Leadership And Leadership Implications For Swinging The Pendulum Too Far

Past experiences of other individuals provide insight on a situation that you might find yourself in. For example, ““I’m a public man,” says Jarvis. “My life is an open book.” And he provides elaborate evidence on why this has benefited him, and says that if everyone followed his lead, the world would be a better place.” (Tapscott 117) Jeff Jarvis shared his person information about his prostate surgery in his book Public Parts. He shared this information because he wanted people to know the details of everything when it comes to prostate surgery. Even though this information might be graphic and embarrassing, Jeff Jarvis still felt the need to share this information to help others through the same situation. Many individuals do not know what to do or how to do it when it comes to very serious medical conditions. With his book, many people may have been helped through a very rough time in their life. Sharing his personal information may have really

The management problem is about a Chief Executive Officer (CEO) of Precision Imaging Centers (PIC), which affects the corporate guidance, display ineffective communication skills, lack of employee motivation, presents questionable actions of moral leadership, and inspire the need for corporate change. First of all, the CEO does not present a mission for the PICs corporation and no vision can be formed; therefore, lacks corporate direction and lacks supportive communication within the organization. Secondly, the officer displays ineffective communication skills with department managers and the actions prove to be an obstacle, which effect interpersonal and conceptual skills throughout the company. In addition, the

Two related topics in the Stowell (1998) book that resonated with me were the concept of boasting (pp. 47-52) and the chapter on “speaking out for number one” (pp. 87-95). Too often, when speaking with others, we put ourselves forward, sharing information that shows how “important” we are. While there is a time and place for sharing our experiences with others, there is also a time to just listen. However, so many of us have to say, “well, this is what I did” or “this is what happened to me”. We can’t simply let others tell a story or an experience without bringing up one of our own. Unfortunately, doing this displays a boastful spirit and is indicative of a prideful heart. Stowell (1998) says of this person, “the boaster is the guy who keeps the conversation circulating around himself and his accomplishments” (p. 48) and notes that, “at its very core, pride desires to make self the most important person in the universe” (p. 87).

A leader must be able to show that they are vulnerable in order to demonstrate that they are human and subject to the same weaknesses and issues as anyone else. According to Moussavi-Bock (2011), a leader’s vulnerability creates a culture of “openness, truth telling, innovation, and most importantly, connection” (p. 62). By admitting vulnerability, a leader allows themselves to connect to followers emotionally and their interactions become more authentic and meaningful (Ito & Bligh, 2016).

The purpose of this post is to describe how self-disclosure can be a barrier in the workplace. Every relationship in life is affected by a person's self-awareness and self-disclosure. Self-awareness is the ability to recognize oneself as an individual, seeing yourself for who you truly are. Self-disclosure is being able to let others see who you truly are. At the workplace if people do not have either of these qualities that can become a barrier to co-worker relationships (Lamberton & Minor, 2014).

Whether it's my classmates, girlfriend, friends or co-workers, I like to find out information about others, but I don’t necessarily like to divulge information about myself. In political science classes, we discuss the role of power. I happen to think that information is power. As a result, in conversation with strangers, I purposely try to obtain as much information as I can about them, while offering up as little about myself as I possibly can.

Self-Disclosure is “the process by which one person lets his or her inner being, thoughts, and emotions be known to another. It is important for psychological growth in individual and group psychotherapy” (Self-disclosure). My whole life I have never had any problems with making friends or disclosing quite too much information. As I have grown older, I

J., & Berg, J. H. (2013). Self-Disclosure: Theory, Research, and Therapy. Springer Science & Business Media. Retrieved April 17, 2016, from https://books.google.co.ke/books/about/Self_Disclosure.html?id=YbYACAAAQBAJ&redir_esc=y

What does it mean to be a resonant leader? In general, leadership can be described as the process of directing a group of people or followers in order to attain the goals (Northouse, 2010:12). We live in a rapidly changing world where tactics previously used in leadership, may not be as effective in today’s world. Bill George states in his talk at Google, “The leader-follower model won’t work today, followers should come to know more than leaders (CITE).

Self-disclosure is important because it helps you bond with others by learning what you have in common with them, such as ideas, beliefs, and life experiences. While making new friends self-disclosure will help strengthen a friendship by making you examine yourself, tapping into issues and feelings you may not have known you had all along. While fabricating new memories, you have a tendency to become more self –aware as in what personal information you share with your new friend. Will they tell anyone else about my private life? Can my they be trusted? Will my new friend leave me vulnerable to

Self-disclosure is key to healthy relationships, “Self disclosure allows people to know themselves and those around them better” (Lamberton & Minor, 2014, p.54). This idea applies to nearly all aspects of one’s life both personally and professionally.

Some factors that influence self-disclosure are who you are, your culture, your gender, who your listeners are, and your topic and channel. There are many rewards and there are some dangers related to self-disclosure. The four rewards for self-disclosure are self-knowledge, improved coping abilities, communication enhancement, and more meaningful relationships. The three dangers of self-disclosure are personal risks relationship risks, and professional risks.

“Power can be used as a tool for success or it can be used as a weapon to destroy” (Dr. Megan Reitz) There is two ways power can be used positive or negative. Power can either be abused or managed, it can be abused to destroy and used based on personal preference or it can be managed and organized to help grow and become something big. This can be proved by our history of leaders all around the world. The leader of Germany in the 1935s was Adolf Hitler he is a perfect example of a negative power leader because he decides to try to wipe out all the Jewish people in Germany. This is an example of him using preference for power. Our formal president Barack Obama used his power to help our country grow. He created Obama care for the poor

The sustainability of resonance relies on leaders who are mindful, hopeful, compassionate, those who have the innate ability to challenge the status quo, explore new approaches to old problems, and recognize the difficulty of change. They also know that without change and the courage to create change, it could be detrimental to themselves and the organizations they lead. Boyatzis & McKee (2005) states that it is imperative for people to be the change they wish to see in the world. They further state that personal transformation must take place in order for people to become truly great leaders (p. 201). Leaders that really understand this concept are the ones who have the ability to transform their organizations from good to great.

When an employee of an organization feels their performance and achievements do not matter, that organization may ultimately suffer. Genuinely recognizing the value of your employees will help stop a leader from falling into the pitfalls of leadership, and having their employees enter into a dimension known as the ‘critter state”. An employee that falls into this state is known to have their ideas and skills fall short while they focus on a single question: “What will keep me safe?” (Comaford C., 2013). Below, I will explore the leadership pitfalls and how to possibly avoid them.