Group 5 responded to a string of questions examining the difference between a boss and a leader, the concept of “flow”, team building, human nature, and human relations in an enlightened workplace. The group delivered comprehensive responses with pertinent examples.
Group 5 succinctly addressed some of the primary differences between a boss and a leader. Reflecting on the various attributes of a boss versus a leader as described by Manning and Curtis (2015), the qualities of a boss reside in the sphere of management and carry a negative overtone. While the traits of a leader echo a more positive and empowering mindset. I appreciated group 5’s association of comfort with a leader and discomfort with a boss. From my own experience, I worked …show more content…
It was obvious from group 5 that team building is expected and an inherent occurrence in their work. Unlike group 5’s work environment, the teams formed in my workplace are more transitory. They develop to address a specific task or project and dissolve when completed. Each department might be viewed as a team and there are a few sustaining teams focused on library-wide initiatives. A few of the qualities described by Manning and Curtis (2015) that registered with me included “active listening, clarity of assignments, shared values and norms of behavior, and commitment” (p. 237). All of the characteristics included in the list describing, “fully functioning groups and excellent teams” (Manning and Curtis, 2015, p. 236) are decisive in the success of a team. How long does it take for a football team to become high performing and embody all of those …show more content…
Despite Group 5’s previous answer about “assuming humans are negative in nature”, they understand the fundamental need to believe, “that one’s full potential can best be achieved in a healthy climate characterized by trust, respect, and authentic relationships.” Human relations requires great attention as each person’s human nature comes to work every day. As leaders we can control our own approaches to work and consistently insert the positive approaches we develop and sustain throughout our career. “The goal of human relations is the maximum well-being of all people involved” (Manning and Curtis, 2015, p.221). A colleague recently referred to Dale Carnegie’s book, How to Win Friends and Influence People as one of the best books she had ever read. Manning and Curtis share the five principles Carnegie created, “Help people feel important, avoid arguments, don’t be a complainer, show interest in others, and remember people’s names” (2015, p. 222). Of these, I have the most difficulty in remembering people’s names. I remember faces and facts, but names confound me. I continue to work on it regularly. To foster positive human relations and contribute to an enlightened workplace doesn’t require complex strategies, but simple and consistent positive
Group 5 succinctly addressed some of the primary differences between a boss and a leader. Reflecting on the various attributes of a boss versus a leader as described by Manning and Curtis (2015), the qualities of a boss reside in the sphere of management and carry a negative overtone. While the traits of a leader echo a more positive and empowering mindset. I appreciated group 5’s association of comfort with a leader and discomfort with a boss. From my own experience, I worked …show more content…
It was obvious from group 5 that team building is expected and an inherent occurrence in their work. Unlike group 5’s work environment, the teams formed in my workplace are more transitory. They develop to address a specific task or project and dissolve when completed. Each department might be viewed as a team and there are a few sustaining teams focused on library-wide initiatives. A few of the qualities described by Manning and Curtis (2015) that registered with me included “active listening, clarity of assignments, shared values and norms of behavior, and commitment” (p. 237). All of the characteristics included in the list describing, “fully functioning groups and excellent teams” (Manning and Curtis, 2015, p. 236) are decisive in the success of a team. How long does it take for a football team to become high performing and embody all of those …show more content…
Despite Group 5’s previous answer about “assuming humans are negative in nature”, they understand the fundamental need to believe, “that one’s full potential can best be achieved in a healthy climate characterized by trust, respect, and authentic relationships.” Human relations requires great attention as each person’s human nature comes to work every day. As leaders we can control our own approaches to work and consistently insert the positive approaches we develop and sustain throughout our career. “The goal of human relations is the maximum well-being of all people involved” (Manning and Curtis, 2015, p.221). A colleague recently referred to Dale Carnegie’s book, How to Win Friends and Influence People as one of the best books she had ever read. Manning and Curtis share the five principles Carnegie created, “Help people feel important, avoid arguments, don’t be a complainer, show interest in others, and remember people’s names” (2015, p. 222). Of these, I have the most difficulty in remembering people’s names. I remember faces and facts, but names confound me. I continue to work on it regularly. To foster positive human relations and contribute to an enlightened workplace doesn’t require complex strategies, but simple and consistent positive