Management 605

Management 605. please answer original forum with a minimum of 250 words and respond to both students separately with a minimum of 100 words each

ATTACHMENTS ARE BELOW

Please follow directions or I will dispute!!!

page 1 original Forum with References

pgae 2 Daniel response with references

page 3 Robert response with references

origINAL forum

This forum is designed to engage us in a discussion involving a comparison between Kouzes and Posner’s Leadership Practices and Senge’s Five disciplines (click for link).  Support your assertions with scholarly source material. Examine the document showing the table of comparisons and answer the following:

1. In what ways are the two sources suggestive of similar theoretical concepts and/or presentation?

2. How are they different?

3. What are your conclusions about the thinking of these leadership scholars as expressed in the table and with regard to additional sources you may elect to include in your discussion.

student Response

daniel

I think that using models like the Kouzes and Posner’s five exemplary practices of leadership or Senge’s five disciplines are a great tool for organizations to use as a guide for building better leaders within that organization. If a company values leadership, they will incorporate similar philosophies’ but selecting the appropriate one for the organizational culture is important. If the concepts do not align with how the top executives what their employees to develop into leaders then it will not be beneficial to utilize them.

These two concepts are very similar in my opinion as they follow an easy to apply and understand principles that have five common elements. The application of those elements has minor but important differences that will impact how they are implemented. The general perception that I glean from these concepts is the Kouzes and Posner’s is focused towards the leader following their emotional intelligence to build a good team. The difference with Senge’s concept the focus on individual awareness and high expectations of oneself to leader others. The other noticeable difference was how they approached the “Integration of the Whole” element. Kouzes and Posner wants there to be a community atmosphere by encouraging the heart or what I deemed as showing a genuine concern for the employees. For contrast, Senge’s “Systems Thinking” continues to integrate personal responsibility by needing the other disciplines to work together creating a stronger and more sustainable practice. (Flood, 1998)

Those are important distinctions that could help assure success as an organization. My company uses similar models for leadership, we have principles like “set the Example” or “know yourself and seek Self-improvement” both of which are similar to the two provided concepts.

Daniel Best

Flood, R.L. “Fifth Discipline”: Review and Discussion. Systemic Practice and Action Research 11, 259–273 (1998). https://doi.org/10.1023/A:1022948013380

Robert

Kouzes and Posner’s Five Exemplary Practices of Leadership and Senge’s Five Disciplines are quite different in my opinion. Kouzes and Posner’s approach is much more about enabling others. According to Posner (2016), leaders establish principles concerning the way people should be treated and the way goals should be pursued. They create standards of excellence and set an example for others to follow. Leaders passionately believe that they can make a difference. They envision the future, creating an ideal and unique image of what the organization can become. They breathe life into their visions and get people to see exciting possibilities beyond the horizon. They listen to the hopes and aspirations of others, so that by incorporating these, people can enlist in a shared dream about the future. Leaders aspire to improve upon the status quo by searching for opportunities to grow and innovate, many of which are outside of their customary boundaries. They experiment and take risks, and gain momentum through achieving small wins. They look upon setbacks as learning opportunities, for both themselves and their constituents. Leaders foster collaboration, build trust, and create spirited teams. They actively involve others and understand that mutual respect is what sustains extraordinary efforts; they strive to create an atmosphere of trust and human dignity. They strengthen others, making each person feel capable and powerful. Leaders make people feel like winners. They keep hope and determination alive by appreciating contributions that individuals make. They recognize that everyone’s contributions are valued, creating a sense of community by celebrating the team’s victories. They establish high expectations and standards, holding people accountable to them by ensuring that rewards and performance are linked.

References

Posner, B. (2016). Investigating the Reliability and Validity of the Leadership Practices Inventory®. Administrative Sciences, 6(4), 17. https://doi.org/10.3390/admsci6040017

Management 605

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