ORGL-500: Organizational Leadership

Expected Competencies:

1. Dialogue and Interpersonal Interaction: Mastery of strategies to learn through dialogue with diverse perspectives. This entails actively engaging with individuals holding differing viewpoints, fostering effective communication, and cultivating an environment conducive to learning from others.

2. Identifying Dysfunction and Bias: Proficiency in recognizing dysfunctional leadership patterns and organizational behaviors. Additionally, adeptness in identifying biases and prejudices in interpreting situations within an organizational context. This involves critical analysis and self-awareness to mitigate biases and promote fair decision-making.

3. Integrated Problem Solving: Competence in comprehending organizational challenges and devising solutions using various frameworks and a holistic perspective. This includes exploring diverse leadership frameworks, evaluating their efficacy, and integrating them into a comprehensive leadership approach. The goal is to develop a nuanced understanding of leadership dynamics and apply diverse strategies to address organizational issues effectively.

4. Reflective Leadership Development: Skill in reflecting on personal experiences within organizations and contextualizing them within the framework of the course. This process involves understanding different leadership approaches, conducting a self-assessment of one's own leadership style, and crafting a personalized leadership development plan. The aim is to enhance self-awareness, identify areas for growth, and formulate strategies to overcome leadership challenges.

5. Promoting Future-Oriented Leadership: Ability to foster creative thinking about the future of organizational leadership by embracing third-order thinking. This entails transcending conventional wisdom and envisioning innovative approaches to leadership that anticipate and adapt to future challenges. It involves challenging assumptions, exploring unconventional perspectives, and fostering a culture of innovation within organizations.

Achieved Competencies:

1. Understanding Leadership Dynamics: Through my academic journey and professional practice, I've gained a deep understanding of leadership dynamics. I've come to recognize the pressure to always have the right answers and the shift towards more collaborative and participatory leadership approaches.

2. Knowledge of Contract Law: My research into corporate contractual law complexities has provided me with valuable insights into potential pitfalls in such agreements. I now understand the importance of transparency, clarity, and resolving conflicting terms in contracts.

3. Critical Thinking and Analysis: My exploration of contract law intricacies and research on hiring practices demonstrate my ability to critically analyze complex issues and derive meaningful insights.

4. Research Skills: Engaging in research projects, particularly those focused on contractual law and hiring practices, has honed my skills in conducting academic research, synthesizing information, and drawing evidence-based conclusions.

5. Understanding Organizational Culture: I've developed an awareness of the significance of organizational culture, especially in the context of hiring practices. I recognize the importance of fostering environments conducive to long-term commitments and employee satisfaction.

6. Appreciation for Humility in Leadership: Reflecting on the role of humility in effective leadership has deepened my understanding of leadership dynamics. I appreciate traits such as adaptability, reliability, and accountability, as outlined by Yukl (2010), and recognize the importance of humility in nurturing impactful leadership practices.

Applied Competencies:

1. Contractual Law Analysis: I've developed proficiency in analyzing intricate contractual agreements, particularly critiquing contracts used by Farmers Insurance Group. My analysis explores beyond surface impressions, revealing potential drawbacks for new recruits. I stress the importance of clarity, enforceability, and resolving conflicting terms, drawing insights from experts like Dr. M. Jude Egan.

2. Effective Hiring Practices: My paper on hiring for longevity demonstrates my ability to tackle challenges in securing committed, long-term employees. By referencing research by Barrick and Zimmerman, I identify critical pre-hire variables and emphasize the significance of employee connections and stability in previous roles. My insights contribute to crafting effective hiring strategies focused on reliability and long-term commitment.

3. Leadership and Humility: Through my exploration of leadership, particularly in spotlighting humility as a cornerstone trait, I showcase an understanding of effective leadership principles. Drawing from works by Yukl and Kouzes and Posner, I underscore the importance of adaptability, reliability, and accountability in leadership. My personal reflections further illustrate the interplay between personal growth and effective leadership grounded in humility and a commitment to excellence.

Artifact Inclusion:

The Complexity of Contractual Law: This paper explores the intricacies of contractual law, particularly critiquing the contracts employed by Farmers Insurance Group (2006-2009). It reveals the deceptive appearance of fairness in these contracts, highlighting their complexity and ambiguity, which could potentially disadvantage new recruits. Moreover, it questions the absolute legal authority of corporate contracts and emphasizes the importance of enforceability. Through discussions on resolving conflicting terms and the significance of clarity and external evidence, the paper sheds light on the multifaceted nature of contract law, echoing the insights of Dr. M. Jude Egan on the complexities beyond surface appearances.

Hiring for Longevity: This paper addresses the challenges faced by employers in securing committed, long-term employees. Drawing upon the research of Murray R. Barrick and Ryan D. Zimmerman, it identifies pre-hire variables such as employee embeddedness, referrals, and past job tenure as critical indicators of employee commitment and longevity. By emphasizing the significance of employee connections within the organization and stability in past positions, the paper offers valuable insights into effective hiring practices. It underscores the importance of selecting candidates who demonstrate reliability and a long-term commitment to the organization.

Leadership and Humility: Exploring the essence of leadership, this paper highlights humility as a fundamental trait of effective leaders. It outlines the traits essential to effective leadership as identified by Yukl (2010), while referencing the framework presented in "The Leadership Challenge" by Kouzes and Posner (2007). Through personal reflections on life experiences, the narrative underscores the importance of adaptability, reliability, and accountability in leadership. It emphasizes the journey towards leadership grounded in humility and a steadfast commitment to excellence, illustrating the interplay between personal growth and effective leadership.

References

Duigan, J. (Director), Young, J. S. (Writer), & Young, J. S. (Producer). (1989). Romero [Motion picture on DVD]. Four Seasons Entertainment.

Eliot, T. S. (1964). Murder in the cathedral. New York: Harcourt, Brace & World.

Freire, P. (2000). Pedagogy of the oppressed. New York: Continuum.

Kouzes, J. M., & Posner, B. Z. (2008). The leadership challenge. San Francisco, CA: Jossey-Bass.

Lineman, F. (Director). (1966/1999). A man for all seasons [Motion picture on DVD]. Columbia Tri-Star.

Luhrmann, B. (Director), & Luhrmann, B. (Writer). (1992). Strictly ballroom [Motion picture on DVD]. Miramax.

Palmer, P. J. (2008). The courage to teach: Exploring the inner landscape of a teacher's life. San Francisco, CA: Jossey-Bass.

Wheatley, M. J. (2006). Leadership and the new science: Learning about organization from an orderly universe. San Francisco: Berrett-Koehler.

Yukl, G. A. (2009). Leadership in organizations. Englewood Cliffs, NJ: Paramus: Prentice-Hall.

Key Words:

Effective dialogue, learning, collaboration, diverse perspectives, dysfunctional leadership, organizational biases, improved decision-making, integrative leadership frameworks, problem-solving, organizational vision, reflective practices, personal leadership development, organizational growth, creative thinking, innovative approaches, organizational leadership, collaborative learning, diverse viewpoints, leadership, recognition, mitigation, biases, decision-making processes, diverse leadership frameworks, problem-solving, personalized leadership development plans, future growth, effectiveness, forward-thinking strategies, organizational leadership challenges.