The actions that it’s going to take for me to be a leader in this challenge is to lead by example, because “leaders must be willing to exercise influence” (Mumford et al., 2000, p.22). I don’t intend to isolate myself from the environment, but I can make sure that I don’t participate in negative discussions about specific people, and when it goes in that direction, to make an effort to steer the conversation towards something else. If I gossip about people, then I am creating a negative work/personal/social setting, and I don’t want any part of that. I think that amongst all possible challenges in a policing organization, that I’ve chosen a challenge that surpasses the typical organizational hierarchy. This hierarchal work environment is
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I hadn’t noticed previously a problem with cliques, however it seems to have become much more pronounced. Much like leader-member exchange theory where there’s a clear divide between the “in-groups” and the “out-groups” (Northouse, 2013) I find myself clearly in the out-group. As a subordinate or follower in my place of work, I have been on both the in-group and at times in the out-group. I always felt that this was determined by my level of commitment to the organization and motivation to do extra projects. However, I find that I am less and less involved in projects, and the socialization that typically follows the work. It seems that I have been slowly pushed to the out-group based on my personal choices, since the leader-member exchange theory hinges largely between the interactions between leaders and followers. I have made a clear choice to change my interactions, by not gossiping, and this has resulted in a clear shift to the out-group. I had expected that this might be a consequence, but I did not expect it to be this exaggerated of a consequence. So much for taking the high road! Consequently, I was also passed over on a recent opportunity to be the supervisor of my Watch, to which I have been previously assigned several times over the past few years. This may be a coincidence, but either way, it will force me to try and work on my leadership capabilities from a follower or subordinate role rather than a supervisory
I hadn’t noticed previously a problem with cliques, however it seems to have become much more pronounced. Much like leader-member exchange theory where there’s a clear divide between the “in-groups” and the “out-groups” (Northouse, 2013) I find myself clearly in the out-group. As a subordinate or follower in my place of work, I have been on both the in-group and at times in the out-group. I always felt that this was determined by my level of commitment to the organization and motivation to do extra projects. However, I find that I am less and less involved in projects, and the socialization that typically follows the work. It seems that I have been slowly pushed to the out-group based on my personal choices, since the leader-member exchange theory hinges largely between the interactions between leaders and followers. I have made a clear choice to change my interactions, by not gossiping, and this has resulted in a clear shift to the out-group. I had expected that this might be a consequence, but I did not expect it to be this exaggerated of a consequence. So much for taking the high road! Consequently, I was also passed over on a recent opportunity to be the supervisor of my Watch, to which I have been previously assigned several times over the past few years. This may be a coincidence, but either way, it will force me to try and work on my leadership capabilities from a follower or subordinate role rather than a supervisory