Personal Leadership: Mentoring and Coaching II

Olusanya Oyeyemi

Walden University

MMSL 6660

Dr. Gina Smith

22 October 2015

Abstract

In these last weeks of this course it was made clear that inference or observation may differ from reality even though it contribute. Hunt and Weintraub inferred that, “knowing something about your personality allows you to understand an important source of diversity in the world, the diversity of personal styles (p. 159). Adding that we should keep in mind that even observation can be limited by inference and even a specific example represents a snapshot not a video (P.160).

Burke – Litwin Model Category	Change scenario-Impact as it relate to category	Purpose/Goal of change
External Environment	Maintain personal interest on the job	To retain personnel
Mission and Strategy	The Navy  freedom of the sea to maintain seagoing power	Servant leader
Leadership	Serving Followers,  and acting as a role model	Servant Leader
Culture	Modify the culture	Mentoring and Coaching
Structure	Captain, Executive Officer, Department Head, Divisional Officer, Chiefs, and First class	New innovation
System	Personnel Qualification Standard (PQS)	To enhance hand on training
Climate	Evaluation of member	Promotion
Task Requirements and Individual skill/Abilities	Enhances congruence of one’s initial career in college with the Navy profession	Stay focus and continuity in one’s career.
Individual Need and Values	Encourage more degree holders to retain their military career	Remain in Job
Motivation	Retaining one’s Career will enhances self motivation	Do more than require
Individual and organizational Performance	Consistencies	Better performance

 

Leading change in Navy will require a long process and many procedures because is a big organization. Sequel to the rank of people listed that will involve, at my prelaunch phase, I would reflect on my proposed change of making sure all college graduate employ are commission into officer not as enlisted. Employing college graduate into commissioning program and aligning, their discipline with their post will enhance their performance and commitment to the job. In self-awareness, I would re-visit my evidences in relation to performance. For instance, the attitude of college graduates that were employ as enlisted compare to those that were employed, as officers would be evaluated with data and figure of those that retain their job after ten years.

Establishing my motive that is, to maximize employee’s potentials, Burke inferred that “ the emphasis is on which motives are the more important ones for leading change…and that ambition is the ‘only inherent character trait that is essential for effective leadership ‘” (O’Toole, 1999, as cited in p. 304). Align individual needs and value with the organization’s culture, maintain the culture of the organization of one on one training by modifying it with just using college graduate as officer, for faster understanding of their responsibilities. These will establish the need to for change before the resistors, because it will give a clear vision to the change. Burke pointed out “a robust vision mobilizes appropriate behavior” (p. 312).

At the launch phase, I would involve those aforementioned executives and enlisted. Communicating the necessity of the change, how it will save the organization millions and time they spent in training officers.

The change process will be implemented gradually so that, people would not even notice when the change leaves it’s comfort zone, even with whatever associated stress the change process is still under control. I would also avoid blaming others, using people as scapegoat, and appealing to authority figures for answers (p.318), but rather exercise patient and perseverance to allow the creative idea to do their work. Here, I will apply self-control to “listen, not defensive when people come up with their own view, and display patience as mush as necessary (p.320). I would employ my buy-in attitude by matching my behavior with my words and finally make sure I have a reliable successor who believes in the change possibly a new talent or an outside professional. Burke suggested that it is better to hire from the outside or shift over from other parts of the organization (327), which has good understanding of the change and show a strong buy-in attitude.

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