The Johari window is a great communication concept to build trust with others and improve understanding between people. According to (Satterlee, 2013, p. 134), “communication is a process that is vital to transmitting and understanding information”. However, communication is set forth as goal-oriented; the end result for the communicator is to achieve that set goal in order for the message to be considered effective. According to (Darling & Beebe, 2007, p. 76), “communication is the primary way in which any group of individuals, small or large, can become aligned behind the over-arching innovative goals of a creative developing organization”. In order to be aligned with an over- arching innovation goal, communication has to be meaningful by creating verbal and nonverbal messages. Again, the intended message should be understood appropriately with the primary goal that develops a common understanding of the message from both the sender's and receiver's perspectives. Open dialogue and communication is integral in building a self-sufficient agency capable of accomplishing arduous missions. The Johari window serves as an example of an excellent communication model. The Johari model seeks to build trust between organizational leadership and subordinates. The term “Johari” comes from the names of its innovators, Joseph Luft and Harry Ingram (MindTools, 2013). Johari’s Core Concepts Two key concepts are behind the model. First, trust is built through the disclosure of information about oneself. Secondly, through constructive feedback from peers and subordinates, leaders can learn about themselves and deal with personal problems or faults. This feedback, if given in a constructive manner, can help organizations build teamwork and create... ... middle of paper ... ...eetha, K. (2012). Strategies For Effective Communication." Language In India. 328+. Academic OneFile. Satterlee Anita. (2013), Organizational Management and Leadership: A Christian Perspective. 2Ed. Synergistics International Inc. Raleigh, NC Stevens, M. J., Campion, M. A. (1994). The knowledge, skills and ability requirements for teamwork: Implications for Human Resource Management. Journal of Management, Vol 20 (2), 503 – 530. Swayamprabha, S. and Malavika, M. (2012). Spiritual Intelligence for Effective Communication at Workplace. Indian Streams Research Journal Vol 2, (8) Sept 2012 Wade, C. E., Cameron, B. A., Morgan, K., & Williams, K. C. (2011). Are interpersonal relationships necessary for developing trust in online group projects? Distance Education, 32(3), 383-396. Retrieved from http://search.proquest.com/docview/910125872?accountid=12085
Pierce, Jon L. and John W. Newstrom (2011) 6th edition. Leaders and the Leadership Process.
Kelley, R.E. (1992). Followership. In Goethals, G.R., Sorenson, G.J. & Burns, J.M. (Eds.). (2008). Encyclopedia of leadership (pp. 504-513). Thousand Oaks, CA: Sage
“Workplace spirituality not only leads to beneficial personal outcomes such as increased job satisfaction, and commitment, but that they also deliver improved productivity and reduce absenteeism and turnover (“Workplace Spirituality”, 2015, para. 2). Research suggests that spiritual leadership provides a new perspective to influence employees and cultivates the relationship between leaders and employees. Thereby motivating everyone to work towards organizational goals, performance, and culture. The modernized corporate world forces leaders to confront the complex dynamics that are related to various challenges such as, social responsibility, differing opinions, and diverse workforces (Rauf,
Although written for church leadership, everyday church members would also benefit from understanding the concepts that Dawn is directing at God-empowered leaders. Ms. Dawn's work is predominantly scholarly, and she cites several other works at great length.... ... middle of paper ... ...
Yukl, G. (2002). Leadership in organizations. Upper Saddle River, NJ: Prentice Hall. p. 1-19. Retrieved from http://www.blackdiamond.dk/HDO/Organisation_Gary_Yukl_Leadership_in_Organizations.pdf
Beebe, Steven A., Susan J. Beebe, and Mark V. Redmond. "Understanding Self and Others." Interpersonal Communication: Relating to Others. Boston: Allyn and Bacon/Pearson, 2009. 43. Print.
The way person leads a group of people or an organization is key to a successful business or outreach. There are many styles and techniques for a leader to implement. Christian leaders are no exception; some might say being a leader in a church organization can be a more scrutinizing position than other leaders. Since, a church leader has expectations on how they should act or conduct themselves because of the Christian faith. This paper will discuss an interview with a person in leadership brother Larry and will give an account of his leadership approach. Furthermore, what strengths and weaknesses are prevalent according to authors Kouzes and Posner and the model they have in their book, Christian Reflections on The Leadership Challenge.
Leadership, managers, and power all have a vital role in organizational management. Utilizing these three concepts can assist business with the proper utilization of organizational management as well as the success of the company. This discussion board will focus on the three concepts of leadership, importance of managers, and power, as well as the biblical aspects of each, and how they are important to the success of a business.
pp. 309-329, 371-393, 241-259. Engleberg, I., Wynn, D., & Schuttler, R., (2003). Working in Groups: Communication Principles and Strategies (3rd ed.) Boston: Houghton-Mifflin.
Spiritual leadership and job satisfaction: A proposed conceptual framework. Information Management and Business Review, 2(6), 239-245. Retrieved from http://search.proquest.com.proxy1.ncu.edu/docview/876586010?accountid=28180.
Kouzes, J. M., & Posner, B. Z. (2012). The leadership challenge: How to make extraordinary
Northouse, P. (2010). Leadership: Theory and practice (5th ed.). Thousand Oaks, CA: Sage Publications, Inc.
Bakewell, Ken. "A Christian Approach to Management and Work." n.d. librarianscf. 30 March 2011 .
Organizational success is dependent on both leaders and followers. A strong leader “cannot expect others to follow; leaders must provide a good reason for others to follow” (Satterlee, 2013, p. 6). Similarly, effective followers “share a number of essential qualities, including intelligence and self-reliance”, and do not require constant attention or approval (Satterlee, 2013, p. 6). A necessary element in building the foundation for functioning relationships, trust is an “intangible intellectual asset, a skill, and an influencing power” for leaders and followers (Savolainen & Hakkinen, 2011, Abstract section, para. 1). This literature review considers the concepts of leadership, followership, and trust by examining how each is important to organizational leaders, as well as, strategies for implementing within an organization. “A good manager gets others to do what he/she wants them to do. A good leader gets others to want what he/she wants.”
In leadership, the words and actions of leaders are in the spotlight of followers, moral failures often precede the loss of integrity; however, integrity can also be lost by failing to do the simple things such as following through on a promise or dodging a commitment (Stewart, 2003). Jesus requires integrity in leadership even in small matters; thus, when it comes to integrity, small matters can also be huge ones in Christian leadership (Stewart, 2003). Outside the confines of Christian leadership, one challenge to secular leadership is the ego of the leader; hence, the ego of a business executive can be a very destructive force and can prevent a good company from becoming a great company (Kleinman, 2004). Businesses that are termed successful have leaders with ambition but no ego; therefore, those leaders with ambition but no ego, ultimately place the business or institution above themselves (Kleinman, 2004). Ego comes at a great cost to leadership because of pride, in the end, pride leads to blindness in decision making and unavoidable future regret. My own view on the biggest challenge to leadership is developing management effectiveness. Management is frequently defined in terms of being a systematic process that controls people and resources; thus, with an overlap between leadership and management, many leaders greatly need