). Human dignity - functions and meanings. Global jurist topics, 3 (3)


Quarterly , 12, 451-483.


Northouse, P. G. (2006). Leadership ethics. In P.G. Northouse (Ed), Leadership theory and practice , (p. 301-327). CA: Sage Publications.



Quarterly , 12, 451-483.

Vaill, P. B. (1998). Spirited leadership and learning: Process and wisdom. CA: Jossey-Bass Inc.

Appendix 1: Trust Betrayed in Administration

Peter is employed at Saint Catherine School as an accountant. He has worked in the school for seven years. He and his wife have five children, and he takes care of his ailing mother who lives in their house. Peter is known by everyone in Saint Catherine School. He is a very hardworking person, sometimes he works late without expecting extra pay. The Principal Sister

Paulina is pleased with Peter’s self-giving and sometimes she gives him treats because of his extraordinary response to school needs. He fixes things, such as malfunctioning taps in the school.

Sometimes Sister Paulina wonders whether it is Peter’s nature or he lacks something to do with his free time, but all the same she is grateful when Peter repairs an overflowing bathroom over the weekend. The staff admires Peter’s generosity and readiness to volunteer when there is a school event or activity. Others tease him for his unusual kindness. However, Peter has been taking items that belong to the school; he takes food from the school’s store without permission. Several items in the consumer science building, such as crockery, cutlery and laboratory equipments, have


Page 31

disappeared but no one would ever think that Peter was stealing. The staff members in these departments have been forced to pay for the lost items because they are responsible for their departments. Often they are angry and accuse each other without a suspicion of who could be taking the items.

Lately Peter’s wife has been diagnosed with brain tumor; everyone is sympathetic of

Peter’s situation, a sick wife and five young children to take care of. Time and again he has been skipping work to take care for the wife who is undergoing chemo therapy in the past few weeks.

To express their support, the staff planned to visit Peter’s wife at home and express their solidarity with Peter and the family during these difficult time.

The staff discussed and agreed to be transported by the school bus to Peter’s house in the vicinity of the city. They arranged that the staff spokesperson speak on their behalf and present to

Peter and the wife some money the staff had contributed as a gesture of their solidarity. Also, with the increased cost of health care. They thought Peter would appreciate financial support. Some of the staff had even offered to help take care of Peter’s youngest children during their off-day.

Georgina and Lucia the two staff members who work closely were so kind to be give their time for such care.

The staff had very good plans to accompany Peter during the difficult time. This is the norm of the close knit prestigious school under the auspices of the Sisters of Mary. The staff members turned up great number 18 out of 24 staff signed up. The journey to Peter’s house took about half hour from the school. On arrival, they found Peter who welcomed them but looked worn out and tired. Family illness can be overwhelming. On entering the house the staff was stunned to find in Peter’s house all the items that had been lost in the school’s consumer science


Page 32

building and laboratory. Mrs. Kiptanui was visibly upset because she had been forced to pay over

$400 to replace the items that were stolen during her shift in the consumer science. The table linens spread at the sits and tables were bearing school name and consumer science record number. Everyone began talking in whispers; some staff members were furious particularly those who had been charged for the missing items in their departments. During the visit, a couple of staff members had taken pictures of the items to exhibit so that they could take legal action against Peter for stealing and not even saying a word when they were asked to pay for the lost items. The stay at Peter’s house was tense, although the spokesperson strained to make the staff focus on the reason for their visit. Others whispered they wanted the money they had contributed given back because Peter did not deserve more money after stealing all these items. On their way back to school there was a heated discussion on the bus of how the principal, Sister Paulina, would proceed. However, the principal did not respond quickly and in her mind she juggled the trust she had in Peter and his betrayal of that trust.

If you were Sister Paulina the Principal of Saint Catherine’s school-

How would you handle the case? Would you take Peter to court, why and why not? The staff members are angry because Sister Paulina made them pay for the lost items - should Sister

Paulina pay back the staff their money? Support your answer.

Consider all the possibilities in handling the case, in the light of ethical principles- a) Honesty and Integrity b) Responsible leadership c) Fairness and


Page 33

d) Respect of individual rights

Appendix II: Wife Beating

I experienced the following dilemma some years ago during my teaching internship in

Kericho and never reached a resolution to my problem .

On evening, Maria, a mother of four children and in her thirties knocked at my door, on opening I realized she was in a state of plight and tears filled her eyes she expressed that she had come to ask whether I was driving to Nairobi the following morning. When I said, yes she asked me whether I could give her a ride in order to run away from her husband who was an abusive alcoholic and his beatings had become unbearable and violent. In his rage he had often injured

Maria and burnt her cloths. Her in-laws with whom they live in the same compound did not offer her any support or protection from her enraged husband who contributes little if anything to the family upkeep. She feared that if she tried to leave on the early Matatu (public transport), she would be spotted and forcibly removed by her husband or relatives. Earlier Maria had tried to run away and the husband caught up with her, beat her up and embarrassed her to the neighbors and


Page 34

her children- she was lonely and isolated. Maria’s husband was an influential person in this community such that no one would support Maria in her painful beatings. Her relatives were not living in the area and this made it difficult to find consolation or support.

While in my house, Maria was so frightened that as she was explaining her predicament a slight movement, a sound or a knock at the door made her so scared to an extent of hiding in the bathroom . I felt the need to help her but I also feared the consequences, what would people think of me…as someone who helps to break people’s family? Also, I thought of the children that she was to leave behind, the pain they were to endure with an alcoholic father. I wondered should I meet the husband and talk to him or not. Moreover, I knew Maria only vaguely and I couldn’t judge whether what she was saying was true. After all male domestic authority is unquestioned in this community and wife beating is a common phenomenon.

Sympathetically, I agreed to give to give Maria a ride to Nairobi, but I spent a restless night wondering whether I had made the right decision. I wondered whether to leave very early without Maria or I cancel the trip altogether so as not to be embroidered with the situation. The next morning, still perplexed I waited for Maria, but she never showed up.

Analyze this story in reference to principles of a) Should you help Maria? Why and why not? b) Is it ethically correct to help Maria in the light of the principle of a.

Fairness b.

Trustworthiness c.

Justice


Page 35

As a leader if Maria came to you how would you react or handle the issue?


Page 36

Project Directors Track Session 4

Marywood University

Sisters Leadership Development

Initiative Program

Project Directors Track – Session Four

Jane Wakahiu, LSOSF

Spring 2009

Contents

Related documents

Products

Support

Project Directors Track Session 4

Marywood University

Sisters Leadership Development

Initiative Program

Project Directors Track – Session Four

Jane Wakahiu, LSOSF

Spring 2009

Contents

Related documents

Add this document to collection(s)

Add this document to saved

Suggest us how to improve StudyLib