Responsible Leadership
Discuss the roles of leaders in creating ethical organizations. Although theories have increased our understanding of effective leadership, they do not explicitly deal with the roles of ethics and trust, which some argue are essential to complete the picture. Here, we consider contemporary concepts that explicitly address the role of leaders in creating ethical organizations. These and the theories we discussed earlier are not mutually exclusive ideas (a transformational leader may also be a responsible one), but we could argue that leaders generally appear to be stronger in one category than another. Authentic Leadership SAP’s Co-CEO Bill McDermott’s motto is “Stay Hungry, Stay Humble,” and he appears to practice what he preaches. Campbell Soup’s CEO Denise Morrison decided to lower sodium in the company’s soup products simply because it was the right thing to do. McDermott and Morrison appear to be good exemplars of authentic leadership.70 Authentic leadership focuses on the moral aspects of being a leader. Authentic leaders know who they are, know what they believe in, and act on those values and beliefs openly and candidly. Their followers consider them ethical people. The primary quality produced by authentic leadership is trust. Authentic leaders share information, encourage open communication, and stick to their ideals. The result: People come to have faith in them. Related to this behavior is the concept of humbleness, another characteristic of being authentic. Research indicates that leaders who model humility help followers to understand the growth process for their own development.71 Authentic leadership, especially when shared among top management team members, creates a positive energizing effect that heightens firm performance.72 Transformational or charismatic leaders can have a vision and communicate it persuasively, but sometimes the vision is wrong (as in the case of Hitler), or the leader is more concerned with his or her own needs or pleasures, as were Dennis Kozlowski (ex-CEO of Tyco), Jeff Skilling (ex-CEO of Enron), and Raj Rajaratnam (founder of the Galleon Group).73 Authentic leaders do not exhibit these behaviors. They may also be more likely to promote corporate social responsibility (CSR).
Ethical Leadership
Leadership is not value-free. In assessing its effectiveness, we need to address the means a leader uses to achieve goals as well as the content of those goals. The role of the leader in creating the ethical expectations for all members is crucial.74 Ethical top leadership influences not only direct followers, but all the way down the command structure as well, because top leaders create an ethical culture and expect lower-level leaders to behave along ethical guidelines.75 Leaders rated as highly ethical tend to have followers who engage in more organizational citizenship behaviors (OCBs) and who are more willing to bring problems to the leaders’ attention.76 Research also found that eth ...
26 Journal of AHIMA August 11Time to LeadLeaders and.docxvickeryr87
26 / Journal of AHIMA August 11
Time to Lead
Leaders and Leadership, Building Trust
By Carolyn Valo, MS, RHIT, FAHIMA
TO LEAD IMPLIES many things—leading a project, a self-man-
aged or self-directed team activity, or becoming a department
director, manager, or supervisor, all the way to extending and
applying gained skills, advanced education, and experiential
learning to perhaps lead a large enterprise.
As a member of AHIMA, there are many tools, resources, and
learning opportunities available to each one of us, such as the
Leadership Academy, other related online education, the Body
of Knowledge, and the Communities of Practice, all of which are
accessible from AHIMA’s Web site. Leadership, however, goes
beyond these notable educational tools and resources. AHIMA
and each component state association provide opportunities to
expand our learning around leading and serving in leadership
roles through volunteering.
Learning to become a leader goes beyond skill building and
experiential learning; for many, including me, networking
with our peers helps us identify role models and mentors with
leadership experience. Combined, these tools, resources, and
networking options can help provide pathways to becoming a
leader, if desired.
Inspiring Trust
Trust is a key imperative of leadership. In fact, trust and leader-
ship may even seem synonymous. As a leader, trust is at the core
of effectively leading people, processes, tasks, or activities.
Leaders who inspire trust must gain trust as a first good step
in leadership. A high degree of trust between a leader and his
or her staff or among team members helps reach desired goals
or outcomes. Leaders who display or extend trust and demon-
strate active listening skills encourage open participation, mo-
tivate individuals, and more importantly, they inspire others to
demonstrate trust in team or project work.
Trust requires clarity (of goals and roles), confidence (in staff
and team members), consistency (in how processes are ap-
plied), and active listening skills in order to encourage all to
participate in tasks and activities. Trust helps foster common
understanding and collaboration, which leads to efficiently
reaching desired goals or the organization’s vision and mission.
As an example of how an HIM manager can inspire trust, as-
sume that a manager just learned accounts receivables, or AR
(days or dollars), are outside the target. The manager decides
to seek direct input from the staff that performs the day-to-day
functions related to AR.
When the manager takes, as a first step, engaging the staff
to problem-solve the missed AR target, the staff members feel
confident that the manager trusts in their knowledge, skills, and
ability and are more likely to be motivated to reach decisions
on how to realign and maintain the AR target. In addition, this
approach likely fosters open and active staff collaboration and
participation. In this example, inspi.
A Comprehensive Exploration of Leadership Models | Enterprise WiredEnterprise Wired
Leadership is a dynamic and multifaceted concept, and various leadership models provide frameworks for understanding and practicing effective leadership.
Leadership skills and its impact on organizational performancePreet Gill
Introduction and definition of leadership, leadership styles, how to measure organizational performance, and also explained the relationship between leadership styles and organizational performance.
Who is a leader, what is leadership, difference between leadership and management, functions and role and importance of leadership, types of leaders, the trait theory, managerial grid, situational theory of leadership and fielder's contingency theory.
Leadership books abound. Yet there are very few that put Values first before all those leadership skills. In this book, Harry Krammer explains the Four principles of Value-Based leadership and has shared his personal experiences to validate how these principles do work .
When Leaders engage in Self-reflection ( Principle # 1) followed by Balance, True-Self-confidence and Genuine Humility, then the organization has a much greater chance of leading the Values instead of with Egos. He also shares why positive core business ethics create greater shareholder value. One excellent point he discusses is the difference between what is legal and what is right.
Talent Management and leadership development are far more effective when approaching these two elements from a Values driven position. After all, organizations are all about people united to achieve those big, hairy audacious goals that would be fare ore difficult if not impossible to achieve individually.
Silo thinking is also viewed within the circle of Leadership. When this happens, my turf or silo becomes bigger than the organization’s big vision and this creates poor performance.
Another advantage to leading from a position of high ethics is motivation and team engagement. Teams do not come together naturally, but “ are developed purposefully and with intention”.
The end result from Values to Action is precisely that action or execution and implementation. Failed execution can more often than not be laid at the feet of leadership and not extenuating circumstances.
Values are not bullet points on a Corporate website or motivational phrases on a poster in a lunch room.. Some companies talk a good game and have plaques on the wall stating their Mission & Values, but their day-to-day actions tell a different story.
Leaders should Value Values – Values Create Valuation
Crafting Your Leadership Philosophy: A Blueprint for SuccessCIO Look Leader
Leadership philosophy encapsulates a leader's beliefs, principles, and values that inform their approach to leadership. It serves as a compass, guiding leaders in navigating challenges, making decisions, and fostering a positive organizational culture.
Mr. Bush, a 45-year-old middle school teacher arrives at the emergen.docxaudeleypearl
Mr. Bush, a 45-year-old middle school teacher arrives at the emergency department by EMS ground transport after he experienced severe mid-sternal chest pain at work. On arrival to the ED:
a. What priority interventions would you initiate?
b. What information would you require to definitively determine what was causing Mr. Bush’s chest pain?
.
Movie Project Presentation Movie TroyInclude Architecture i.docxaudeleypearl
Movie Project Presentation: Movie: Troy
Include: Architecture in the movie. Historical research to figure out if the movie did a good job of representing the art historical past of not. Anything in the movie that are related to art or art history. And provide its outline and bibliography (any website source is acceptable as well)
.
More Related Content
Similar to Responsible LeadershipDiscuss the roles of leaders in creating e.docx
26 Journal of AHIMA August 11Time to LeadLeaders and.docxvickeryr87
26 / Journal of AHIMA August 11
Time to Lead
Leaders and Leadership, Building Trust
By Carolyn Valo, MS, RHIT, FAHIMA
TO LEAD IMPLIES many things—leading a project, a self-man-
aged or self-directed team activity, or becoming a department
director, manager, or supervisor, all the way to extending and
applying gained skills, advanced education, and experiential
learning to perhaps lead a large enterprise.
As a member of AHIMA, there are many tools, resources, and
learning opportunities available to each one of us, such as the
Leadership Academy, other related online education, the Body
of Knowledge, and the Communities of Practice, all of which are
accessible from AHIMA’s Web site. Leadership, however, goes
beyond these notable educational tools and resources. AHIMA
and each component state association provide opportunities to
expand our learning around leading and serving in leadership
roles through volunteering.
Learning to become a leader goes beyond skill building and
experiential learning; for many, including me, networking
with our peers helps us identify role models and mentors with
leadership experience. Combined, these tools, resources, and
networking options can help provide pathways to becoming a
leader, if desired.
Inspiring Trust
Trust is a key imperative of leadership. In fact, trust and leader-
ship may even seem synonymous. As a leader, trust is at the core
of effectively leading people, processes, tasks, or activities.
Leaders who inspire trust must gain trust as a first good step
in leadership. A high degree of trust between a leader and his
or her staff or among team members helps reach desired goals
or outcomes. Leaders who display or extend trust and demon-
strate active listening skills encourage open participation, mo-
tivate individuals, and more importantly, they inspire others to
demonstrate trust in team or project work.
Trust requires clarity (of goals and roles), confidence (in staff
and team members), consistency (in how processes are ap-
plied), and active listening skills in order to encourage all to
participate in tasks and activities. Trust helps foster common
understanding and collaboration, which leads to efficiently
reaching desired goals or the organization’s vision and mission.
As an example of how an HIM manager can inspire trust, as-
sume that a manager just learned accounts receivables, or AR
(days or dollars), are outside the target. The manager decides
to seek direct input from the staff that performs the day-to-day
functions related to AR.
When the manager takes, as a first step, engaging the staff
to problem-solve the missed AR target, the staff members feel
confident that the manager trusts in their knowledge, skills, and
ability and are more likely to be motivated to reach decisions
on how to realign and maintain the AR target. In addition, this
approach likely fosters open and active staff collaboration and
participation. In this example, inspi.
A Comprehensive Exploration of Leadership Models | Enterprise WiredEnterprise Wired
Leadership is a dynamic and multifaceted concept, and various leadership models provide frameworks for understanding and practicing effective leadership.
Leadership skills and its impact on organizational performancePreet Gill
Introduction and definition of leadership, leadership styles, how to measure organizational performance, and also explained the relationship between leadership styles and organizational performance.
Who is a leader, what is leadership, difference between leadership and management, functions and role and importance of leadership, types of leaders, the trait theory, managerial grid, situational theory of leadership and fielder's contingency theory.
Leadership books abound. Yet there are very few that put Values first before all those leadership skills. In this book, Harry Krammer explains the Four principles of Value-Based leadership and has shared his personal experiences to validate how these principles do work .
When Leaders engage in Self-reflection ( Principle # 1) followed by Balance, True-Self-confidence and Genuine Humility, then the organization has a much greater chance of leading the Values instead of with Egos. He also shares why positive core business ethics create greater shareholder value. One excellent point he discusses is the difference between what is legal and what is right.
Talent Management and leadership development are far more effective when approaching these two elements from a Values driven position. After all, organizations are all about people united to achieve those big, hairy audacious goals that would be fare ore difficult if not impossible to achieve individually.
Silo thinking is also viewed within the circle of Leadership. When this happens, my turf or silo becomes bigger than the organization’s big vision and this creates poor performance.
Another advantage to leading from a position of high ethics is motivation and team engagement. Teams do not come together naturally, but “ are developed purposefully and with intention”.
The end result from Values to Action is precisely that action or execution and implementation. Failed execution can more often than not be laid at the feet of leadership and not extenuating circumstances.
Values are not bullet points on a Corporate website or motivational phrases on a poster in a lunch room.. Some companies talk a good game and have plaques on the wall stating their Mission & Values, but their day-to-day actions tell a different story.
Leaders should Value Values – Values Create Valuation
Crafting Your Leadership Philosophy: A Blueprint for SuccessCIO Look Leader
Leadership philosophy encapsulates a leader's beliefs, principles, and values that inform their approach to leadership. It serves as a compass, guiding leaders in navigating challenges, making decisions, and fostering a positive organizational culture.
Mr. Bush, a 45-year-old middle school teacher arrives at the emergen.docxaudeleypearl
Mr. Bush, a 45-year-old middle school teacher arrives at the emergency department by EMS ground transport after he experienced severe mid-sternal chest pain at work. On arrival to the ED:
a. What priority interventions would you initiate?
b. What information would you require to definitively determine what was causing Mr. Bush’s chest pain?
.
Movie Project Presentation Movie TroyInclude Architecture i.docxaudeleypearl
Movie Project Presentation: Movie: Troy
Include: Architecture in the movie. Historical research to figure out if the movie did a good job of representing the art historical past of not. Anything in the movie that are related to art or art history. And provide its outline and bibliography (any website source is acceptable as well)
.
Motivation and Retention Discuss the specific strategies you pl.docxaudeleypearl
Motivation and Retention
Discuss the specific strategies you plan to use to motivate individuals from your priority
population to participate in your program and continue working on their behavior change.
You can refer to information you obtained from the Potential Participant Interviews. You
also can search the literature for strategies that have been successfully used in similar
situations; be sure to cite references in APA format.
.
Mother of the Year In recognition of superlative paren.docxaudeleypearl
Mother of the Year
In recognition of superlative parenting
Elizabeth Nino
is awarded
2012 Mother of the Year
May 9, 2012
MOM
Smash That Like Button: Facebook’s Chris Cox Is Messing with One of the Most Valuable Features on the Internet
Inside Facebook’s Decision to Blow Up the Like Button
The most drastic change to Facebook in years was born a year ago during an off-site at the Four Seasons Silicon Valley, a 10-minute drive from headquarters. Chris Cox, the social network’s chief product officer, led the discussion, asking each of the six executives around the conference room to list the top three projects they were most eager to tackle in 2015. When it was Cox’s turn, he dropped a bomb: They needed to do something about the “like” button.
The like button is the engine of Facebook and its most recognized symbol. A giant version of it adorns the entrance to the company’s campus in Menlo Park, Calif. Facebook’s 1.6 billion users click on it more than 6 billion times a day—more frequently than people conduct searches on Google—which affects billions of advertising dollars each quarter. Brands, publishers, and individuals constantly, and strategically, share the things they think will get the most likes. It’s the driver of social activity. A married couple posts perfectly posed selfies, proving they’re in love; a news organization offers up what’s fun and entertaining, hoping the likes will spread its content. All those likes tell Facebook what’s popular and should be shown most often on the News Feed. But the button is also a blunt, clumsy tool. Someone announces her divorce on the site, and friends grit their teeth and “like” it. There’s a devastating earthquake in Nepal, and invariably a few overeager clickers give it the ol’ thumbs-up.
Changing the button is like Coca-Cola messing with its secret recipe. Cox had tried to battle the like button a few times before, but no idea was good enough to qualify for public testing. “This was a feature that was right in the heart of the way you use Facebook, so it needed to be executed really well in order to not detract and clutter up the experience,” he says. “All of the other attempts had failed.” The obvious alternative, a “dislike” button, had been rejected on the grounds that it would sow too much negativity.
Cox told the Four Seasons gathering that the time was finally right for a change, now that Facebook had successfully transitioned a majority of its business to smartphones. His top deputy, Adam Mosseri, took a deep breath. “Yes, I’m with you,” he said solemnly.
Later that week, Cox brought up the project with his boss and longtime friend. Mark Zuckerberg’s response showed just how much leeway Cox has to take risks with Facebook’s most important service. “He said something like, ‘Yes, do it.’ He was fully supportive,” Cox says. “Good luck,” he remembers Zuckerberg telling him. “That’s a hard one.”
The solution would eventually be named Reactions. It will arrive .
Mrs. G, a 55 year old Hispanic female, presents to the office for he.docxaudeleypearl
Mrs. G, a 55 year old Hispanic female, presents to the office for her annual exam. She reports that lately she has been very fatigued and just does not seem to have any energy. This has been occurring for 3 months. She is also gaining weight since menopause last year. She joined a gym and forces herself to go twice a week, where she walks on the treadmill at least 30 minutes but she has not lost any weight, in fact she has gained 3 pounds. She doesn’t understand what she is doing wrong. She states that exercise seems to make her even more hungry and thirsty, which is not helping her weight loss. She wants get a complete physical and to discuss why she is so tired and get some weight loss advice. She also states she thinks her bladder has fallen because she has to go to the bathroom more often, recently she is waking up twice a night to urinate and seems to be urinating more frequently during the day. This has been occurring for about 3 months too. This is irritating to her, but she is able to fall immediately back to sleep.
Current medications:
Tylenol 500 mg 2 tabs daily for knee pain. Daily multivitamin
PMH:
Has left knee arthritis. Had chick pox and mumps as a child. Vaccinations up to
date.
GYN hx:
G2 P1. 1 SAB, 1 living child, full term, wt 9lbs 2 oz. LMP 15months ago. No history of abnormal Pap smear.
FH:
parents alive, well, child alive, well. No siblings. Mother has HTN and father has high cholesterol.
SH:
works from home part time as a planning coordinator. Married. No tobacco history, 1-2 glasses wine on weekends. No illicit drug use
Allergies
: NKDA, allergic to cats and pollen. No latex allergy
Vital signs
: BP 129/80; pulse 76, regular; respiration 16, regular
Height 5’2.5”, weight 185 pounds
General:
obese female in no acute distress. Alert, oriented and cooperative.
Skin
: warm dry and intact. No lesions noted
HEENT:
head normocephalic. Hair thick and distribution throughout scalp. Eyes without exudate, sclera white. Wears contacts. Tympanic membranes gray and intact with light reflex noted. Pinna and tragus nontender. Nares patent without exudate. Oropharynx moist without erythema. Teeth in good repair, no cavities noted. Neck supple. Anterior cervical lymph nontender to palpation. No lymphadenopathy. Thyroid midline, small and firm without palpable masses.
CV
: S1 and S2 RRR without murmurs or rubs
Lungs
: Clear to auscultation bilaterally, respirations unlabored.
Abdomen
- soft, round, nontender with positive bowel sounds present; no organomegaly; no abdominal bruits. No CVAT.
Labwork:
CBC
:
WBC 6,000/mm3 Hgb 12.5 gm/dl Hct 41% RBC 4.6 million MCV 88 fl MCHC
34 g/dl RDW 13.8%
UA:
pH 5, SpGr 1.013, Leukocyte esterase negative, nitrites negative, 1+ glucose; small protein; negative for ketones
CMP:
Sodium 139
Potassium 4.3
Chloride 100
CO2 29
Glucose 95
BUN 12
Creatinine 0.7
GFR est non-AA 92 mL/min/1.73 GFR est AA 101 mL/min/1.73 Calcium 9.5
Total protein 7.6 Bilirubin, total 0.6 Alkaline.
Mr. Rivera is a 72-year-old patient with end stage COPD who is in th.docxaudeleypearl
Mr. Rivera is a 72-year-old patient with end stage COPD who is in the care of Hospice. He has a history of smoking, hypertension, obesity, and type 2 Diabetes. He is on Oxygen 2L per nasal cannula around the clock. His wife and 2 adult children help with his care. Develop a concept map for Mr. Rivera. Consider the patients Ethnic background (he and his family are from Mexico) and family dynamics. Please use the
concept map
form provided.
.
Mr. B, a 40-year-old avid long-distance runner previously in goo.docxaudeleypearl
Mr. B, a 40-year-old avid long-distance runner previously in good health, presented to his primary provider for a yearly physical examination, during which a suspicious-looking mole was noticed on the back of his left arm, just proximal to the elbow. He reported that he has had that mole for several years, but thinks that it may have gotten larger over the past two years. Mr. B reported that he has noticed itchiness in the area of this mole over the past few weeks. He had multiple other moles on his back, arms, and legs, none of which looked suspicious. Upon further questioning, Mr. B reported that his aunt died in her late forties of skin cancer, but he knew no other details about her illness. The patient is a computer programmer who spends most of the work week indoors. On weekends, however, he typically goes for a 5-mile run and spends much of his afternoons gardening. He has a light complexion, blonde hair, and reports that he sunburns easily but uses protective sunscreen only sporadically.
Physical exam revealed: Head, neck, thorax, and abdominal exams were normal, with the exception of a hard, enlarged, non-tender mass felt in the left axillary region. In addition, a 1.6 x 2.8 cm mole was noted on the dorsal upper left arm. The lesion had an appearance suggestive of a melanoma. It was surgically excised with 3 mm margins using a local anesthetic and sent to the pathology laboratory for histologic analysis. The biopsy came back Stage II melanoma.
1. How is Stage II melanoma treated and according to the research how effective is this treatment?
250 words.
.
Moving members of the organization through the change process ca.docxaudeleypearl
Moving members of the organization through the change process can be quite difficult. As leaders take on this challenge of shifting practice from the current state to the future, they face the obstacles of confidence and competence experienced by staff. Change leaders understand the importance of recognizing their moral purpose and helping others to do the same. Effective leaders foster moral purpose by building relationships, considering other’s perspectives, demonstrating respect, connecting others, and examining progress (Fullan & Quinn, 2016). For this Discussion, you will clarify your own moral perspective and how it will impact the elements of focusing direction.
To prepare:
· Review the Adams and Miskell article. Reflect on the measures taken in building capacity throughout the organization.
· Review Fullan and Quinn’s elements of Focusing Direction in Chapter 2. Reflect on aspects needed to build capacity as a leader.
· Analyze the two case examples used to illustrate focused direction in Chapter 2.
· Clarify your own moral purpose, combining your personal values, persistence, emotional intelligence, and resilience.
A brief summary clarifying your own moral imperative.
· Using the guiding questions in Chapter 2 on page 19, explain your moral imperative and how you can use your strengths to foster moral imperative in others.
· Based on Fullan’s information on change leadership, in which areas do you feel you have strong leadership skills? Which areas do you feel you need to continue to develop?
Learning Resources
Required Readings
Fullan, M., & Quinn, J. (2016).
Coherence: The right drivers in action for schools, districts, and systems
. Thousand Oaks, CA: Corwin.
Chapter 2, “Focusing Direction” (pp. 17–46)
Florian, L. (Ed.). (2014).
The SAGE handbook of special education
(2nd ed.). London, England: Sage Publications Ltd.
Chapter 23, “Researching Inclusive Classroom Practices: The Framework for Participation” (389–404)
Chapter 31, “Assessment for Learning and the Journey Towards Inclusion” (pp. 523–536)
Adams, C.M., & Miskell, R.C. (2016). Teacher trust in district administration: A promising line of inquiry. Journal of Leadership for Effective and Equitable Organizations, 1-32. DOI: 10.1177/0013161X1665220
Choi, J. H., Meisenheimer, J. M., McCart, A. B., & Sailor, W. (2016). Improving learning for all students through equity-based inclusive reform practices effectiveness of a fully integrated school-wide model on student reading and math achievement. Remedial and Special Education, doi:10.1177/0741932516644054
Sailor, W. S., & McCart, A. B. (2014). Stars in alignment. Research and Practice for Persons with Severe Disabilities, 39(1), 55-64. doi: 10.1177/1540796914534622
Required Media
Grand City Community
Laureate Education (Producer) (2016c).
Tracking data
[Video file]. Baltimore, MD: Author.
Go to the Grand City Community and click into
Grand City School District Administration Offices
. Revie.
Mr. Friend is acrime analystwith the SantaCruz, Califo.docxaudeleypearl
Mr. Friend is a
crime analyst
with the Santa
Cruz, California,
Police
Department.
Predictive Policing: Using Technology to Reduce Crime
By Zach Friend, M.P.P.
4/9/2013
Nationwide law enforcement agencies face the problem
of doing more with less. Departments slash budgets
and implement furloughs, while management struggles
to meet the public safety needs of the community. The
Santa Cruz, California, Police Department handles the
same issues with increasing property crimes and
service calls and diminishing staff. Unable to hire more
officers, the department searched for a nontraditional
solution.
In late 2010 researchers published a paper that the
department believed might hold the answer. They
proposed that it was possible to predict certain crimes,
much like scientists forecast earthquake aftershocks.
An “aftercrime” often follows an initial crime. The time and location of previous criminal activity helps to
determine future offenses. These researchers developed an algorithm (mathematical procedure) that
calculates future crime locations.1
Equalizing Resources
The Santa Cruz Police Department has 94 sworn officers and serves a population of 60,000. A
university, amusement park, and beach push the seasonal population to 150,000. Department personnel
contacted a Santa Clara University professor to apply the algorithm, hoping that leveraging technology
would improve their efforts. The police chief indicated that the department could not hire more officers.
He felt that the program could allocate dwindling resources more efficiently.
Santa Cruz police envisioned deploying officers by shift to the most targeted locations in the city. The
predictive policing model helped to alert officers to targeted locations in real time, a significant
improvement over traditional tactics.
Making it Work
The algorithm is a culmination of anthropological and criminological behavior research. It uses complex
mathematics to estimate crime and predict future hot spots. Researchers based these studies on
In Depth
Featured Articles
- IAFIS Identifies Suspect from 1978 Murder Case
- Predictive Policing: Using Technology to Reduce
Crime
- Legal Digest Part 1 - Part 2
Search Warrant Execution: When Does Detention Rise to
Custody?
- Perspective
Public Safety Consolidation: Does it Make Sense?
- Leadership Spotlight
Leadership Lessons from Home
Archive
- Web and Print
Departments
- Bulletin Notes - Bulletin Honors
- ViCAP Alerts - Unusual Weapons
- Bulletin Reports
Topics in the News
See previous LEB content on:
- Hostage Situations - Crisis Management
- School Violence - Psychopathy
About LEB
- History - Author Guidelines (pdf)
- Editorial Staff - Editorial Release Form (pdf)
Patch Call
Known locally as the
“Gateway to the Summit,”
which references the city’s
proximity to the Bechtel Family
National Scout Reserve. More
The patch of the Miamisburg,
Ohio, Police Department
prominently displays the city
seal surroun.
Mr. E is a pleasant, 70-year-old, black, maleSource Self, rel.docxaudeleypearl
Mr. E is a pleasant, 70-year-old, black, male
Source: Self, reliable source
Subjective:
Chief complaint:
“I urinate frequently.”
HPI:
Patient states that he has had an increase in urination for the past several years, which seems to be worsening over the past year. He estimates that he urinates clear/light yellow urine approximately every 1.5-2 hours while awake and is up 2-4 times at night to urinate. He states some urgency and hesitancy with urination and feeling of incomplete voiding. He denies any pain or blood. Denies any head trauma. Denies any increase in thirst or hunger. He denies any unintentional weight loss.
Allergies
: NKA
Current Mediations
:
Multivitamin, daily
Aspirin, 81 mg, daily
Olmesartan, 20 mg daily
Atorvastatin, 10 mg daily
Diphenhydramine, 50 mg, at night
Pertinent History:
Hypertension, hyperlipidemia, insomnia
Health Maintenance. Immunizations:
Immunizations up to date
Family History:
No cancer, cardiac, pulmonary or autoimmune disease in immediate family members
Social History:
Patient lives alone. He drinks one cup of caffeinated coffee each morning at the local diner. He denies any nicotine, alcohol or drug use.
ROS:
Incorporated into HPI
Objective:
VS
– BP: 118/68, HR: 86, RR: 16, Temp 97.6, oxygenation 100%, weight: 195 lbs, height: 70 inches.
Mr. E is alert, awake, oriented x 3. Patient is clean and dressed appropriate for age.
Cardiac: No cardiomegaly or thrills; regular rate and rhythm, no murmur or gallop
Respiratory: Clear to auscultation
Abdomen: Bowel sounds positive. Soft, nontender, nondistended, no hepatomegaly
Neuro: CN 2-12 intact
Renal/prostate: Prostate enlarged, non-tender. No asymmetry or nodules palpated
Labs:
Test Name
Result
Units
Reference Range
Color
Yellow
Yellow
Clarity
Clear
Clear
Bilirubin
Negative
Negative
Specific Gravity
1.011
1.003-1.030
Blood
Negative
Negative
pH
7.5
4.5-8.0
Nitrite
Negative
Negative
Leukocyte esterase
Negative
Negative
Glucose
Negative
mg/dL
Negative
Ketones
Negative
mg/dL
Negative
Protein
Negative
mg/dL
Negative
WBC
Negative
/hpf
Negative
RBC
Negative
/hpf
Negative
Lab
Pt’s Result
Range
Units
Sodium
137
136-145
mmol/L
Potassium
4.7
3.5-5.1
mmol/L
Chloride
102
98-107
mmol/L
CO2
30
21-32
mmol/L
Glucose
92
70-99
mg/dL
BUN
7
6-25
mg/dL
Creat
1.6
.8-1.3
mg/dL
GFR
50
>60
Calcium
9.6
8.2-10.2
mg/dL
Total Protein
8.0
6.4-8.2
g/dL
Albumin
4.5
3.2-4.7
g/dL
Bilirubin
1.1
<1.1
mg/dL
Alkaline Phosphatase
94
26-137
U/L
AST
25
0-37
U/L
ALT
55
15-65
U/L
Pt’s results
Normal Range
Units
WBC
9.9
3.4 - 10.8
x10E3/uL
RBC
4.0
3.77 - 5.28
x10E6/uL
Hemoglobin
11.5
11.1 - 15.9
g/dL
H.
Motor Milestones occur in a predictable developmental progression in.docxaudeleypearl
Motor Milestones occur in a predictable developmental progression in young children. They begin with reflexive movements that develop into voluntary movement patterns. For the motor milestone of independent walking, there are many precursor reflexes that must first integrate and beginning movement patterns that must be learned. Explain the motor progression of walking in a child, starting with the integration of primitive reflexes to the basic motor skills needed for a child to walk independently. Discuss at which time frame each milestone occurs from birth to walking (12-18 months of age). What are some reasons why a child could be delayed in walking? At what age is a child considered delayed in walking and in need of intervention? What interventions are available to children who are having difficulty walking? Please be sure to use APA citations for all sources used to formulate your answers.
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Most women experience their closest friendships with those of th.docxaudeleypearl
Most women experience their closest friendships with those of the same sex. Men have suffered more of a stigma in terms of sharing deep bonds with other men. Open affection and connection is not actively encouraged among men. Recent changes in society might impact this, especially with the advent of the meterosexual male. “The meterosexual male is less interested in blood lines, traditions, family, class, gender, than in choosing who they want to be and who they want to be with” (Vernon, 2010, p. 204).
In this week’s reading material, the following philosophers discuss their views on this topic: Simone de Beauvoir, Thomas Aquinas, MacIntyre, Friedman, Hunt, and Foucault. Make sure to incorporate their views as you answer each discussion question. Think about how their views may be similar or different from your own. In at least 250 words total, please answer each of the following, drawing upon your reading materials and your personal insight:
To what extent do you think women still have a better opportunity to forge deeper friendships than men? What needs to change to level the friendship playing field for men, if anything?
How is the role of the meterosexual man helping to forge a new pathway for male friendships?
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Most patients with mental health disorders are not aggressive. Howev.docxaudeleypearl
Most patients with mental health disorders are not aggressive. However, it is important for nurses to be able to know the signs and symptoms associated with the five phases of aggression, and to appropriately apply nursing interventions to assist in treating aggressive patients. Please read the case study below and answer the four questions related to it.
Aggression Case Study
Christopher, who is 14 years of age, was recently admitted to the hospital for schizophrenia. He has a history of aggressive behavior and states that the devil is telling him to kill all adults because they want to hurt him. Christopher has a history of recidivism and noncompliance with his medications. One day on the unit, the nurse observes Christopher displaying hypervigilant behaviors, pacing back and forth down the hallway, and speaking to himself under his breath. As the nurse runs over to Christopher to talk, he sees that his bedroom door is open and runs into his room and shuts the door. The nurse responds by attempting to open the door, but Christopher keeps pulling the door shut and tells the nurse that if the nurse comes in the room he will choke the nurse. The nurse responds by calling other staff to assist with the situation.
1. What phase of the aggression cycle is Christopher in at the beginning of this scenario? What phase is he in at the end the scenario? (State the evidence that supports your answers).
2. What interventions could have been implemented to prevent Christopher from escalating at the beginning of the scenario?
3. What interventions should the nurse take to deescalate the situation when Christopher is refusing to open his door?
4. If a restrictive intervention (restraint/seclusion) is used, what are some important steps for the nurse to remember?
SCHOLAR NURSING ARTICLE>>>APA FORMAT>>>
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Most of our class readings and discussions to date have dealt wi.docxaudeleypearl
Most of our class readings and discussions to date have dealt with the issue of ethics and ethical behavior. Various philosophers have made contributions to jurisprudence including how to apply ethical principles (codes of conduct?) to ethical dilemma.
Your task is to watch the Netflix documentary ‘The Social Dilemma.’ If you cannot currently access Netflix it offers a free trial opportunity, which you can cancel after viewing the documentary. Should this not be an option for whatever reason, then please email me and we will create an alternative ethics question.
DUE DATE: Tuesday, Sept. 29, 2020 by noon
SEND YOUR NO MORE THAN 5 PAGE DOUBLE SPACED RESPONSE TO MY EMAIL ADDRESS. LATE PAPERS SUBJECT TO DOWNGRADING
As critics have written, the documentary showcases ways our minds are twisted and twirled by social media companies like Facebook, Twitter, and Google through their platforms and search engines, and the why of what they are doing, and what must be done to stop it.
After watching the movie, respond to the following questions in the order given. Use full sentences and paragraphs, and start off each section by stating the question you are answering. Be succinct.
What are the critical ethical issues identified?
What concerns are raised over the polarization of society and promulgation of fake news?
What is the “attention-extraction model” of software design and why worry?
What is “surveillance capitalism?”
Do you agree that social media warps your perceptions of reality?
Who has the power and control over these social media platforms – software designers, artificial intelligence (Ai), CEOs of media platforms, users, government?
Are social media platforms capable of self-regulation to address the political and ethical issues raised or not? If not, then should government regulate?
What other actions can be taken to address the basic concern of living in a world “…where no one believes what’s true.”
.
Most people agree we live in stressful times. Does stress and re.docxaudeleypearl
Most people agree we live in stressful times. Does stress and reactions to stress contribute to illness? Explain why or why not. Support your opinions with information from the text.
Make sure to reference and cite your textbook as well as any other source you may use to support your answers to the question. Your initial post must include appropriate APA references at the end.
.
Most of the ethical prescriptions of normative moral philosophy .docxaudeleypearl
Most of the ethical prescriptions of normative moral philosophy tend to fall into one of the following three categories: deontology, consequentialism, and virtue ethics. These categories in turn put an emphasis on different normative standards for judging what constitutes right and wrong actions.
Moral psychologists and behavioral economists such as Jonathan Haidt and Dan Ariely take a different approach: focusing not on some normative ethical framework for moral judgment, but rather on the psychological foundations of moral intuition and on the limitations that our human frailty places on real-world honesty, decency, and ethical commitments.
In this context, write a short essay (minimum 400 words) on what you see as the most important differences between the traditional normative philosophical approaches and the more recent empirical approach of moral psychology when it comes to ethics. As part of your answer also make sure that you discuss the implications of these differences.
Deadline reminder:
this assignment is
due on June 14th
. Any assignments submitted after that date will lose 5 points (i.e., 20% of the maximum score of 25 points) for each day that they are submitted late. Accordingly, after June 14th, any submissions would be worth zero points and at that time the assignment inbox will close.
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Most healthcare organizations in the country are implementing qualit.docxaudeleypearl
Most healthcare organizations in the country are implementing quality improvement programs to save lives, enhance customer satisfaction, and reduce the cost of healthcare services. Limited human and material resources often undermine such efforts. Zenith Hospital in a rural community has 200 beds. Postsurgical patients tend to contract infections at the surgical site, requiring extended hospitalization. Mr. Jones—75 years old—was admitted to Zenith Hospital for inguinal hernia repairs. He was also hypertensive, with a compromised immune system. Two days after surgery, he acquired an infection at the surgical site, with elevated temperature, and then he developed septicemia. His condition worsened, and he was moved to isolation in the intensive care unit (ICU). A day after transfer to the ICU, he went into ventricular arrhythmia and was placed on a respirator and cardiac monitoring machine. Intravenous fluids, antibiotics, and antipyretics could not bring the fever down, and blood analysis continued to deteriorate.
The hospital infection control unit got involved. The team confirmed that postsurgical infections were on the increase, but the hospital was unable to identify the sources of infection. The surgery unit and surgical team held meetings to understand possible sources of infection. The team leader had earlier reported to management that they needed to hire more surgical nurses, arguing that nurses in the unit were overworked, had to go on leave, and often worked long hours without break.
Mr. Jones’ family members were angry and wanted to know the source of his infection, why he was on the respirator in isolation, and why his temperature was not coming down. Unfortunately, his condition continued to deteriorate. His daughter invited the family’s legal representative to find out what was happening to her father and to commence legal proceedings.
Then, the healthcare manager received information that two other patients were showing signs of postsurgical infection. The healthcare manager and care providers acknowledged the serious quality issues at Zenith Hospital, particularly in the surgical unit. The healthcare manager wrote to the Chairman of the Hospital Board, seeking approval to implement a quality improvement program. The Board held an emergency meeting and approved the manager’s request. The healthcare manager has invited you to support the organization in this process.
Please address the following questions in your response:
What are successful approaches for gaining a shared understanding of the problem?
How can effective communication be implemented?
What is a qualitative approach that helps in identifying the quality problem?
What tools can provide insight into understanding the problem?
In quality improvement, what does appreciative inquiry help do?
What is a benefit of testing solutions before implementation?
What is a challenge that is inherent in the application of the plan, do, study, act (PDSA) method?
What .
More work is necessary on how to efficiently model uncertainty in ML.docxaudeleypearl
More work is necessary on how to efficiently model uncertainty in ML and NLP, as well as how to represent uncertainty resulting from big data analytics.
Pages - 4
Excluding the required cover page and reference page.
APA format 7 with an introduction, a body content, and a conclusion.
No Plagiarism
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Mortgage-Backed Securities and the Financial CrisisKelly Finn.docxaudeleypearl
Mortgage-Backed Securities and the Financial Crisis
Kelly Finn
FNCE 4302
Mortgage-Backed Securities (MBS) are “pass-through” bundles of housing debt sold as investment vehicles
A mortgage-backed security, MBS, is a type of asset-backed security that pays investors regular payments, similar to a bond. It gets the title as a “pass-through” because the security involves several entities in the origination and securitization process (where the asset is identified, and where it is used as a base to create a new investment instrument people can profit off of).
Key Players involved in the MBS Process
[Mortgage] Lenders: banks who sell mortgages to GSE’s
GSE: Government Sponsored Entities created by the US Government to make owning property more accessible to Americans
1938: Fannie Mae (FNMA): Federal National Mortgage Assoc.
1970: Freddie Mac (FHLMC): Federal Home Loan Mortgage Corp.
Increase mortgage borrowing
Introduce competitor to Fannie Mae
1970: Ginnie Mae (GNMA): Government National Mortgage Assoc.
US Government: Treasury: implicit commitment of providing support in case of trouble
The several entities involved in the process make MBS a “pass-through”. Here we have 3 main entities that we’ll call “Key Players” for the purpose of this presentation which aims to provide you with a basic and simple explanation of MBS and their role in the financial crisis.
GSE’s created by the US Government in 1938
Part of FDR’s New Plan during Great Depression
Purpose: make owning property more accessible to more Americans
GSE (ex. Fannie Mae) buys mortgages (debt) from banks, & then pools mortgages into little bundles investors can buy (securitization)
Bank’s mortgage is exchanged with GSE’s cash
Created liquid secondary market for mortgages
Result:
1) Bank has more cash to lend out to people
2) Now all who want to a house (expensive) can get the money needed to buy one!
Where MBS came from & when
Yay for combatting homelessness and increasing quality of life for the common American!
Thanks Uncle Sam!
MBS have been around for a long time. Officially in the US, they have their origins in government. During the Great Depression in the 1930s, President Franklin Delano Roosevelt signed into creation Fannie Mae that was brought about to help ease American citizen’s difficulty in becoming homeowners. The sole purpose of a GSE thus was to not make profit, but to promote citizen welfare in regards to housing. Seeing that it was created by regulatory government powers, it earned the title of Government Sponsored Entity, which we will abbreviate as GSE. 2 other GSE’s in housing were created in later decades like Freddie Mae, to further stimulate the mortgage market alongside Fannie, and Ginnie which did a similar thing but only for certain groups of people (Veterans, etc) and to a much smaller scale.
How MBS works: Kelly is a homeowner looking to borrow a lot of money
*The Lender, who issued Kelly the mor.
Moral Development Lawrence Kohlberg developed six stages to mora.docxaudeleypearl
Moral Development:
Lawrence Kohlberg developed six stages to moral behavior in children and adults. Punishment and obedience orientation, interpersonal concordance, law and order orientation, social contract orientation, and universal ethics orientation. All or even just one of these stages will make a good topic for your research paper or you could just do the research paper on Kohlberg.
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Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Normal Labour/ Stages of Labour/ Mechanism of LabourWasim Ak
Normal labor is also termed spontaneous labor, defined as the natural physiological process through which the fetus, placenta, and membranes are expelled from the uterus through the birth canal at term (37 to 42 weeks
Responsible LeadershipDiscuss the roles of leaders in creating e.docx
1. Responsible Leadership
Discuss the roles of leaders in creating ethical organizations.
Although theories have increased our understanding of effective
leadership, they do not explicitly deal with the roles of ethics
and trust, which some argue are essential to complete the
picture. Here, we consider contemporary concepts that
explicitly address the role of leaders in creating ethical
organizations. These and the theories we discussed earlier are
not mutually exclusive ideas (a transformational leader may
also be a responsible one), but we could argue that leaders
generally appear to be stronger in one category than another.
Authentic Leadership SAP’s Co-CEO Bill McDermott’s motto is
“Stay Hungry, Stay Humble,” and he appears to practice what
he preaches. Campbell Soup’s CEO Denise Morrison decided to
lower sodium in the company’s soup products simply because it
was the right thing to do. McDermott and Morrison appear to be
good exemplars of authentic leadership.70 Authentic leadership
focuses on the moral aspects of being a leader. Authentic
leaders know who they are, know what they believe in, and act
on those values and beliefs openly and candidly. Their
followers consider them ethical people. The primary quality
produced by authentic leadership is trust. Authentic leaders
share information, encourage open communication, and stick to
their ideals. The result: People come to have faith in them.
Related to this behavior is the concept of humbleness, another
characteristic of being authentic. Research indicates that leaders
who model humility help followers to understand the growth
process for their own development.71 Authentic leadership,
especially when shared among top management team members,
creates a positive energizing effect that heightens firm
performance.72 Transformational or charismatic leaders can
have a vision and communicate it persuasively, but sometimes
the vision is wrong (as in the case of Hitler), or the leader is
more concerned with his or her own needs or pleasures, as were
2. Dennis Kozlowski (ex-CEO of Tyco), Jeff Skilling (ex-CEO of
Enron), and Raj Rajaratnam (founder of the Galleon Group).73
Authentic leaders do not exhibit these behaviors. They may also
be more likely to promote corporate social responsibility (CSR).
Ethical Leadership
Leadership is not value-free. In assessing its effectiveness, we
need to address the means a leader uses to achieve goals as well
as the content of those goals. The role of the leader in creating
the ethical expectations for all members is crucial.74 Ethical
top leadership influences not only direct followers, but all the
way down the command structure as well, because top leaders
create an ethical culture and expect lower-level leaders to
behave along ethical guidelines.75 Leaders rated as highly
ethical tend to have followers who engage in more
organizational citizenship behaviors (OCBs) and who are more
willing to bring problems to the leaders’ attention.76 Research
also found that ethical leadership reduced interpersonal
conflicts.77 Ethical and authentic leadership intersect at a
number of junctures. Leaders who treat their followers ethically
and authentically—with fairness, especially by providing
honest, frequent, and accurate information—are seen as more
effective.78 Transformational leadership has ethical
implications since these leaders change the way followers think.
Charisma, too, has an ethical component. Unethical leaders use
their charisma to enhance power over followers, directed toward
self-serving ends. To integrate ethical and charismatic
leadership, scholars have advanced the idea of socialized
charismatic leadership—conveying other-centered (not self-
centered) values through leaders who model ethical conduct.79
Charismatic leaders are able to bring employee values in line
with their own values through their words and actions.80
Although every member of an organization is responsible for
ethical behavior, many initiatives aimed at increasing
organizational ethical behavior are focused on the leaders.
Because top executives set the moral tone for an organization,
they need to set high ethical standards, demonstrate them
3. through their own behavior, and encourage and reward integrity
in others while avoiding abuses of power. One research review
found that role modeling by top leaders positively influenced
managers throughout their organizations to behave ethically and
fostered a climate that reinforced group-level ethical conduct.
The findings suggest that organizations should invest in ethical
leadership training programs, especially in industries with few
ethical regulations. Leadership training programs that
incorporate cultural values should be especially mandated for
leaders who take foreign assignments or manage multicultural
work teams.81 For ethical leadership to be effective, it is not
enough for the leader to simply possess high moral character.
After all, there is no universal standard for ethical behavior, and
ethical norms vary by culture, by industry, and even sometimes
within an organization. Leaders must be willing to express their
ethical beliefs and persuade others to follow their standards.
Followers must believe in both the leader and the overlying
principles, even if they don’t personally agree with every minor
stance. To convey their beliefs, leaders should learn to express
their moral convictions in statements that reflect values shared
with their organization’s members. Leaders can build on this
foundation of trust to show their character, enhance a sense of
unity, and create buy-in from followers. The leader’s message
should announce high goals and express confidence that they
can be reached.
Servant Leadership
Scholars have recently considered ethical leadership from a new
angle by examining servant leadership.83 Servant leaders go
beyond their self-interest and focus on opportunities to help
followers grow and develop. Characteristic behaviors include
listening, empathizing, persuading, accepting stewardship, and
actively developing followers’ potential. Because servant
leadership focuses on serving the needs of others, research has
focused on its outcomes for the well-being of followers.
Perhaps not surprisingly, a study of 126 CEOs found that
servant leadership is negatively correlated with the trait of
4. narcissism.84 What are the effects of servant leadership? One
study of 123 supervisors found it resulted in higher levels of
commitment to the supervisor, self-efficacy, and perceptions of
justice, which all were related to OCB.85 This relationship
between servant leadership and follower OCB appears to be
stronger when followers are encouraged to focus on being
dutiful and responsible.86 Second, servant leadership increases
team potency (a belief that your team has above-average skills
and abilities), which in turn leads to higher levels of group
performance.87 Third, a study with a nationally representative
sample found higher levels of citizenship were associated with a
focus on growth and advancement, which in turn was associated
with higher levels of creative performance.88 Other research
found that servant leadership and a resulting culture of serving
increased employee job performance and creativity, while
reducing turnover intentions.89 Servant leadership may be more
prevalent and effective in certain cultures.90 When asked to
draw images of leaders, for example, U.S. subjects tended to
draw them in front of the group, giving orders to followers.
Singaporeans tended to draw leaders at the back of the group,
acting more to gather a group’s opinions together and then unify
them from the rear. This suggests the East Asian prototype is
more like a servant leader, which might mean servant leadership
is more effective in these cultures.
Positive Leadership
Describe how leaders can have a positive impact on their
organizations through building trust and mentoring. In each of
the theories we’ve discussed, you can see opportunities for the
practice of good, bad, or mediocre leadership. Now let’s think
about the intentional development of positive leadership
environments. Trust Trust is a psychological state that exists
when you agree to make yourself vulnerable to another person
because you have positive expectations about how things are
going to turn out.91 Although you aren’t completely in control
of the situation, you are willing to take a chance that the other
5. person will come through for you. Trust is a primary attribute
associated with leadership; breaking it can have serious adverse
effects on a group’s performance.92 Followers who trust a
leader are confident their rights and interests will not be
abused.93 Transformational leaders, for example, create support
for their ideas in part by arguing that their direction will be in
everyone’s best interests. People are unlikely to look up to or
follow someone they perceive as dishonest or likely to take
advantage of them. Thus, as you might expect, transformational
leaders generate higher levels of trust from their followers,
which in turn are related to higher levels of team confidence
and, ultimately, higher levels of team performance.94 In a
simple contractual exchange of goods and services, your
employer is legally bound to pay you for fulfilling your job
description. But today’s rapid reorganizations, diffusion of
responsibility, and collaborative team-based work mean
employment relationships are not stable long-term contracts
with explicit terms. Rather, they are based more on trusting
relationships than ever before. You have to trust that if you
show your supervisor a creative project you’ve been working
on, he won’t steal the credit behind your back. You have to trust
that the extra work you’ve been doing will be recognized in
your performance appraisal. In contemporary organizations,
where work is less closely documented and specified, voluntary
employee contribution based on trust is absolutely necessary.
Only a trusted leader will be able to encourage employees to
reach beyond themselves to a transformational goal. THE
OUTCOMES OF TRUST Trust between supervisors and
employees has a number of specific advantages. Here are just a
few from research: Trust encourages taking risks. Whenever
employees decide to deviate from the usual way of doing things,
or to take their supervisor’s word on a new direction, they are
taking a risk. In both cases, a trusting relationship can facilitate
that leap. Trust facilitates information sharing. One big reason
employees fail to express concerns at work is that they don’t
feel psychologically safe revealing their views. When managers
6. demonstrate they will give employees’ ideas a fair hearing and
actively make changes, employees are more willing to speak
out.95 Trusting groups are more effective. When a leader sets a
trusting tone in a group, members are more willing to help each
other and exert extra effort, which increases trust. Members of
mistrusting groups tend to be suspicious of each other,
constantly guard against exploitation, and restrict
communication with others in the group. These actions tend to
undermine and eventually destroy the group. Trust enhances
productivity. The bottom-line interest of companies appears to
be positively influenced by trust. Employees who trust their
supervisors tend to receive higher performance ratings,
indicating higher productivity.96 People respond to mistrust by
concealing information and secretly pursuing their own
interests. TRUST DEVELOPMENT What key characteristics
lead us to believe a leader is trustworthy? Evidence has
identified three: integrity, benevolence, and ability (see Exhibit
12-6).97 Integrity refers to honesty and truthfulness. When 570
white-collar employees were given a list of 28 attributes related
to leadership, they rated honesty the most important by far.98
Integrity also means maintaining consistency between what you
do and say. Benevolence means the trusted person has your
interests at heart, even if your interests aren’t necessarily in
line with theirs. Caring and supportive behavior is part of the
emotional bond between leaders and followers. Ability
encompasses an individual’s technical and interpersonal
knowledge and skills. You’re unlikely to depend on someone
whose abilities you don’t believe in even if the person is highly
principled and has the best intentions. Exhibit 6 The Nature of
Trust TRUST PROPENSITY Effective leadership is built on the
trust of leaders and followers. Trust propensity refers to how
likely a particular employee is to trust a leader. Some people
are simply more likely to believe others can be trusted.99 Those
who carefully document every promise or conversation with
their supervisors aren’t very high in trust propensity, and they
probably aren’t going to take a leader’s word for anything.
7. Those who think most people are basically honest and forthright
will be much more likely to seek evidence that their leaders
have behaved in a trustworthy manner. Trust propensity is
closely linked to the personality trait of agreeableness, and
people with lower self-esteem are less likely to trust others.100
TRUST AND CULTURE Does trust look the same in every
culture? Using the basic definition of trust, certainly it does.
However, in the work context, trust in an employment
relationship may be built on very different perceptions from
culture to culture. For example, a recent study in Taiwan
indicated that employees responded to paternalistic leadership,
when it is benevolent and ethical, with increased trust
performance.101 This positive response to paternalism may be
unique to the collectivistic context where the Confucian values
of hierarchy and relationship predominate. In individualistic
societies, we might expect that paternalistic leadership will
rankle many employees who prefer not to see themselves as part
of a hierarchical family workgroup. Employees in individualist
cultures may build trust along dimensions of leadership support
and consistency instead, for instance. THE ROLE OF TIME
Time is the final component for building trust. We come to trust
people by observing their behavior over a period of time.102 To
help, leaders need to demonstrate integrity, benevolence, and
ability in situations where trust is important—say, where they
could behave opportunistically or let employees down. Second,
trust can be won in the ability domain by demonstrating
competence. Third, research with 100 companies around the
world suggests that leaders can build trust by shifting their
communication style from top-down commands to ongoing
organizational dialogue. Lastly, when leaders regularly create
interpersonal conversations with their employees that are
intimate, interactive, and inclusive and that intentionally follow
an agenda, followers demonstrate trust with high levels of
engagement.103 REGAINING TRUST Managers who break the
psychological contract with workers, demonstrating they aren’t
trustworthy leaders, will find employees are less satisfied and
8. less committed, have a higher intent toward turnover, engage in
less OCB, and have lower levels of task performance.104
Leaders who betray trust are especially likely to be evaluated
negatively by followers if there is already a low level of leader–
member exchange.105 Once it has been violated, trust can be
regained, but only in certain situations and depending on the
type of violation.106 If the cause is lack of ability, it’s usually
best to apologize and recognize you should have done better.
When lack of integrity is the problem, apologies don’t do much
good. Regardless of the violation, saying nothing or refusing to
confirm or deny guilt is never an effective strategy for
regaining trust. Trust can be restored when we observe a
consistent pattern of trustworthy behavior by the transgressor.
However, if the transgressor used deception, trust never fully
returns, not even after apologies, promises, or a consistent
pattern of trustworthy actions.
Mentoring
Leaders often take responsibility for developing future leaders.
A mentor is a senior employee who sponsors and supports a
less-experienced employee, a protégé. Successful mentors are
good teachers. They present ideas clearly, listen well, and
empathize with protégés’ problems. Mentoring relationships
serve career and psychosocial functions (see Exhibit 12-7).108
Exhibit 7 Career and Psychological Functions of the Mentoring
Relationship In formal mentoring relationships, protégé
candidates are identified according to assessments of leadership
potential, and then matched with leaders in corresponding
organizational functions. Informal mentoring relationships
develop when leaders identify a less experienced, lower-level
employee who appears to have potential for future
development.109 The protégé is often tested with a particularly
challenging assignment. If performance is acceptable, the
mentor will develop the relationship. In both formal and
informal mentoring, the goal is to show the protégé how the
organization really works outside its formal structures and
procedures. Are all employees in an organization likely to
9. participate in a mentoring relationship? Unfortunately, no.110
However, research continues to indicate that employers should
establish mentoring programs because they benefit both mentors
and protégés. One study in Korea found that mentors achieved
higher levels of transformational leadership as a result of the
process, while organizational commitment and well-being
increased for both mentors and protégés.111 Although begun
with the best intentions, formal relationships are not as
effective as informal ones,112 perhaps due to poor planning,
design, and communication. Mentors must see the relationship
as beneficial to themselves and the protégé, and the protégé
must have input into the relationship.113 Formal mentoring
programs are also most likely to succeed if they appropriately
match the work style, needs, and skills of protégé and
mentor.114 Mentors may be effective not because of the
functions they provide, but because of the resources they can
obtain; a mentor connected to a powerful network can build
relationships that will help the protégé advance. Network ties,
whether built through a mentor or not, are a significant
predictor of career success.115 If a mentor is not well
connected or not a very strong performer, the best mentoring
advice in the world will not be very beneficial. You might
assume mentoring is valuable for objective outcomes like
compensation and job performance, but research suggests the
gains are primarily psychological. Thus, while mentoring can
have an impact on career success, it is not as much of a
contributing factor as ability and personality. It may feel nice to
have a mentor, but it doesn’t appear that having a good mentor,
or any mentor, is critical to your career. The mentor is a boost
to your confidence.