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Factors - Coggle Diagram
Factors
Ethical Errors in Leadership (Dodds, p.294)
Making decisions about people’s lives and work without consulting them (Dodds, p.294)
Acting on third party information (Dodds, p.294)
Giving away confidential informaiton (Dodds, p.294)
Failing to keep confidences when sought out for advice (Dodds, p.295)
Failure to give regular performance reviews (Dodds, p.295)
Failure to give feedback for positive and appropriate behavior (Dodds, p.296)
Failure to make expectations clear (Dodds, p.296)
Measuring people’s spirituality with the wrong standards (Dodds, p.296)
“Firing on furlough” and “hit and run” attacks (Dodds, p.296)
Forcing public confessions (Dodds, p.297)
Misuse of power and spiritual authority (Dodds, p.297)
Allowing persons to continue in service without intervention (Dodds, p.297)
Incongruity between recruitment and actual field life (Dodds, p.297)
Personnel Care Audit with Principles and Practices (Dodds, p.258)
To perform an audit, one must begin with describing the organizational profile; its vision, mission, values and characteristics (Dodds, p.260)
Any organization that takes seriously the health and well-being of its members will perform a personnel care audit periodically (Dodds, p.269)
Infrastructure for the care of personnel begins with a set of principles (Dodds, p.261)
Practices flow from principles in a way that reflects the uniqueness of the organization (Dodds, p.262)
Ethos in the intangible, invisible set of values, beliefs and behavoirs that shape the culture of an organization; “This is the way we do it here” (Dodds, p.263)
It is helpful to consider the emotional intelligence of the leaders (Dodds, p.264)
emotional intelligence refers to an accurate knowledge of self, an ability to monitor and manage oneself, and an accurate awareness of the impact one has on others (Dodds, p.264)
Elements of emotional intelligence; accessibility, availability, presence, wise and timely affirmation, respect (Dodds, p.265)
Who should do the audit? It is most helpful to obtain the services of an experienced outside consultant (Dodds, p.267)
Leadership : Good/Toxic leadership (Hay, p. 289)
Good leadership (Hay, p. 289)
Gives energy, vision and direction (Hay, p. 289)
Creates an environment where people want to use their skills and experience for the good of the team and the wider organization (Hay, p. 289)
Communicates the big picture to the staff and helps them see how vital their part is (Hay, p. 289)
It ensures that training, resources, systems and accountability are in place (Hay, p. 289)
The role of leadership and management significantly affect all areas of agency function; to ignore poor or toxic leadership can be a major factor in an organizations decline (Hay, p. 290)
Identifying toxic leadership (Hay, p. 290)
They create an environment that frustrates subordinates and colleagues (Hay, p. 290)
They are generally inconsistent; their behavoir and works don’t match; decisions and direction can change suddenly; mixed messages (Hay, p. 291)
They avoid emotionally charged situations (Hay, p. 291)
They react poorly to being challenged (Hay, p. 291)
They create a high degree of dependence (Hay, p. 291)
Quantifying toxicity (Hay, p. 291)
Trustworthy leaders are good, moral leaders; they can be trusted and value self-esteem; focus on self actualization and esteem needs (Hay, p. 291)
Transitional leaders are self-absorbed, egotistical leaders; focus on social needs (Hay, p. 291)
Toxic leaders are maladjusted, malcontent and often malevolent, even malicious; focus on security and survival needs (Hay, p. 291)
Toxic and transitional leaders share the characteristics of deep-seated inadequacy, selfish values, and deceptiveness, but for transitional leaders in less virulent forms (Hay, p. 293)
Organizational Values (Hay, p.266)
Communication is like the lubrication of an orgnization; it needs to be used liberally and regularly to keep things running smoothly (Hay, p. 266)
Communicating : expectations, behavior and boundaries (Hay, p. 268)
Some workers needs to be encourage to work more and some need to be encouraged to work less; in mission, many workers need to be assisted to work less (Hay, p. 268)
Communication from the organization can greatly impact work-life balance (Hay, p. 268)
Workers need to know what is expected of them; they need a clear job description (Hay, p. 268)
Communicating : between organizations (Hay, p. 269)
It is rare to find an isolated organization, with no involvement in another organization (Hay, p. 269)
In many respects communication is harder and more stressful today because of its immediacy (Hay, p. 269)
Leadership expects communication and decision-making authority to be sought (Hay, p. 270)
Home churches are wanting, and often demanding, a greater involvement in the life of their ministry other than simply praying and giving financial support (Hay, p. 270)
Communicating : problems, challenges and changes (Hay, p. 271)
Communication is difficult, but to challenge behavior, policies and practices is doubly difficult (Hay, p. 271)
Healthy organziations need to actively seek feedback from its staff (Hay, p. 271)
To function effectively on the field, member care providers need the complete trust and confidence of the field leadership (Hay, p. 274)
Confidentiality guidelines are important to help reduce tension and misunderstandings on the field; which topics warrant disclosure, how disclosure is to take place and to whom (Hay, p. 275-276)
Issue requiring disclosure : child molestation, adultery, sexual intimacy outside of marriage, pornography, the individual may harm himself/herself, rejection of Christianity, fraud or criminal act (Hay, p. 277)