CHAPTER TWO
Survey of Secular Literature
Introduction
Chapter Two will familiarize the reader to three leadership principles that demonstrate how effective leaders building healthy teams are the foundation of the organizational structure. They have the ability to articulate a clear strategy, foster healthy working relationships, as well as, instruct the head and encourage the heart of members to work towards a common goal. Throughout this chapter, the research will focus exclusively on secular sources that support these three principles. Chapter Two will cite and review secular literature to determine if leaders who implement the key principles will produce effective results.
Leadership Principle One: Healthy teams are established through …show more content…
It motivates them to reach for the best in themselves, their team, and their organization” (Kouzes & Posner, 2010, p. 77). “Success is sustained through respect, trust, and a measure of affection” (Albright & Woodward, 2008, p. 133). “High-trust organizations have been shown to outperform low-trust organizations by 286 percent in total return to shareholders” (Kouzes & Posner, 2010, p.p. 75-76).
At the heart of these collaborative efforts is trust. Leaders possess the genuine desire to make heroes and heroines of others. Without trust, people become self-protective. They are directive and tightly hold the reins of others. Similarly, when there is low trust, people are likely to distort, ignore, and disguise facts, ideas, conclusions, and feelings. People become suspicious and unreceptive. A trusting relationship between leader and constituents is essential to getting extraordinary things done. (Tubbs, 2011, p. …show more content…
In an experiment on the impact of trust on group problem solving, leaders in a high-trust condition had greater influence on group members and were more willing to accept influence attempts by group members than were leaders in a low-trust condition. This same study also found that the high trust led to greater acceptance of group member interdependence, more cooperation, and enhanced information flow among all group members. (Kouzes & Posner, 2010, p. 77)
“Keep the open conflicts as small as possible and concrete” (Lombardo & Eichinger, 2003, p. 69). There is a process to handling conflict:
First, don’t fear conflict. It can be your friend if it raises issues that are circumventing progress. Conflict is often an expression of anger, which is an emotional phase to most change sequences. It can mean that people are processing the new idea. People who fear conflict usually aren’t leaders. They’re managers, nurturers, peacekeepers, and maintainers. (Nelson, 2002, 152)
“So much about leadership is about the people” (Love & Cugnon, 2009, p. 9). Driving to the root of cause of the conflict will determine how it needs to be dealt with to move
Survey of Secular Literature
Introduction
Chapter Two will familiarize the reader to three leadership principles that demonstrate how effective leaders building healthy teams are the foundation of the organizational structure. They have the ability to articulate a clear strategy, foster healthy working relationships, as well as, instruct the head and encourage the heart of members to work towards a common goal. Throughout this chapter, the research will focus exclusively on secular sources that support these three principles. Chapter Two will cite and review secular literature to determine if leaders who implement the key principles will produce effective results.
Leadership Principle One: Healthy teams are established through …show more content…
It motivates them to reach for the best in themselves, their team, and their organization” (Kouzes & Posner, 2010, p. 77). “Success is sustained through respect, trust, and a measure of affection” (Albright & Woodward, 2008, p. 133). “High-trust organizations have been shown to outperform low-trust organizations by 286 percent in total return to shareholders” (Kouzes & Posner, 2010, p.p. 75-76).
At the heart of these collaborative efforts is trust. Leaders possess the genuine desire to make heroes and heroines of others. Without trust, people become self-protective. They are directive and tightly hold the reins of others. Similarly, when there is low trust, people are likely to distort, ignore, and disguise facts, ideas, conclusions, and feelings. People become suspicious and unreceptive. A trusting relationship between leader and constituents is essential to getting extraordinary things done. (Tubbs, 2011, p. …show more content…
In an experiment on the impact of trust on group problem solving, leaders in a high-trust condition had greater influence on group members and were more willing to accept influence attempts by group members than were leaders in a low-trust condition. This same study also found that the high trust led to greater acceptance of group member interdependence, more cooperation, and enhanced information flow among all group members. (Kouzes & Posner, 2010, p. 77)
“Keep the open conflicts as small as possible and concrete” (Lombardo & Eichinger, 2003, p. 69). There is a process to handling conflict:
First, don’t fear conflict. It can be your friend if it raises issues that are circumventing progress. Conflict is often an expression of anger, which is an emotional phase to most change sequences. It can mean that people are processing the new idea. People who fear conflict usually aren’t leaders. They’re managers, nurturers, peacekeepers, and maintainers. (Nelson, 2002, 152)
“So much about leadership is about the people” (Love & Cugnon, 2009, p. 9). Driving to the root of cause of the conflict will determine how it needs to be dealt with to move