Week 11 Discussion Response To George Wajackoyah Inducting Leadership Orientation
Respond by Day 5 to two colleagues with alternative recommendations for any aspect of their Executive Summaries. Ask George a question.
George L. Wajackoyah
G & B Consultants
West Gate Avenue
Lake Turkana Kenya
Tel. 8888 888 20
EXECUTIVE SUMMARY
Purpose:
The underlying executive summary reflects on the inter-agencies working at a team focusing on training, leadership skills, topics and the intended moral turpitude based on a character to conform with integrity.
Included in this Executive Summary are the following findings:
1. Recommendations on training on the development of future criminal agency executives.
2. Topics to be covered in instruction and
3. Inter-agency working module.
1. Recommendations on training on the development of future criminal agency executives.
“Leadership is reciprocal l relationship between those who choose or aspire to lead and those who decide to follow” (Kouzes, James M. and Barry Z. Posner, 2007). If the people do not believe in the messenger, they won’t believe in the message” (Ibid.). “Credibility is the cornerstone and foundation of leadership. Personal credibility and not professional credibility are essential. Kouzes and Posner write: “One must demonstrate values that prospective followers admire and which motivate them to trust the leader (Supra).
Leaders must demonstrate trustworthiness for the followers (if administrative support staff) to trust them. Honesty, forward-looking and hard work are essential ingredients of leadership (Supra).
A leader must commit to the task and lead by example. Inspiration and competence at the forefront of legitimize confidence among followers. A leader must demonstrate loyalty, devotion, and dedication to an organization to draw follower’s enthusiasm. Information flow, dispute resolution mechanism, streamlining code of conduct, better salaries, clarity in administration, disciplinary methods designed to counter incompetency and attitude, induction training and promotions are ingredients of good leadership.
To engage the commitment of others, leaders must develop characteristics consistent with credibility based on integrity and trust.
2. Topics to be included in the training:
Inducting leadership orientation for a common purpose or an intended task flows from one central command for smooth operation. Eggers demonstrates one fundamental concept of ‘dialogue’ process to position leadership transactions (Supra). Kouzes and Posner frequently use the ‘word’ “constituent” to describe the follower. They write “a constituent is someone who has an active part in the process of running an organization and who authorizes another to act on his or her behalf. A constituent confers authority on the leader, not the other way around, (Kouzes et al., (2007).
Part to be included in the training is integrity, ethics, and leadership. “Integrity is the normative inclination among task performers to resist temptations to abuse the rights and privileges of their occupation (Klockars et al., 1997, 2002). A course integrating ‘behavior and values enables leadership to foster situations in which followers can learn to reconcile values with reality, and thus develop their moral compass (Haberfeld, 2013).
3. Inter-agency working module.
County agencies require harmonious working inter-relationships incorporated through ‘dialogue.’ William Issacs, founder of Dialogue Inc., (a World leader in the theory and practice of dialogue) denies dialogue as, “a shared inquiry. [It is] a way of thinking and reflecting together (Shafer, J., & Geaither, R. (2012, February). “Dialogue is a conversation in which people think together in a relationship” (Supra). Inter-agencies’ dialogue streamlining working relations with each other drawing a framework that reflects on the role to be played by each when working to provide a solution. Criminal justice agencies such as the police, immigration, first aid groups, intelligence and members of the public can dialogue to combat crime within the community neighborhood. Thinking together means one, “one cannot be a boss over others” (Supra). Dialogue requires leaders’ skills and listening to others views is what, Isaacs, refers to as central to organizational learning because it holds collective thinking and organization” (Eggers, 2012).
Listening skills requires wisdom as Peter Garrett (director of Prison Dialogue in the United Kingdom) suggests. “Most people have never discovered how to listen, and instead they spend most of their time, while another is speaking, working out what to say the moment he or she stops…we found almost nobody listens to themselves speaking” (Eggers, 2000). Dialoguing directs or displays collectiveness, and each listener can reflect each speaker. Leaders from various agencies while directing inquiries requiring solutions suspend personal thoughts, impulses, and feelings while talking to each other.
In conclusion, “Dialogue creates an environment for conversation between, and among “equals;” therefore, leadership ranking matters less.
Sincerely,
GLW.
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