Thinking Higher

Multiple Intelligences and Leadership Effectiveness

2011-01-02T17:45:00.000-08:00

Intelligence Theories

Wex Wexler is known as the father of intelligence and his belief was that only two forms of intelligence existed; verbal and performance or nonverbal (Chopra & Kanji, 2010). Sternberg (1997) equates intelligence to mental self-management. Gardner (2004) introduced the idea of multiple intelligences in 1983 and defines intellectual competence as problem solving skills that elicit the potential for new knowledge acquisition. The Multiple Intelligences (MI) theory posits that all human beings possess at least eight forms of intelligence: logical-mathmatical, musical, spatial, bodily-kinesthetic, naturalist, interpersonal, and intrapersonal (Gardner, 2004). Sternberg (1997) posits three inclusive domains of intelligence in Triarchic Theory. The domains include componential (academic), experiential (creative), and, contextual (street smart). Within the three domains there exist six steps: goal formation, research, strategizing, tactics, creativity, and, implementation (Howard, 2006).

Emotional Intelligence

Emotional intelligence is the ability to manage one’s own emotions and to read effectively the emotions of others, and interact with them successfully. The emotional task of a leader is a primal function. Understanding the important role of emotions creates resonant leaders with emotional intelligence (Goleman, Boyatzis, & Mckee, 2003). The emotional stability of a leader lends to creating a positive culture, which becomes the foundation for positive emotions, moods, and feelings. A healthy, positive attitude goes a long way in contributing to high motivation, satisfaction, and performance. Emotional intelligence comprises of self-awareness, self-regulation, self-motivation, empathy for others, and interpersonal and social skills (Nahavandi, 2002). Emotional intelligence is a strong requirement of effective leadership. Goleman, Boyatzis, and McKee (2003) state emotional intelligence is a critical leadership competency. Simply stated, emotional intelligence is the ability to handle emotions and external relationships with success. The foundation of emotional intelligence lies in social intelligence with strong ties to both interpersonal and intrapersonal intelligences. Emotional intelligence connects the processes of thinking and feeling to create a depth of understanding to have the ability to read oneself and to read others. A neuroscientist and pioneer of emotional intelligence, Paul Donald Maclean, (1990) introduced the theory of the ‘triune brain’ that examines and explains the evolution of the brain in an attempt to reconcile rational and primal behaviors (Chopra & Kanji, 2010). The three parts of the brain are separate, yet interdependent and intertwined. The cerebral cortex is responsible for higher thinking skills, the limbic system includes the hippocampus, hypothalamus and the amygdala that gives rise to emotions and instincts. The brain stem and cerebellum controls autonomic functions and is thought to control more primal functions. Emotional intelligence is thought to be a more effective gauge and predictor of intellect and excellence than general intelligence. Emotional intelligence is said to determine the emotional management of self, managing relationships and social interactions, human potential, teamwork and leadership effectiveness, performance outcomes, organizational development, stress reduction, educational development, political and economic life, and creativity and the innovative processes (Chopra & Kanji, 2010). The emotional intelligence of leaders create the organizational climate and leaders with high levels of emotional intelligence create organizations where employees are loyal and emotionally invested (Momeni, 2009).

Spiritual Intelligence

Spiritual intelligence includes the abilities to think outside the box, live beyond the ego, and access more powerful energies that exist beyond our physical grasp. Spiritual intelligence is a relatively new concept that is being touted as a new leadership paradigm having the potential to change the foundational beliefs of leadership practice in business (Zohar, 2005). The 12 principles of spiritual intelligence are as follows: self-awareness, spontaneity, being vision- and value-led, holism, compassion, celebration of diversity, field independence, humility, asking fundamental “why?” questions, ability to reframe, positive use of adversity, and a sense of vocation (Zohar, 2005). Chinese leaders invoke spiritual intelligence to create highly effective outcomes through incorporating spiritual intelligence (Lynton & Thorgersen, 2009). Several practices of spiritual intelligence in the workplace are employees who are hardworking, they love and are passionate at what they do, and they know and employ their values, they respect their cultural roots, and they gain energy and enjoy doing good (Lynton & Thorgersen, 2009). Research has shown that effective leaders express spiritual intelligence by believing a deep interconnectedness to something larger, which creates the desire to give back to their communities and to other people (Lynton & Thorgerson, 2009). Individuals and leaders who possess spiritual intelligence act with high morals, ethics and values, which feed into the creation and foundation of cultural and corporate values. “If you fail to honor your people, they will fail to honor you; it is said of a good leader that when the work is done, the aim fulfilled, the people will say, “we did this ourselves”” (Lao Tzu, n.d.).

Leadership Effectiveness

Leadership and intelligence are both multidimensional constructs. Effective leaders think strategically, are grounded ethically, and are masters of the change process (Clawson, 2006). Yukl (2006) terms effective leaders as those who have a pattern of behavior suitable to the situation and that are focused on task objectives and relationships. Avolio and Yammarino (2002) suggest four domains of enhanced leadership effectiveness, which include innovation, humor, organizational citizenship and cohesion. “Extensive research has shown that leaders who exhibit positive leadership behaviors – such as intellectual stimulation, individualized consideration, inspirational motivation, and idealized influence – achieve greater employee performance, effort, satisfaction, and organizational effectiveness” (Barbuto & Burback, 2006). Effective leadership is said to be a combination of the match between the leader and the leadership situation (Nahavandi, 2002).

Summary

Self actualized leadership can take the genre of leadership in new directions. Leadership studies have widened the scope to include multiple forms of intelligence. Empirical research supports that leaders have a huge impact on business. Traditional IQ tests are not predictive of all intellectual abilities, performance, or leadership effectiveness (Sternberg, 1997) and there is a need for more research probing alternate forms of intelligence. Gardner (1983) discusses multiple intelligences and specifically cites two personal intelligences: intrapersonal (understanding oneself), and interpersonal (understanding others). The instrument of leadership is the embodiment of self. Leadership development is self-development and learning to play yourself results in a better leader (Kouzes, 2003). Performance outcomes are largely believed to be due to leadership effectiveness. Organizations have not been willing or able to inculcate positively the conclusions of prior studies in this area. Emotional intelligence is said to be a strong requisite and indicator for effective leadership (Barbuto & Burbach, 2006). Zohar (2005) posits that visionary leadership comprises three types of capital: material (rational intelligence), social (emotional intelligence), and spiritual (spiritual intelligence). Spiritual intelligence is the foundation supporting the top two tiers.

Kouzes (2003) discusses contagion and leadership and that when in a group environment an “emotional soup” is created with each adding his or her own flavor. People take emotional cues from the top and the domino effect ripples downward creating the emotional climate. Positive affect has been suggested to be more effective than negative affect and leadership affect may influence leadership effectiveness (Damen et.al., 2008).

Understanding the important role of emotions creates resonant leaders with emotional intelligence (Goleman, Boyatzis, & Mckee, 2003). The emotional stability of a leader lends to creating a positive culture, which becomes the foundation for positive emotions, moods, and feelings that lead to organizational optimism (Goleman, Boyatzis, & McKee, 2003). Research has revealed that positive leadership that encompasses characteristics such as intellectual stimulation and inspirational motivation create an environment that produces more effective outcomes (Barbuto & Burback 2006).

There is a deficit of authentic leaders and there are a limited number of studies that pairs spiritual and emotional intelligence as contributing to positive, effective leadership. Performance outcomes are largely believed to be due to leadership effectiveness. Leaders who use multiple levels of consciousness and intellect can transcend to higher levels of effective leadership (Young, 2002). Zohar (2005) posits that visionary leadership comprises three types of capital: material (rational intelligence), social (emotional intelligence), and spiritual (spiritual intelligence).

The goal of this study is to integrate research outcomes into the field of leadership to improve the architecture of leadership to contribute to the body of knowledge to intervene and develop current and future leaders through considering the importance of multiple intelligences factoring into the equation of leadership (specifically emotional and spiritual) .

The instrument of leadership is the embodiment of self. Leadership development is self development (Kouzes, 2003). The concept of “whole” leadership encourages leaders to use emotions, spiritual depth, both head and heart to make difficult decisions that will be founded on core values (Dotlich, Cairo & Rhinesmith, 2009).

Stress of the Load

2009-06-11T12:38:00.001-07:00

Ok, today, I am just giving it "off the cuff". No brilliant strategies, methods, theories, hypotheses, research questions.......just stuffy noses, diapers, potty training, house that needs cleaning, food that should be prepared for dinner. Yesterday, I just escaped to the movies and it was glorious. No phone calls, no yelling of mommy, commeeer!, no disciplining, no cleaning up, no feeding, no reading, no papers to write, no e-mails, nothing, just me with a big soda in a dark theatre. It was blissful!

I will confess, the stress as of late has been closing in on me!!!! We sold our home back in 2005 and never re-purchased. We just finished a lease and did not want to re-sign and so we have just packed up and moved to a temporary place while we put together a new game plan.....ok, I will say the word, strategy. We need a new strategy and I have drawn up a few different business plans to pursue. We have a contracting business in the construction industry, I am also a MonaVie distributor which I am working over a long-term plan to realize real financial success with this, however, the moving in the midst of kids and class was a HORRIBLE decision. It caused great distress and I am struggling with some internal turmoil and trying to exhale. It happens to the best of us I know......we can't have the rainbow without the rain.....

My way of dealing with this was to a) get away from it all for a couple of hours, which I did....b) pray and ask for peace and direction, keep praying......c) re-focus on the things that are truly important to me like the relationships with my children/family. I rank moving underneath the stress of losing someone you love. I once had a c-section in the midst of a class during my MBA and came back to finish the class with flying colors and that was easier than moving an entire household in the midst of a class and regular life activities and working etc.....

We all struggle, we all have difficulty adjusting, we all have stress. I am working to handle it with integrity, however, I do occasionally feel like the teapot with boiling water and there is a crack in the body of the teapot and the boiling water is leaking out and burning myself and others. Living in a place that is temporary and not knowing the direction in which we are going feels unsettling. So I must look inside myself to determine how being settled would help my mental and emotional state.

I am going to try to imagine and envision the perfect state of harmony in my life, what it looks like, what it feels like, and adjust my expectations and goals so that I may now pursue bringing those things into fruition.

Keeping it honest and keeping it real.

I will focus on the things I have completed and what I do well and remind myself to celebrate my personal wins and not to focus on the lack or chaos in my life. Work in progress.....

Research Methodologies: Quantitative or Qualitative?

2009-05-27T10:51:00.000-07:00

There has been a long-time debate among researchers about the superiority of one method over another while many hold the opinion that one precedes the other and they work in concert. Poggenpoel, Myburgh, Van Der Linde (2001) compare and contrast the two methodologies. “The quantitative paradigm is based on positivism which takes scientific explanation to be nomothetic (i.e. based on universal laws.) Its main aims are to objectively measure the social world, to test hypotheses and to predict and control human behavior. In contrast, the qualitative paradigm stems from an antipositivistic, interpretive approach, is idiographic, thus holistic in nature, and the main aim is to understand social life and the meaning that people attach to everyday life” (Poggenpoel et.al., 2001, p. 2). From this researcher’s view it seems that while both are important to the process of knowledge expansion and contribution, qualitative strikes more of an organic, grass-roots note while quantitative is more a result of hard facts rather than soft data, more mechanical, but that must first be rooted in the ground before numbers can be assigned. It seems rather like things cannot be quantified until they are first qualified. The end result of all research is the development of theories regardless of the process. Theories are extrapolated out of the data and the method whether qualitative or quantitative. “A theory refers to a set of concepts; definitions, assumptions and principles interrelated to each other” (Poggenpoel et. al., 2001, p. 4). The word “assumptions” is completely open to individual interpretation which seems to be some of the argument against qualitative methods because they are open to bias, assumptions, and interpretation. Clearly, when they are each taken apart and viewed by the sum of their parts, they each are open to the same potential hazards. The two methods are not in opposition of one another; instead they complement one another and become two parts of a whole, establishing a greater depth and breadth to results and findings establishing stronger theories for application and practice.

Reference:
Poggenpoel, M., Myburgh, C.P.H., & Van Der Linde, C.H. (2001). Qualitative research strategies as prerequisite for quantitative strategies. Education; Winter 2001, Vol. 122, Iss. 2. Retrieved May 7, 2009 from EBSCOhost Database.

Organizational Structures

2009-04-13T08:25:00.000-07:00

While structural blends or hybrids tend to compose roughly a third of all organizational structures, there is still evidence within the whole to suggest pockets of centralization and decentralization or even hybrids within hybrids that exist. To centralize, decentralize, or perhaps create a hybrid. The following is quite a great analogy. “One thing that business, institutions, governments and key individuals will have to realize is spiders and starfish may look alike, but starfish have a miraculous quality to them. Cut off the leg of a spider, and you have a seven-legged creature on your hands; cut off its head and you have a dead spider. But cut off the arm of a starfish and it will grow a new one. Not only that, but the severed arm can grow an entirely new body. Starfish can achieve this feat because, unlike spiders, they are decentralized; every major organ is replicated across each arm” (Beckstrom and Brafman , 2008 as cited by Seeds & Khade, 2008).

Seeds and Khade (2008) displayed a chart breaking down the statistics on organizations that were centralized (31%) vs. decentralized (38%) vs. hybrids (31%), and the split was roughly thirds (www.benchdb.com/.../amex1/images/at10.gif, p. 4). They believe, however, that the best organizational structure lies in decentralization. When looking closely at hybrids, supposedly the best of both worlds, one could look at e-bay as an example operating with a centralized corporate hub where all major decisions and ideas occur and a decentralized customer approach for which they are famous (Seeds & Khade, 2008). The question of organizational structure is organization and industry-specific in that what works best for some does not create a “one-size-fits-all” to be extrapolated outward to all organizations.

Reference:
Seeds. D. & Khade, A.S. (2008). Transforming a multi-national corporation from a centralized organization to a decentralized organization. International Journal of Business Strategy, Vol. 8, No. 3. Retrieved March 20, 2009 from EBSCOhost Database.

The Integrity of Leadership Starts with the Individual

2009-04-11T15:46:00.000-07:00

In attempts to answer why executives continue their bent path of organizational destruction even when there are strong leadership development programs in place points directly to individual character; their moral excellence. “The responsibility for organizational integrity must start with the organization’s framework and end with individual accountability” and although raider’s of the organizational ark should “swap their pin stripes for horizontal stripes….legislation alone will not correct corruption” (Barnett, 2002). There is no measure of character with which to grade potential employees and many times strength is determined (or evident to on-lookers) only when fully emerged in hot water. Many organizations have written ethics codes and comply with the legalese of the governmental policies without real “buy in” or understanding by those inside the organization. “We can’t be forced to choose between integrity and profits; rather we must strengthen the relationship between financial performance and social responsibility” (Barnett, 2002). Organizations are learning that their integrity is an evolutional process cultivated through leadership, culture, and values-driven programs. Bureaucratic compliance renders formal peripheral responses but meaningful change comes from within and it happens in informal ways that are organically grown from seed, carefully tended, fertilized, and nurtured. “Doing what is right always come down to the individual. It begins with the most basic leadership skills, supported by the organizational framework. It ends with no less than creating a new corporate culture, by communicating the fundamental principles that the company stands for through stories of leaders doing the right thing” (Barnett, 2002).

Reference:
Barnett, R. (2002). Character-centered leadership. Leader Values. Retrieved March 25, 2009 from http://www.leader-values.com/Content/detail.asp?ContentDetailID=51.

The Politics of Crime and Corruption

2009-04-07T04:33:00.000-07:00

The politics of crime and corruption are flourishing under the globalization regime creating greater landscapes in which to infiltrate and carry out vulpine efforts. If I may answer this generally speaking because as each of these constructs poses the potential for severe damage, it seems that crime and corruption is the most insidious of the three. The puppetmasters of crime and corruption attempt organizational takeovers internally and externally for the root purposes of greed and control and to increase the growing criminal economy. They launder money, evade taxes, practice rogue-banking, cover-up illegal profits and siphon the life out of every legal act. The headlining policy is “don’t ask, don’t tell”. “Law may often be part of the problem of corruption. Too many laws, often by excessive formalism, and vexatious procedures help create corruption (by forcing people to get around them) and weaken attempts to control it. Law diffuses responsibility; investigations and punishment over-dramatize; and the need to distinguish between the legal and illegal creates artificial dichotomies between behavior” (Fitzsimons, 2002). The perpetrators of corruption become trapped in the deviance of rationalization and denial, often capitalizing on “the inherent complexity, ambiguity, and dynamism that pervade organizations” (Anand et. al., 2005, p. 3). The corruption is organizationally generationalized by socializing newcomers into the corrupt practices so as to perpetuate the criminal/corrupt activities. As CEO, my stand to end these activities and behaviors would be simpler to close the organization and to begin again, however, to work with the existing issues at hand to thwart future attempts of corruption and dislodge the current foothold my focus would begin with prevention as an ounce of prevention is worth a pound of cure. The first step would be to adopt and enforce a new code of ethics and the following four activities will be helpful in creating an environment of prevention: foster awareness among employees; use performance evaluations that go beyond numbers; nurture an ethical environment; and, top management needs to serve as ethical role models (Anand et. al., 2005). In addition to these prior actions, reversing deeply embedded rationalization and socialization is a hugely difficult challenge that may involve public exposure and the involvement of external change agents to be the impetus in recognizing the imperative of change.
Reference:
Anand, V., Ashforth, B.E. & Joshi, M. (2005). Business as usual: the acceptance and perpetuation of corruption in organizations. Academy of Management Executive; Vol. 19, No. 4. Retrieved March 24, 2009 from http://www.theaveygroup.com/Readings/Chapter%203-%20Ethics%20AME%20Classic.pdf.
Fitzsimons, P. (2002). The politics of corruption in the 21st century. White paper. Retrieved March 24, 2009 from http://globalization.icaap.org/content/v2.1/07_fitzsimons.html.

Leadership Development Strategies

2009-04-07T04:00:00.000-07:00

“Creating a global structure provides no benefit unless the team can take advantage of the synergies that exist” (Marr, 2007, p. 3). Organizational effectiveness is built through people and globalization is bringing together people of multiple cultures. Taking advantage of the best that each culture has to offer includes talent scouting for what each region already has at their disposal in regards to existing intellectual capital through its people. When globalization strategies are being put in place, there should be a talent development / leadership training program that can be pipelined out that is flexible enough to fit the needs of each culture and have the component of empowerment. Organization leaders who have already gone through cultural education and training for the region where they are to be deployed should go ahead of the companies infrastructure to begin forging relationships and looking for local talent. Talent development and leadership training should begin at this time to lay the foundation for the organization’s move and this then creates a structure whereby other locals can come in and become involved in the program designated by the organization where they can become involved in talent development and leadership training.
References:
Marr, J.A. (2007). Globalizing the OD function – meeting global and regional needs. Organization Development Journal; Winter 2007, Vol. 25, Iss. 4. Retrieved April 1, 2009 from EBSCOhost Database.

Global Leadership Development

2009-04-07T03:57:00.000-07:00

Creating a leadership development strategy: In regards to developing a global leadership pipeline, a study was done with a global Fortune 200 company where they were struggling to re-fill many global leadership positions and were in need of creating a systematic way to handle this need. They pulled together 20 senior managers and began to ask questions to understand the challenges involved in developing global leadership. The interviews with the senior managers centered around the following 3 questions: “(1) What are the experiences that will best prepare people for senior management positions?; (2) What skills and behaviors are needed to be successful in a global company?; (3) Is the current practice of leadership development working well, and how can it be changed to make it more effective?” (Connor, 2000, p. 2). The group agreed on several things such as, they needed a systematic way of development; they needed to plan career moves early; they needed to begin to groom people early and give them a multitude of different geographic assignments; they also needed to take more risks when selecting people for positions by pinpointing people early in their careers and begin making plans for development (Connor, 2000). “The executives thought that there was an over-reliance on the marketing department and expatriates as sources of future leaders” (Connor, 2000, p. 2). Their final agreements for leadership development included the agreement to broaden external hiring sources; look for internal talent regardless of the department they were working in currently; and recruit local talent outside of the U.S. (Connor, 2000). The resulting skill-set and capabilities gathered as a result of these interviews, necessary for successful global leadership culminate in the following: must be business savvy; know how to motivate; know how to use their personal influence; act like entrepreneurs; bring global perspective; and, have strong character (Connor, 2000). They then developed an individual development plan for those that were in the global talent pool with the following five sections: list strongest competencies; competencies that need to be developed; personal development actions planned and completed; short and long-term career options; and, willingness to relocate (Connor, 2000). “The final area of work important to a more proactive approach to developing global leaders was making sure that every senior executive and general manager around the world personally accepted responsibility for developing global leaders” (Connor, 2000, p. 7). “To remain competitive, companies must continually develop their people by identifying their very best and preparing them for tomorrow’s global challenges” (Connor, 2000, p. 10)
Reference:
Connor, J. (2000). Developing the global leaders of tomorrow. Human Resource Management; Summer/Fall 200, Vol. 39, Nos. 2 & 3. Retrieved April 3, 2009 from EBSCOhost Database.

Benefits of International Diversification

2009-02-08T04:19:00.000-08:00

“An argument often heard is that correlations between international equity returns are higher during bear markets than during bull markets, and bear market moves are greater than bull market moves.1 This would suggest that the benefits of international diversification are less impressive than conventional wisdom predicts. This argument is potentially very important since it may help explain the “home bias puzzle,” arguably one of the most important puzzles in international finance. If the diversification benefits from international investing are not forthcoming at the time that investors need them the most (when their home market experiences a downturn), international investing may not be worth the trouble” (Ang & Bekaert, 2000, p. 3). Ang and Bekaert (2000) conclude that the volatility of the bear market does not “negate the benefits of international diversification” (p. 28). They offer three main results as evidence: “there are always large benefits to international diversification”; “the costs of ignoring regime switching may be small or large depending on the presence of a conditionally risk-free asset”; and, “intertemporal hedging demands under regime switches are economically negligible and statistically insignificant” (Ang & Bekaert, 2000, pp. 27-28).
Reference:
Ang. A. and Bekaert, G. (2000). International asset allocation with regime shifts. White Paper. Retrieved January 27, 2009 from https://content.putnam.com/panagora/pdf/crowell_winner01.pdf.

Home Bias and IAS

2009-02-08T04:16:00.000-08:00

It seems that home-bias is a repetitive buzz word within the discussion of international diversification and understandably so. Covrig et. al.(2007) conducted a study on home bias, foreign mutual fund holdings and the adoption of International Accounting Standards(IAS) and how these constructs or variables interact. One of the positives resulting from adopting the IAS is the “enhanced ability to attract foreign capital, consistent with IAS reducing foreign investors’ home bias” (Covrig et. al., 2007, p. 2). Home-bias exists when investors are hesitant to invest internationally due to the high cost of information regarding these transactions. It would benefit firms to take actions to reduce home bias and attract foreign investment to improve investor diversification, lower investor risk, and reduce cost of capital (Covrig et. al., 2007). Covrig et. al. (2007) also posits that greater foreign investment increases firms’ investor base and increases share liquidity. Covrig et. al. (2007) hypothesize that firms employing IAS have higher foreign ownership than those that only use local accounting standards. Their sample size is more than 25,000 observations across 29 countries from 1999-2002. Their analysis does in fact bolster their hypothesis that “firms adopting IAS in poorer information environments, or firms with lower investor visibility, have higher levels of foreign mutual fund investment” (Covrig et. al. , 2007, p. 4).
Reference:
Covrig, V.M., Defond, M.L., and Hung, M. (2007). Home bias, foreign mutual fund holdings, and the voluntary adoption of international accounting standards. Retrieved January 28, 2009 from EBSCOhost Database.

Global Diversification: International Investing

2009-02-08T04:06:00.000-08:00

Historically, the United States has been “narrow-minded when it came to investment opportunities” due to geographic isolation, dominant political and economic positions, and strong market returns (Financial Web, 2009). As a result of these culminating factors, diversification has not been highly sought, however, in our recent turn of events, there has been a dramatic shift in international markets outperforming. The contributing factors to the international transformation include “the widespread adoption of democracy, capitalism, and the rule of law among these nations” and as these “trends continue, the emerging markets will continue” on their upward trajectory (Financial Web, 2009). In addition to these preceding factors “overseas companies are typically subject to less government regulation” whereas “U.S.-based businesses face a formidable amount of government regulation” and while regulation is necessary and protective in some regard it can create competitive disadvantage relative to foreign competition (Financial Web, 2009). Foreign competitors with less governmental regulation benefit from lower operating costs and lower labor costs. Government regulation (i.e. trade embargos) for U.S. organizations prohibits them from playing in the field and leaves them sitting on the bench while the game is played by foreign competitors who step in, in their stead to reap the profits and score big.
Reference:
Financial Web (2009). Global Diversification. Retrieved January 29, 2009 from http://www.finweb.com/investing/global-diversification.html.

Purchasing Power Parity

2009-02-08T04:05:00.000-08:00

Purchasing power parity affects the international financial environment because under ideal conditions, the exchange rate between currencies of different countries equalize, in other words, the purchasing power is equal. The foundation of PPP is the “law of one price” (Antweiler, 2008). Three caveats exist with this law of one price: transportation costs, barriers to trade, and other transaction costs, can be significant; there must be competitive markets for the goods and services in both countries; and, it only applies to tradeable goods (Antweiler, 2008). There are two versions of PPP: absolute PPP which is the equalization of price across countries and relative PPP where change rates of price levels is equal to inflation rates (Antweiler, 2008). Specifically, relative PPP “states that the rate of appreciation of a currency is equal to the difference in inflation rates between the foreign and the home country” for example, if Canada’s inflation rate was 1% and the U.S. inflation rate was 3%, the USD would depreciate against the Canadian dollar by 2% annually (Antweiler, 2008).
Reference:
Antweiler, W. (2008). Purchasing Power Parity. The University of British Columbia. Retrieved February 1, 2009 from http://fx.sauder.ubc.ca/PPP.html.

Transformational and Transactional Leadership Styles

2008-10-29T09:47:00.001-07:00

Based on my observations I believe that the most widely used leadership approach is an amalgamation of both transformational and transactional leadership. Individually they incorporate different perspectives and tactics but when used in concert or in alternating fashion they can produce an approach that is similar to the (FRLT), full range leadership theory, which encompasses transactional, transformational, and laissez-faire leadership theories. Leadership literature seems to tout that leadership has matured from transactional to transformational (Avolio & Yammarino, 2002). However, alternative assertions state “the best leadership is both transformational and transactional”, and that “transformational leadership augments the effectiveness of transactional leadership, it does not replace transactional leadership” (Walsman, Bass, & Yammarino, 1990). “While the transactional style may be the most prevalent, it produces results that may not be as high as with the transformational style” (Homrig, 2001). Therefore, when using both styles simultaneously, the results produced incorporate the best of both approaches. According to research conducted by Crawford (2005), transformational leaders are found to be more successful over many organizational constructs. In additional research using optimism as a control variable, Harland et.al (2004) evaluated the relationship between leader behavior and subordinate resilience and found that there was greater resilience with the group led with the dimensions of transformational leadership as opposed to the transactional style. These results further bolster research by Bass (1990, 1998) that leadership style impacts and enhances employees’ abilities to cope with stress and adversity. Moving ahead there will be much more research done to reveal more of the underpinnings of each of these different leadership approaches and how they ultimately affect followers and organizational performance. Leadership is about relationships and with more and more focus on the emotional aspects and emotional effects of leadership and the trickle-down effects to followers it seems as though the focus is honing in on transformational leadership as the paramount approach and it will become more widely employed as the global norm.

Avolio, B. & Yammarino, F., (2002). Transformational and charismatic

leadership: The road ahead. Retrieved September 9, 2008 from

https://mycampus.phoenix.edu/secure/resource/resource.asp.

Bass, B. (1997). The Ethics of Transformational Leadership. Kellogg

Leadership Studies Project, Transformational Leadership Working

Papers, The James MacGregor Burns Academy of Leadership.

Retrieved September 9, 2008.

Crawford, C. (2005). Effects of transformational leadership and organizational

position on knowledge management. Journal of Knowledge

Management, 9(6), 6. Retrieved September 9, 2008 from

http://www.apollolibrary.com/ERRNew/ElectronicReserveReadings.asp.

Harland, L., Harrison, W., Jones, J., Reiter-Palmon, R., (2004). Leadership

behaviors and subordinate resilience. Journal of Leadership &

Organizational Studies, Vol. 11, Iss. 2; pg. 2, 13 pgs. Retrieved

September 9, 2008 from

http://proquest.umi.com/pqdweb?did=789855131&sid=5&Fmt=4&client

Homrig, M., (2001). Transformational Leadership. Retrieved September 9,

2008 from http://leadership.au.af.mil/documents/homrig.htm.

Courage, Risk, and Leadership

2008-10-29T09:45:00.001-07:00

There is "a significant amount of risk..inherent in attaining greatness" (Eden, 2008). I also believe the words of Warren Bennis in stating, "there's no such thing as a safe risk..that's an oxymoron..all courage is a risk". Without courage and risk, we would not have leaders. I can appreciate your experience and your stance with regards to leadership and management and how important courage is as a leadership trait. I would agree that people in management are either on their way toward a higher position or they have reached their pinnacle. I do believe that courage plays a large part in whether they will continue to rise or plateau. "The word courage comes from the French word for heart, coeur, meaning the ability to stand by one's heart or to stand by one's core" and those with courage possess a restlessness, vivaciousness, and brazenness about them that separates them from the pack and allows them to exhibit potential greatness (Lasley, 1999). Developing courage encompasses facing fears, exploring vulnerabilities, leaning into or toward risk, celebrating failure, and to continue to take action without ceasing (Lasley, 1999).

Reference

Lasley, M. (1999). Courage is the Foundation of Leadership. Leadership that Works. Retrieved September 16, 2008 from http://www.leadershipthatworks.com/Articles/Courage.htm.

Theory X and Theory Y Leadership

2008-10-29T09:41:00.000-07:00

I am a Theory Y leader. I believe that ruling with fear is an old construct that can be situationally useful and I understand that there are some that respond to an autocratic style of leadership. On the whole I believe that Theory Y leadership promotes a healthier environment for subordinates and the quality of work is higher as is their commitment to the job. I believe that people many times project onto others their beliefs; if someone does not like work and needs to be coerced to work they may believe that others will feel the same and use an authoritarian style of leadership (Theory X). I can attest to this projection theory, and as I know that we are all different, however, I would like to believe that others take pride in their work as I do, or have that potential under a nurturing, motivational, empowering, participative leadership style (Theory Y) to enjoy what they do and have a desire to do it well. I believe that the style of leadership one uses is a reflection of their psychological developmental roots and the attachment theory which creates a balance between attachment and exploration (Avolio & Yammarino, 2002). The blending of genetic origins and childhood experiences begins to form personality as well as emotional and leadership development (Avolio & Yammarino, 2002). Avolio and Yammarino (2002) posit that secure and avoidants seek out leadership roles. I believe that even though leaders may use several types of leadership that the one each leader would claim as their preferred method or style would reflect upon whether they fit into the secure (bold in explorations, relying upon themselves and others) which would fit with the Theory Y form of leadership or avoidant (no confidence that they will get what they need, tend to be self-sufficient without support and devalue attachment behaviors and feelings) which would fit closer to the Theory X.

Reference:

Avolio, B. & Yammarino, F., (2002). Transformational and charismatic

leadership: The road ahead. Retrieved September 17, 2008 from

https://mycampus.phoenix.edu/secure/resource/resource.asp.

Neohumility, the New Humility and How it Pairs with Leadership

2008-10-29T09:39:00.000-07:00

"The condition of humility is not arrogant or prideful; it is down to earth, patient, compassionate, concerned and authentic in its sincerity" and "leaders with humility act with modesty and restraint" (Lawrence, 2006). I agree that it is a delicate balance between strength and humility without it coming across as weakness which is one of the negative connotations associated with humility. The followers who see the traid of humility as weakness and take advantage are not aware of the "gift" of humility that was bestowed upon them. Much like casting your pearl upon the swine as was written in the Bible. There is now a new term, "neohumility" that has been coined to reflect the "new humility" in leadership and business today. "Neohumility," is "humility without weakness and transformed to fit the business world" as it seeks to operationalize "neohumility and includes characteristics such as self-awareness, valuing others' opinions, willing to learn and change, sharing power, having the ability to hear the truth and admit mistakes," and works to create a "culture of openness where dissent is encouraged in an environment of mutual trust and respect" (Lawrence, 2006). Morris et al (2005) defines authentic humility as "neither self-abasement nor as overly positive self-regard" and he outlines three dimensions of humility: self-awareness, openness, and transcendence (Lawrence, 2006). "Pride is concerned with who is right. Humility is concerned with what is right" (Ezra Taft Benson, nd).

Reference:

Lawrence, P.G., (2006). Neohumility and Business Leadership: Do they belong together? Retrieved September 21, 2008 from http://cda.morris.umn.edu/~lawrenpg/leadership.pdf.

The Role of Reflection Enhancing the Innovation Process

2008-10-29T09:33:00.000-07:00

The only thing that remains constant in life and business is change and change takes work, time, and effort. It can be painful, powerful, or positive, or a twisted combination of them all. Life is transitioning from change to change to change…..and reflection enhances the change process in big and small ways. It allows us to examine the process by which everything is connected. To scrutinize organizational essence in regards to the human element with relationships as well as the mechanistic processes (laws, rules, and procedures) that exist in connection with the human factor. We must take risks, face our own issues, and embrace our own evolution in an ever-evolving environment. Breaking everything down and looking behind the scenes allows us to see things with a new perspective and to begin to create a shift in the way we observe the “whole” and the way we think about problems and about solutions. “Seeing the interplay between system dynamics and individuals is a dance of discovery that requires several iterations between the whole and its parts” (Wheatley, 2003, Ch. 28) Reflection allows us to look closely at the world around us and how we fit into that world, but most importantly at ourselves and how we can change, progress, better ourselves, our efforts, and our effectiveness. We need to beware however of the “incongruity of asking for change in others while failing to exhibit the same level of commitment” ourselves (Quinn, 2003, Ch. 29, p. 519). “One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment” and we cannot begin to change for the future without looking at, pondering, and reflecting upon our past (Quinn, 2003, p. 522). Gandhi said it best, “be the change”.

Wheatley, M.J. (2003). Change: The Capacity of Life, Chapter 28. Business Leadership: A Jossey-Bass reader. Retrieved September 23, 2008 from https://mycampus.phoenix.edu/secure/resource/resource.asp

Quinn, R.E. (2003). The Fear of Change and Why Risk is Necessary, Chapter 29. Business Leadership: A Jossey-Bass reader. Retrieved September 23, 2008 from https://mycampus.phoenix.edu/secure/resource/resource.asp

Cultural Nuances and the Optimization of Innovation

2008-10-29T09:29:00.000-07:00

Altering organizational culture is “a means to achieving greater managerial control or enhancing organizational performance” (Hatch, 2004, p. 2) Cultural change is a large piece within the entire puzzle of change. Change cannot take place within any environment unless the culture therein is changed. Culture is “a pattern of fundamental assumptions developed by the organization for dealing with problems of internal and external adaptation (Schein, 1985, 1996)” (Gilkey, 1999). Incorporating everyone into change is critical for the success of change. “Policies can go only so far in changing the culture of an organization” there needs to be a focus on organizational structure, and what barriers exist to teamwork, efficiency and productivity (Paslidis, 2008). Within change there is both chaos and stability. “One key to unlocking the dynamics of organizational culture is to understand that, at a given moment, culture is changing only in parts, other parts remain stable” (Hatch, 2004, p.8). Herskovits (1964) stated that “the broad stream which comprises any culture has varied currents, of which now some, now others will be more rapid” (Hatch, 2004), p. 8). The interior of an organization has its culture in the form of a stream and the exterior of an organization has its culture in the form of an ocean. The ocean is constantly providing a source to the stream and so the constant flow of culture and change is never ending always influencing one another and forcing adaptation and innovation to occur.

Reference:

Gilkey, R.W. (1999). The 21^st century health care leader. San Francisco: Jossey-Bass.

Hatch, M.J. (2004). Dynamics in Organizational Culture. New Direction in the Study of Organizational Change and Innovation Processes. New York: Oxford University Press. Retrieved September 24, 2008 from http://www.commerce.virginia.edu/faculty_research/Research/Papers/Hatch_Dynamics_Organizational_Culture.pdf.

Paslidis, N.J. (2008). Wake-up call leads to organizational transformation. Physician Executive, 34.4 (July-August 2008): p. 28(5). Retrieved September 24, 2008 from Gale PowerSeach.

Social Responsibility and the Innovation Process

2008-10-29T07:52:00.000-07:00

The impact of social responsibility in the innovation process is huge. Today, more than ever, as our boundaries vanish globally and our actions have a ripple affect across an infinite expanse, we need to be aware of how everything we do impacts other lives, businesses, and our environment. “With organizations, economies, and entire societies increasingly interconnected, our actions affect (and are affected by) others, often literally a world away” (Senge, 2003). Gebler (2006) posits that there are 7 levels on which ethical organizations operate: 1) financial stability, 2) communication, 3) systems and processes, 4) accountability, 5) alignment, 6) social responsibility, and 7) sustainability. Gebler (2006) also states that successful organizations “operate across the full spectrum with particular focus in the upper levels of consciousness-the common good-accountability, leading to learning and innovation” (Gebler, 2006). All of these constructs are created by nurturing an ethical organizational culture which starts with leadership that has a “cascading effect from higher level leaders to lower level leaders due to modeling effective behaviors, hiring others with similar behaviors, and behaviors being reinforced by the organization (Bass, Waldman, Avolio, & Bebb, 1987) (Tucker & Russell, 2004).

References:

Gebler, D. (2006). Creating an ethical structure. Strategic Finance. May 2006, Vol. 87, Iss.11; p. 28.

Senge, P.M. (2003). Creating desired futures in a global economy. Reflections. Vol. 5, Iss. 1. Retrieved from Ebscohost October 1, 2008.

Tucker, B.A. & Russell, R.F. (2004). The influence of the transformational leader. Journal of Leadership & Organizational Studies (Baker College). Spring 2004, Vol. 10, Iss. 4; p. 103-111.

If we fail to plan, We plan to fail

2008-10-29T07:51:00.001-07:00

I know we have all heard the phrase "if you fail to plan, you plan to fail". It just automatically comes to mind when thinking of business plans and failure. Learning from failure is probably some of the best learning because it brings "in your face" experience that we probably didn't want but will enrich our future decisions to know better next time. The four stages of the business life cycle includes introduction, growth, maturity, and decline. When maturity is hitting, this is the time to begin to re-strategize about renewing the vitality of the business so that failure is not the end result of decline. "According to Scott Clark of the Puget Sound Business Journal, the majority of the causes can be condensed into three "Ms" of business failure; Money, Management and Marketing" (Holland, 1998). Planning ahead in business and being prepared for failure is one of the best ways to avert it and if we can frame failure as an opportunity to learn then we can more confidently step out to take risks that have the potential for success.

Reference:

Holland, R. (1998). Planning against a business failure. Agricultural Development Center. October 1998. Retrieved October 6, 2008 from http://cpa.utk.edu/pdffiles/adc24.pdf

Failure and Innovation

2008-10-29T07:42:00.000-07:00

“The more you fail, the more you succeed” (Kotelnikov, 2008). I personally believe that failure is the foundation to success and innovation. One never knows what genius lurks in the cloak of failure waiting to be unveiled. “Failure provides great learning opportunity and should be viewed as a very lifeblood of success” (Kotelnikov, 2008). Within an innovative organization, new ideas might sound crazy but “it takes a great many silly ideas to spawn one viable one, and ..in the early stages there is no way of telling the silly idea from the stroke of genius” as they “both look equally impossible or equally brilliant” (Denning, 2005). Alfred Sloan the success maker of General Motors says, “life itself is a process of trial and error…and those people who make no mistakes are those who make nothing”. My husband and I had a successful contracting business for 11 years and as a result of many factors including hurricanes, structural damage, and dwindling liquid capital, our business went down in December of 2005. Many factors in this equation were out of our control but I take full responsibility for making poor choices, bad decisions, and having bad judgment which all equaled demise in the end. This was a huge personal and professional failure. These times of failure create defining moments that challenge us in deep ways and they “form, reveal, and test” us (Badaracco, 2003). These defining moments produce critical opportunities for self-inquiry that allow us to refocus our core values and principles, birthing a renewed sense of purpose, and crafts an authentic and strong identity based upon an understanding of our experiences and what is right (Badaracco, 2003). I learned so much from this experience about myself amidst this failure and how to approach future business. We now have another contracting business and it was from valuable lessons of past failures that we can have better judgment today and make more seasoned choices that produce better outcomes. Failure contains encapsulated lessons to be learned about myself, life, and business and creates opportunities to learn, change, and grow. It is difficult to make a comeback, but I would not trade the experience and lessons I have gained for easy success on any given day. It is through reflective efforts and vigilant scanning that I am able to move forward with confidence knowing that failure is vital to the learning process, the innovation process, and to personal and professional success.

References:

Badaracco, J.L. (2003). The Discipline of Building Character. Chapter 19. Business Leadership: A Jossey-Bass reader.

Denning, S. (2005). Transformational Innovation: A journey by narrative. Strategy & Leadership. Vol. 33, Iss. 3; p. 11.

Kotelnikov, V. (2008). Freedom to fail. The Highway to Success. Retrieved October 2, 2008 from http://www.1000ventures.com/business_guide/crosscuttings/failure_freedom.html

Stress and the Job

2008-10-29T07:39:00.000-07:00

Leaders can create a less stressful workplace via supportive leadership style and mentoring constructs. Additionally, stress may be allayed via effective communication, increasing efficacy expectations, clarifying performance expectations, developing supportive group relationships which bolster social support and providing career developing opportunities (Sosik & Godshalk, 2000). Sosik and Godshalk (2000) found that the transformational leadership style incorporates traits such as individual consideration which support the mentoring construct and has been found to abate job-related stress. Job-related stress is often a function of individual perception of their environment and what meaning they may assign to external events (Sosik & Godshalk, 2000). Locus of control “can influence experienced stress by affecting one’s perceived ability to cope with and perhaps change a stressful environment” (Chiu et. al., 2005). According to Chiu et. al. (2005) employees who perceive low stress and high leadership support remain in positions longer; however, everyone differs in their perceptions of each of these constructs. Depending upon an individual’s LOC whether it be internal (viewing stress as controllable) or external (viewing themselves as powerless) will be a large factor in determining how they will perceive their environment and their ability or lack thereof to control it.

References:

Chiu, C., Chien, C. Lin, C. & Hsiao, C.Y. (2005). Understanding hospital employee job stress and turnover intentions in a practical setting: The moderating role of locus of control. The Journal of Management Development. Bradford: 2005. Vol. 24, Iss. 10; p. 837.

Sosik, J.J. & Godshalk, V.M. (2000). Leadership styles, mentoring functions, a job-related stress: A conceptual model and preliminary study. Journal of Organizational Behavior. Chichester, June 2000. Vol. 21, Iss. 4; p. 365

Situational Variables effecting Leadership

2008-10-29T07:35:00.001-07:00

The behaviors and effectiveness of leaders are not always indicative of the leadership process or style. Situational modifiers such as task structure, group environment, and the leader’s power position play a big role, with each factoring into the equation of leadership effectiveness (Bass & Stogdill, 1990). Yukl (1994) described the use of situational modifier variables relative to leadership and the Contingency Approach. Fiedler’s Contingency Theory posits that “leadership effectiveness is the result of the interaction between the style of the leader and the characteristics of the environment in which the leader works” (12manage, 2008). According to Chen & Silverthorne (2005) the follower dictates the most appropriate leader behavior.

Relative to my personal workplace, as a business owner our environment consists of the environment at large working in different locations on varied job-sites and if we are working in a private residence then the home-owner is always an independent variable that can influence and contribute to the “culture” of the work group in either negative or positive ways. If we are working in a public space then there is an even larger diverse group of people that can contribute to the mix of the employee work group. There are also other contractors within each job site that factor into the equation. Our work environment and the group environment are always changing depending upon our location and what other individuals might be influencing the structure. The task structure itself is somewhat repetitive but can change with each job site as every builder incorporates multiple surfaces which create greater and lesser degrees of difficulty with application. The products used with each job also influences task structure and difficulty level. The abilities of employees become relevant here as experience plays into how difficult each task may or may not be for each individual. Leader power position may change as we deal with employees and also with home owners, business owners, builders, and other stakeholders. Leadership effectiveness on each level may vary as each of these situational variables are always changing. However, we always strive to communicate effectively, clarify performance expectations, and develop supportive group relationships.

Reference:

Bass, B. M. (1990). Bass and Stogdill’s handbook of leadership: theory, research, and managerial applications, 3^rd edition, Free Press: New York

Chen, J. & Silverthorne C. (2005). Leadership effectiveness, leadership style and employee readiness. Leadership & Organization Development Journal. Vol. 26, Iss. ¾; p. 280

Yukl, G. (1994). Leadership in organizations, 3^rd edition, Prentice-Hall: Englewood Cliffs.

12manage, 2008. Contingency Theory. Retrieved October 9, 2008 from http://www.12manage.com/methods_contingency_theory.html

Transformational Leadership

2008-10-29T07:27:00.000-07:00

Steven Covey says of transformational leadership that the “goal… is to “transform” people and organizations in a literal sense – to change them in mind and heart; enlarge vision, insight, and understanding; clarify purposes; make behavior congruent with beliefs, principles, or values; and bring about changes that are permanent, self-perpetuating, and momentum building.” My goal is to continually learn, to always be open to experience, stretch myself, be flexible, ask questions, practice vigilance, never settle, and to positively engage others. I hope that by living my life in such a way that I am always seeking to learn, change, and grow that I am able to do what is right in my life, in leadership, and to always seek to bring about positive change for myself and others. My desire is to be encouraging and supportive to others, to be individually considerate, and to empower others to be active participants in the midst of constant change. I will apply transformational leadership in my business by keeping relationships as the foundational structure to which all else springs forth as a result and I will apply innovation by being environmentally vigilant, always seeking to instill new processes, perfecting old processes, and taking risks to try new methods.

Failure as the Impetus for Success

2008-10-03T10:56:00.000-07:00

Life and Leadership

2008-09-24T11:22:00.000-07:00

The class I am presently in is Leadership, which is interesting amidst the backdrop of the impending Presidential election...The way the media slants to their own persuasion is pathetic...Fox News has consistently remained biased as far as I can tell...I do not however have much time for television....Continuing this journey has become quite a juggling act, walking the line between personal and professional responsibilities...Maintaining balance and flexibility is the key to sanity and success....allowing for down days when I shift my focus toward one task over another....I am enjoying the challenges and the intellectual stimulation....I also enjoy the silliness of my children in contrast....I am learning so much about leadership and what my personal leadership style is and how to best combine the different models depending upon the situational factors that contribute such as the environmental cues (economic, political, cultural) and the human capital, treating each individual as an important human being and cultivating the appropriate relationships with peers and subordinates....The bottom line, thus far, is there is no single best model or theory of leadership, it is an amalgamation of many theories and a leaders response is based upon the situation as opposed to having a robotic response based in a single thoery..."made to order" leadership seems the most applicable....while maintaining the utmost importance to the relationships we create with one another and holding that sacred....supporting and inspiring one another along our journey whether personal or professional, we are all leaders to someone, whether it be at home or at work....I hope that we all remember that we should live our lives like people are watching, because people are watching....big and little....so I hope that we all lead by example....keeping it positive and pushing forward!

Exhausted But Well Read

2008-09-08T11:57:00.000-07:00

Today I am finishing the last of the nine book reading assignment and this week begins the classroom discussions....After reading the first book I was so excited to talk about it and now after getting through eight of the books and working today to finish the ninth, I am just really exhausted and my eyes are burning.....I am looking forward to NOT needing to read nine books in such a short time frame! I have looked ahead at the syllabus and compared to this reading assignment, the rest of the class will be a cake walk, for reading at least! I have my first assignment due next week comparing and contrasting four leadership models....I love to get into papers, of course the best part is when it is finished but I love the research to start the paper and the "art of discovery" when you find an amazing source of information....no doubt these first nine textbooks will certainly come in handy...I have had hand cramp from taking all the notes and several notebooks now filled with writing that I hope to be able to decipher when I review what I have written :-) I am left handed and so the ink stains my pinky finger as it drags across the page, so lovely, it is like the "nerd tatoo"! I have been excited about embarking on this journey to earn this degree but right now I would just like to have a massage and crawl into bed! Tomorrow begins work and class discussion so I hope to down a pot of coffee, pen in hand, glasses firmly on face, and enjoy the ride!

Living the Dream!

2008-08-29T16:25:00.000-07:00

My eyes are burning, my mind is spinning and I am trying to hear my own thoughts as my precious son is talking the ears off my head! I have made it through two of the nine textbooks thus far and for the most part have loved the information presented! This class is focused on leadership, leadership theories, and the differences and similarities among them... I am anxiously awaiting the excitement of the classroom discussion about all of this material...This must be one of the true signs of geekdom! I want to revel in all of my geeky glory with my fellow compatriots discussing the full range leadership theory, the psychological perspectives, the emotional role in transformational and charismatic leadership, the pygmalion effect, future predictions for leadership, business, technology and organizational structure...The mental stimulation is exciting but I must admit I am mentally and physically exhausted....Today, I read, I vacuumed, I cooked, I cleaned, I changed diapers, I played, I worked, I hope I can keep up the pace...but I must admit, I have never been one to sit back, I think I secretly enjoy the chaotic pace...loving life and living the dream, my dream!

Getting My Doctorate: Kids in Tow

2008-08-28T13:28:00.000-07:00

Learning, and learning how to learn with Elmo and Barney in the background puts a whole new spin on concentration! So far, I am low on sleep, high on caffeine, and rough around the edges in all my nerdy, geeky awesomeness! I have nine textbooks to read over the next two weeks....argh! Exciting, yes, but also exhausting....I dreamed about leadership theories and psychodynamic processes last night....Accomplishing life and educational goals with the blessings and distractions of family, dog, dinner, bath, children, husband, laundry, groceries, and all that life entails, well, just stretches the mind, the body, the nerves, and the completion date! My plan and goal with this blog is to detail my emotional and educational journey as I work through my graduate studies to complete my doctorate in business administration....I love learning, I love life, and I love my family.....Hopefully they will all still love me during this journey and we can all learn and grow together!