Comments for Leadership Insights--Inciting Leadership

Comment on Community Partnerships and Leadership by Mark Notestine

Mark Notestine — Fri, 10 Sep 2010 12:15:29 +0000

Thanks James–great feedback. I’ve spent alot of time talking with Greenleaf leadership around this topic, and the premise that one must be “empowered to lead,” is a point of ongoing discussion. My perception is this discussion often divides along the lines of the concept of “being a leader” (or being perceived /empowered by others to be a leader) vs. demonstrating “acts of leadership” (or acting as a leader based on a specific situation or situations). The Greenleaf position is pretty clear, but I would be interested in your/others thoughts?

Comment on Community Partnerships and Leadership by James D. Riley, Ph.D

James D. Riley, Ph.D — Thu, 09 Sep 2010 20:26:26 +0000

It interesting the way that you have posed the questions, to allow for open ended responses. Such allowance creates opportunities for individuals to “grow into servant leadership.”

I recently ended a forty year career in education. In the early days, I didn’t believe it was possible to be a leader without the title. In fact, as I look back over those years, I can recall only a few very effective leaders, some with titles, some without. Invariably, those who had the greatest positive and lasting impact were those who practiced at least some of the principles of servant leadership-most of all, the desire to SERVE first. Those who were least effective were those who wished to acquire power over others. When they did, it only lasted until they left the organization, or in some cases, were voted out of their positions. With reference to Ryan’s comment that the person must have been empowered to “act as a leader,” I am not sure that I agree but I can see the logic. On the other hand, if one views leaders first as models of leadership, individuals do not necessarily need to be given power to do so. It does make it extremely difficult to be a model of servant leadership (Remember the Greenleaf parable.), in the face of apathy or outright opposition, especially from those who have control over your future in the organization.

Comment on An Opportunity to Serve the Community by albertschweitzer

albertschweitzer — Thu, 09 Sep 2010 14:39:23 +0000

Here at ASF, we are energized and inspired by the increasing number of graduate students across the country who want to transform idealism into action, and dedicate themselves to serving communities in need throughout their careers.

We’re at an exciting moment — as one of our Houston Schweitzer Fellows told us recently, “A force is starting to move through the medical students; a vision that we can do more than just sit back content and study … when I see and hear about the myriad of projects being designed and implemented, I get a feeling like the pull of the tide right before a wave comes in.”

We’re thrilled that that wave is now rolling through the Columbus and Athens communities. As the Columbus Schweitzer Fellows Program gets off the ground, we look forward to simultaneously meeting unmet community needs in the present, and developing interdisciplinary Leaders in Service whose dedication and skill will enable them to reduce health disparities in the future.

Comment on New Solutions for the Problem of Professionalism by anderslindquist

anderslindquist — Wed, 01 Sep 2010 18:23:41 +0000

Improving the quality of our work in clinical research and medicine is closely linked to professional behavior. The challenge of maintaining values of professionalism is a deeply personal struggle. This journey can help lead us to help promote a culture of professionalism. Being a very technically oriented community, it is understandable how remaining professional can be easily overlooked. One specific theme that I think should be highlighted is the aspect of the individual response to a lapse in professionalism. We have all probably heard the saying that positive energy is contagious. Likewise negative energy and lapses in professionalism are also contagious. To examine how we can improve we must observe the sequence of events following an “amygdale hijack”. The most effective way to start improving the culture in the medical community is to improve communication. Flexing our styles of dealing with conflict can greatly improve our culture. Creating a safe, trusting, and compassionate environment will help lead us to the next level of eminence we seek. The limitation with the technical approach is that it is “digital” or binary. Being able to respond in a pedagogical manner is paramount to breaking the cycle of intimidation. The article by Lucey and Souba “Perspective: The problem With the Problem of Professionalism” is a must read. This dialogue of using active problem solving techniques to improve unprofessionalism behavior is fantastic!

Comment on Community Partnerships and Leadership by Ryan Squire

Ryan Squire — Mon, 30 Aug 2010 19:30:28 +0000

Mark,
Great job with the Heart Walk! I do believe it is possible to be an organizational leader without a clearly defined title, power, or authority because none of those things are what defines a leader. I also believe that a person must have been empowered by their leader or a leader somewhere else in the organization to act as a leader and complete the tasks of a leader. Without that critical element, people can be managed into mediocrity.

Comment on Leadership: Modeling the Way by Chad O.

Chad O. — Mon, 09 Aug 2010 22:22:44 +0000

It is true “we do what our leaders do” so important but often forgotten.

Comment on Ethical Leadership: Moral Goals and Moral Constraints by Anders Lindquist

Anders Lindquist — Thu, 22 Jul 2010 15:05:31 +0000

The key to this question is integrity. One of the hallmarks of true ethical leadership is having integrity. I would define integrity as being honest to others and being aware of how decisions affect others. Important moral goals should include being honest, remaining uncorrupted, and remaining committed to supporting the institutions principles. Strong leaders have the courage to uphold these principles and have the ability to make accurate judgments. Being goal oriented is natural for successful leaders and being driven to maintain integrity is essential.

Comment on Ethical Leadership: Moral Goals and Moral Constraints by Piers

Piers — Wed, 14 Jul 2010 16:15:46 +0000

Hubin makes a good point. In my teaching at OSU, I’m dismayed by students who think ethical living is just about pursuing one’s own good within certain broad constraints laid down by the law and tradition. I’d like to see them focus more on what further good they can do for others, even beyond what the broad ethical constraints require. “What good can I do?” rather than “What’s required of me?”. Similarly, leaders and institutions should be thinking of the good they can do rather than merely whether they have satisfied some basic requirements.

Comment on Ethical Leadership: Moral Goals and Moral Constraints by Julie

Julie — Wed, 14 Jul 2010 01:01:12 +0000

Different professions and different organizations have different goals, but nearly all have development of their staff to their fullest potential as a goal. As a leader, I believe it is my moral obligation to provide honest and thoughtful feedback to help my staff grow in their positions. Ethical leaders support their staff through professional development opportunities, even if those staff may go on to find new arenas in which to continue their growth and learning.

Comment on What Is Servant Leadership, and How Can We Teach It? by Courtney Knies

Courtney Knies — Thu, 08 Jul 2010 17:56:05 +0000

I had the opportunity to intern with the Greenleaf Center for Servant Leadership a few years ago and have just recently completed my undergrad thesis answering the question, “How is servant leadership taught at institutions of higher education?” I would be happy to share with anyone who is interested.