A511.6.3.RB_BorutyAlan - Meaning

Meaning

Meaning.  The meaning of life is the first thing that comes to my mind.  This question has been asked for as long as people have existed.  It continues to be asked even today.  It is the subject of self-help books, seminars, friendly gatherings, and campfire queries.  Scholars have pondered the subject to exhaustion.  Why?  Because there is no answer that applies to every case.  Meaning is so abstract, so subjective that if you asked 100 people, you would get 100 different answers.  However, as a leader, I am expected to help answer that very question for everyone in my charge.  Wow, I have not been able to answer it for myself.  Okay, time for an attitude check...yes that was the wrong attitude.  Back to helping employees find meaning in their work. 

It occurred to me that I honestly do not know what meaning is when used in this context.  People find their calling, or achieve purpose in their work, I get that.  However, I really do not believe those words are interchangeable with meaning.  The Merriam-Webster Dictionary (online) defines meaning as "significant quality; especially: implication of a hidden or special significance" (2015).  I think I need a second opinion.

An article on this very subject but focused on college students, suggests that young adults (18 -24 years old) are trying to find identity, direction...a stable sense of self.  This is also when their search for meaning begins.  Having a sense of purpose and meaning in one's life is attributable to psychological health and well-being.  Purpose, significance, and calling are all important aspects of meaning but neither of them adequately captures meaning on its own (Adams, 2012).  So meaning is, “the extent to which people comprehend, make sense of, or see significance in their lives, accompanied by the degree to which they perceive themselves to have a purpose, mission, or over-arching aim in life” (Adams, 2012 pg. 2, as quoted by Steger, 2009).

Finding a sense of meaning has an impact in the work place as it does one’s health.  Workers that have found meaning in their life and work are more actively engaged at work, stay with their jobs longer, are more satisfied, and are more productive (Shaunessey, 2015).

With benefits that include better physical and mental health and improved satisfaction, performance, and longevity.at work, helping employees to find meaning in their work makes perfect sense.  But, how do I?  Sometimes I do not convey meaning well enough to be correctly understood.  I do not want to be responsible for helping one find the wrong meaning.  But there are ways that leaders can help without interfering.  We cannot and should not assign meaning for them, but we can and should be there for them as they search.  We can question, coach, observe, point out their strengths, and find out at a deeper level exactly who they are.  Leaders talk to their people regularly in both formal and informal settings.  We help them set goals and celebrate their achievements.  Why not talk about things that cause our people to reflect on passion, purpose, values, and morals as it applies to their work, home life, and life in general?  Reflective or critical thinking is a process of thinking things through without being influenced by personal bias or stereotypes.  Once one learns the process, understanding anything can and does happen at a much deeper level (Nosich, 2012).  It is at this level of understanding that I believe questions like meaning are answered.  It is at this deeper level of understanding themselves that makes personal happiness, passion and motivation and, ultimately, meaning easier to find.  

Meaning in life and work is complicated, subjective, and uniquely defined for every person.  It is important for the leader to understand that they can help (if allowed), but they must do so from the listening, encouraging, and supporting points of view.  Many of the guidelines for inspirational leadership would apply to a discussion on finding meaning.

·         Explain in detail the impact that finding meaning has had on your life and the lives of others

·         Tell them exactly how they can and what they need to do to achieve their own sense of meaning

·         Be confident and optimistic about the process

·         Believe in them and their ability to succeed

·         Use language that inspires excitement and encourages action

·         Let them see meaning (attitudes, positivity, energy, and direction) in your day to day activities

·         Be available and prepared to answer questions, provide examples, and show that you care.

I know that happy people are less stressed, more focused, are easier to work with, and seem to get more enjoyment out of the things they do.  Research suggests that a sense of meaning can have an even greater effect on people.  

At this point, I am intrigued, but not convinced. I need to review more of the literature on meaning to fully understand the concept and do some critical thinking to understand why I feel as I do.  Why was my default reaction disbelief?  I guess that is work to do.

References:

Adams, C. M. (2012). Calling and career counseling with college students: Finding meaning in work and life. Journal of College Counseling, 15(1), 65-80. Retrieved from http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/1015180444?accountid=27203

Merriam-Webster Dictionary, 2015. Online. Retrieved from: www.merriam-webster.com

Nosich, G. M. (2012). Learning to think things through: Critical thinking across the curriculum. Columbus, OH: Prentice Hall.
(ISBN: 9780137085149)

Shaunnessey, T. (2015). Finding meaning in work can benefit companies, employee mental health. Professional Safety, 60(6), 21. Retrieved from http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/1686810293?accountid=27203

Yukl, G. (2013). Leadership in organizations (8th ed.). Upper Saddle River, NJ: Prentice Hall

A511.5.3.RB_BorutyAlan - Remote Transformational Leadership

Remote Transformational  Leadership

I read this study before I realized it was also the topic for my blog.  Based on my experiences with the Air Force, I found myself injecting commentary as I read.  So, to ensure the appropriate separation between the actual study and my commentary remained in tact,  I reread it.  The second time through did not make it riveting, exciting, or even something I'd recommend to a friend any more than the first time I read it, but it did give me the opportunity to look at it from a different perspective.  I'll begin by answering a few questions posed to me.  They gave me a little focus and probably changed the entire attitude and feel of this blog.

The premise of this research was that Transformational Leadership is the most researched of all the leadership theories.  Its implications to organizational attitudes and outcomes are well established.  It works.  It is also understood that the leader-follower relationship is tightly involved, strong, and somewhat complicated.  Additionally, some research suggests physical presence of the leader is important.  Other research indicates that without physical presence, leadership will not occur.  However, the way business is conducted around the workd continues to change.  It is not uncommon or unrealistic that the leader and follower would be physically separated in the execution of daily duties (Kelloway, Barling, Kelley, Comtois & Gatien, 2003).  I should mention that this article was originally published in 2003.  Today it may be unrealistic to assume physical presence.  What happens if conditions prevent physical presence between the leader and follower(s)?

The purpose of this research, almost apologetically, was simply to broaden the understanding of remote transformational leadership.  This research conducted two studies.  the first study very simply looked at two questions: 1) "Can recipients perceive and accurately identify leadership 'styles' communicated by e-mail?" and 2) "Is receiving an e-mail with a positive (i.e. transformational) leadership message as opposed to a negative message (i.e. management by exception or laissez-faire) perceived to be associated with positive outcomes" (Kelloway, Barling, Kelley, Comtois & Gatien, 2003)?  The second study was to build on the results of the first by looking at the effects of remote leadership on motivation and performance in a laboratory environment. 

Since research in this area was just getting started  the researchers chose a vignette approach to maximize experimental control and internal validity.  Participants read one vignette containing one message in one of the styles and were asked to identify the style.  The second question was addressed in a similar manner.  The results supported the primary hypothesis; participants were able to identify the intended characteristics of the remote leader.  After that, they were able to respond to different leadership styles expressed through and electronically mediated channels of communication (Kelloway, Barling, Kelley, Comtois & Gatien, 2003).

This study, as simple and as predictable as it is, is important.   All it really said was a transformational leader can send remotely located followers messages via electronic media and they will be interpreted accurately and have the same effect as if delivered personally.  In actuality what it did was set the stage for and opened the field for continued research on the subject.  It will serve as the foundation and future research will build upon it.

As one might expect, follow on research is being conducted to fill in the many blanks still unanswered.  I am not sure what research will hold for remote leadership in general.  My background in aircraft maintenance with the Air Force provided me many opportunities to experience remote leadership first hand.  I have also experienced it from the leadership role.  Communication on a good day and face-to-face is tricky.  There were no transformational messages nor were there any laissez-faire, but management by exception seemed pretty popular.  Like it or not, the message was always effective...accomplish that or suffer this.  I joke around, but keep it simple has served the military leader well for many years.  Yes the military is significantly different, but they have been doing remote leadership for a long time.  It is never the optimal solution; it is often the only solution.

Attempting to remotely lead using a specific and complex leadership theory will be difficult.  Things like the remote environment, complexity of the task to be accomplished, length of time the follower has been in the environment, logistics, and follower experience level are just few of many different variables that can effect leader-follower communication, task accomplishment, and ultimately leader effectiveness.  Remote leadership is a reality today.  We should strive to ensure the remotely located follower is equipped to be successful.  If the situation is long term, on-sight leadership should be considered.

Reference:

Kelloway, E. K., Barling, J., Kelley, E., Comtois, J., & Gatien, B. (2003). Remote transformational leadership. Leadership & Organization Development Journal, 24(3), 163. Retrieved from http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/226926653?accountid=27203

 

A511.4.3.RB_BorutyAlan - Leadership Traits

Leadership Traits

I find it interesting that for as long as I have been a student of Leadership it still seems like every time I open a different book on the subject, I find behaviors that I am familiar with and have done at some point but the I do not recognize its name.  It is very possible that I confused names processes along the way...or just forgot.  I do that sometimes.  I have chosen to believe and run with the premise that I confused things because I know unless a study resulted in significant findings that  changed entire theories, processes, and ideas, research scientists would not change the name of said theories, processes, and ideas.  Unfortunately, studies designed to measure what makes a good leader, what determines if a leader is effective or how a leader should behave in a certain situations have been hit and miss at best.  Research continues and is improving as more is learned.  Better contingency theories are needed to help managers overcome challenges ahead of them.  Any new theories should include both universal and situational elements  (Yukl, 2013).

Most of us have heard at one time or another,"(s)he is a natural born leader".  While it is true that some people are born with personality and charisma that other people want to follow, the superficial image is just that , a hollow shell waiting to be filled with leader stuff.  These traits associated with leaders have been points for discussion and research since the beginning of leadership research.  Natural born leaders may or may not have a head start based on traits, but still must grow the skills necessary for success.  There are many ways to grow those skills but they are learned and must be developed or grown (Norris, 2011).

While research continues to search for the definitive answer, leadership in the trenches continues.  Leaders are charged with motivating, inspiring and directing their teams or subordinates to get "the job" done.  Managerial motivation is a skill developed and applied by leaders to incentivize better performance.  The leader/manager must know subordinates well and individually.  People are not all attracted to or motivated by the same input at the same time.  Motivating subordinates is very important to the success of any operation or task.  Productivity is said to be the product of motivation and ability. So, if motivation is zero, then productivity is zero (Belak & Dvorski, 2014).  People are motivated by things like achievement , esteem, affiliation, power  and independence. Finding the right mix is the leader's challenge.  We must also remember that the leader is also a follower.  Motivating the leader is also necessary. People, circumstances, and situations are not static.  As things change, adjustments have to be made.  "Motivation as a factor of individual success or failure is an established concept and research evidence is clear that motivation in general has a major impact on the success of both profit and non-profit organizations'' (Belak & Dvorski, 2014). 

Traits have always been a subject of interest.  Science has attempted to link certain traits with people who become leaders or take on leadership roles.  The number of studies over the decades has failed to produce conclusive results.  However, personality traits of leaders can help determine whether a leader will be effective (Yukl, 2013).   Traits like energy level, emotional maturity, integrity, self-confidence and achievement orientation can be associated with effective leaders. 

I am most comfortable in the participative leadership style in a supportive role.  My stronger points are coaching, emotional intelligence, team building, motivation, communication and problem solving. I know my weaknesses, being aware of them helps me avoid traps and helps me to work through those situations when they come up.  Conflict is one of those weaknesses.  I am not an in your face leader. I have learned to listen to opposing viewpoints for value and, if possible, find compromise.  Conflict damages teams.  It has to be resolved quickly.  Today, I know when to mediate and when to make the final decision.  No one wins if the team falls apart.

Day to day, I do not think about my action or behavior in a given situation as fitting in to a particular style or theory.  Each situation is different and requires that I address it differently.  Sometimes it just feels right.  After reading about contingency theories, I do not see one as the solution.  I do not think we will ever find a one size fits all theory, style or solution.  I see things in each theory that apply to me or have at some point.  I can also see that understanding potential causal effects of my action before I take that action is good.  Understanding the theories at the how they work level will benefit me.  I will be able to share this understanding with my employer to help make more educated decisions that will have an effect on employees. 

There is so much information, so many possibilities, so many configurations it is almost deflating.  If I get lost in the details, it seems like I no longer understand something I once thought I was good at.

References:

 

Belak, V., & Dvorski, K. (2014). Impact of motivators on managerial behavior. Paper presented at the 1099-1112. Retrieved from http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/1635276176?accountid=27203

 

 

Norris, Terrie S, CSP,A.R.M., C.P.S.I. (2011). Grow your leadership skills. Professional Safety, 56(8), 1. Retrieved from http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/904987990?accountid=27203

 

Yukl, G. (2013). Leadership in organizations (8th ed.). Upper Saddle River, NJ: Prentice Hall