Saturday, March 30, 2013

A500.1.5.RB_OYEYEMIOLUSANYA

A500.1.5.RB_OYEYEMIOLUSANYA - Intellectual Perseverance

Intellectual Perseverance: Having a consciousness of the need to use intellectual insights and truths in spite of difficulties, obstacles, and frustrations; firm adherence to rational principles despite the irrational opposition of others; a sense of the need to struggle with confusion and unsettled questions over an extended period of time to achieve deeper understanding or insight.

Intellectual perseverance is the ability to recognize the source of an obstacle and commit a steady persistence in a course of action, a purpose, and a state, especially in spite of difficulties or discouragement.  In other words, The intellectually perseverant person displays firm adherence to rational principles despite the irrational opposition of others, and has a realistic sense of the need to struggle with confusion and unsettled questions over an extended time to achieve understanding or insight.  Perseverance commonly suggests activity maintained in spite of difficulties or steadfast and long-continued application: Endurance and perseverance combined to win in the end.  It is regularly used in a favorable sense.  Persistence, which may be used in either a favorable or an unfavorable sense implies unremitting (and sometimes annoying) perseverance: persistence in a belief; persistence in talking when others wish to study.  Tenacity with the original meaning of adhesiveness, as of glue, is a dogged and determined holding on.  Whether used literally or figuratively it has favorable implications: a bulldog quality of tenacity; the tenacity of one's memory.  Pertinacity unlike its related word is used chiefly in an unfavorable sense, that of over insistent tenacity: the pertinacity of the social climber.
Intellectual perseverance is the only key to my success in this graduate degree, combining class assignments, studying my text book with daily duty required at work and lots of studying material to be professional in my job, one need unwavering commitment and continues focus at the result.  It is illegal to the call of duty to study personal material at while at work.  Working on the machine maintenance for whole day as a technician and stay awake at night to study for assignment that needs to be submitted requires dedication.  In the course of this, I still need to study for promotion examination, which is the source of school fees.
For example, I resume work not later than 7a.-m and close at 5p.m. each day including weekend when on duty.  Take care of family issue as a married man and stay late to contribute to class discussion.  Wake up early at 3:30am to study and prepare for work.  Highest challenge is when we are on the way.  Internet usage in the office for unofficial work is not allowed so; one has to be very fast and smart.  Like this week, we lost the Internet on the ship for about three days and class discussion was due for submission, I sent it to my wife via office outlook that was the only means to reach out.  She missed it, been her first time.  Both A500.1.3.DQ-Discusion and A500.1.4.DQ-Discussion were submitted at the same place thinking that they were the same as they read discussion.  Eventually, the Internet came up and I have not seen any evidence that she submitted, I sent mail to confirm but she was not available, I had to re-submit it.  She replied latter that she has submitted.  This is what I faced and will be facing each time the Ship is on the deployment, long or short.
It is like, “the brick walls are there for a reason.  The brick walls are not there to keep us out.  The brick walls are there to give us a chance to show how badly we want something.  Because the brick walls are there to stop the people who don’t want it badly enough.  They’re there to stop the other people.” – Randy Pausch.I stated this class with tuition assistance to be top-up with MGI-bill because school fee is more than what tuition assistance can pay.  I was not approved for GIL-BILL because of my years in service and now tuition assistance is counseled.  With all these challenges, I am still forging ahead.  I believe, “There are times to stay put, and what you want will come to you, and there are times to go out into the world and find such a thing for yourself.” – Lemony Snicket.
Considering my reason for choosing this course and viewing myself as one of the future leader help me to persevere and come into conclusion that “You may encounter many defeats, but you must not be defeated.  In fact, it may be necessary to encounter the defeats, so you can know who you are, what you can rise from, how you can still come out of it.” – Maya Angelou
My yearnings to be a good leader like King Solomon’s prayer to lead aright; Solomon prayed to God, “You have shown great loving kindness to David my father, and have made me king in his place.  Now, Yahweh God, let your promise to David my father be established; for you have made me king over a people like the dust of the earth in multitude.  Now give me wisdom and knowledge, that I may go out and come in before this people; for who can judge this great people of yours?”  2 Chronicle, chapter 8-10.  “ Even if I knew that tomorrow the world would go to pieces, I would still plant my apple tree.

References:

 Bible (2 Chronicle, chapter 8-10.)
 http://www.goodreads.com/quotes/tag/perseverance

Saturday, March 9, 2013

A511.8.4.RB_ OYEYEMIOLUSANYA


Now, reflect upon and analyse what Rosabeth Moss Kanter has to say and how that does or does not coincide with what Yukl says about gender-based discrimination.  Do you agree?  Why or why not?

Throughout the twentieth century, gender-base discrimination was supported by age-old beliefs that men are more qualified than women for leadership roles (Ayman and Korabik, 2010).  These beliefs involve assumptions about the trait and skills required for effective leadership in organizations (implicit theories), assumptions about inherent differences between men and women (gender stereotypes), and assumptions about appropriate behavior for men and women (role expectations).
Kanter point out that, women are having the same orientation and education with their men counterpart.  There is no empirical support for the belief that men are more qualified to be leaders, and laws now exist in the United State to stop sex-based discrimination.  However, as with earlier claims that men are more qualified to be leaders, the claims that women are more qualified appear to be based on weak assumptions and exaggerated gender stereotypes Yukl, (2013, p.358).
The strong tendency to favour men over women in filling high-level leadership positions has been referred to as the “glass ceiling”.  Sex-based discrimination in leadership selection also reflects the influence of popular stereotypes and role expectations for men and women (Heilman, 2001).  Kanter point out that, different job demand different dedication and 24/7 commitments.  Women considering caring for their family do not put themselves in position to be considered for these posts. Greedy demanding nature of top job and joggling with family responsibility makes it tough for women getting to the pick of their career which affect the number of women at the top.  Men are more in high-risk job that pay much because of the risk involves than women (Kanter).
Interest in studying barriers to advancement for women has been increasing.  A study by Bell and Nkomo (2001) found that one of the major barriers (especially for black women) was limited access to social and informal networks in their organizations.
Women still contribute to the economy by establishing their own business that allows for their personal family caring by Kanter.  Differential treatment during childhood causes men and women to have different values, traits, skills, and ways of dealing with situations.  Although not mutually exclusive, these explanations lead to different implications for the selection and training of leaders and the elimination of unfair discrimination Yukl, (2013,p.362).
All persons are considered to have inherent and equal worth, independent of their gender.  This led naturally to an opposition to sexism, and an acceptance of female ministers by Bruce (2011).
WASHINGTON — Defense Secretary Leon E. Panetta is lifting the military’s official ban on women in combat, which will open up hundreds of thousands of additional front-line jobs to them, senior defense officials said Wednesday by The new york times (2013).
Based on all these point from different resources, it is evident that what Rosabeth Moss Kanter said about gender-based discrimination coincide with Yukl submission and I am in support too.
There is little reason to believe that either women or men make superior managers, or that women and men are different types of managers.  Instead, there are likely to be excellent, average, and poor managerial performers within each sex.  Success in today’s highly competitive marketplace calls for organizations to make best use of the talent available to them.  To do this, they need to identify, develop, encourage, and promote the effective managers regardless of sex (Powell, 1990, P.74).

Reference:
Anu Bhagwati
The New York Times (2013).

Ayman, R., and Korabik, K. (2010).
Leadership: why gender culture matter.  American Psychologist, 65, 157-170

Bell, E. L., and Nkomo, S. M. (2001).
Our separate ways: Black and white woman and the struggle for professional identity.  Boston: Harvard Business School press.

Bruce A. Robinson (2011).

Heilman, M. E. (2001).
Description and prescription: how gender stereotypes prevent women’s ascent up the organizational ladder.  Journal of social Issues, 57, 657-674.

Powell, G. N. (1990).
One more time: Do female and male managers differ?  Academy of Management Executives, 4, 68-75.

Rosabeth Moss Kanter

Gary Yukl, (2013).  Leadership in Organization


Friday, March 1, 2013

A511.7.2.GA_OYEYEMIOLUSANYA


PUT YOUR EMPLOYEE FIRST

Vineet Nayer point out in his interview with HBS that employee should be view as the real value, because they create value in organization.  Build an envelop of trust.  Build transformation on subordinate to build change in them.  Burns (1978, P.20) described transforming leadership as a process in which “leaders and followers” raise one another to higher levels of morality and motivation.”  These leaders seek to raise the consciousness of followers by appealing to ideals and moral values such as liberty, justice, equity, peace, and humanitarianism, not to baser emotions such as fear, jealousy, or hatred.
Servant leader must attend to the needs of followers and help them become healthier, wiser, and more willing to accept their responsibilities.  Servant leader must listen to followers, learn about their needs and aspiration, and be willing to share in their pain and frustration.  Servant leader must empower followers instead of using power to dominate them.
Vineet point out that, “Transparency create trust in employee”.  Trust is being completely honest and open, keeping actions consistent with values, and showing trust in followers.  Leader’s integrity and concern for subordinate is likely to increase their trust, loyalty, and satisfaction with the leader.  A favorable relationship and increased referent power to the leader make it easier to influence subordinates to carry out requests Yukl, (2013. p.337).
Vineet said that, employee should be encouraged so that when they come to work they will work.
The influence of authentic leader with some followers is enhanced by their confidence, clarity of value, and integrity.  It is easier for follower to be influenced by a leader who is perceived to be credible, focused, and confident.  Followers of authentic leaders have identification that is more personal with the leader and more social identification with the team or organizational unit Yukl, (2013, P.340).  Leaders of today should be in front, why tomorrow leader be behind them, building them to make change by Vineet.
Follower perception of leader authenticity may be jointly influenced credible, on the extent to which the expressed values and emotions are consistent with follower perception of the situation, and on follower ability to accurately perceive when a leader is expressing genuine emotions and value Yukl, (2013, P.340).  Leader should belief they do not have all answers, opening to accountability, evaluate to see transformation.  Traditional leader should make change.  Organization has to design when to transform, by Vineet.
Leaders can reinforce ethical behavior by including it in the criteria used to evaluate and reward follower performance.  A leader’s own actions provide an example of ethical behavior to be imitated by people who admire and identify with the leader.  Leaders can facilitate problem solving by helping people getting information, by identifying points of agreement and disagreement, and encouraging people to find integrative solutions to conflicts.  Some ways a top executive can influence the ethical climate in an organization include talking about the importance of positive values, setting an example of ethical behavior, making decisions that show integrity is as important as profits, and enforcing discipline for ethics violations Yukl, (2013, P. 343-344).

Reference:

Burns, J. M. (1978).  Leadership.  New York: Harper and Row. 

Vineet Nayer

Gary Yukl, (2013).  Leadership in Organization