Provide a peer response to your below classmate post

"Hello class

What were the three biggest changes from the last profile? What are your thoughts about those changes?

After re-evaluating my Competing Values Competency Summary, I've noticed significant shifts in my leadership style. I've become more focused on organizing information flows (Control), developing a clear vision (Compete), and using power ethically (Create). This newfound emphasis on structure, strategic thinking, and ethical leadership reflects a desire to become a more effective and inspiring leader.

Previously, I prioritized efficiency and predictability. However, I now recognize the importance of creating systems that support clear communication and decision-making. Additionally, I've realized that a compelling vision is essential for motivating and inspiring my team. I can foster a sense of purpose and shared ownership by developing and sharing a clear direction. Finally, I've shifted my approach to power, understanding that true leadership involves empowering others and building trust-based relationships.

What surprised you when you compared your two profiles?

The most surprising aspect of comparing my two Competing Values Competency Summaries was the extent of my overall improvement. I've made significant strides in all four categories, demonstrating a growing ability to balance structure, innovation, collaboration, and strategic thinking. This progress is a testament to my ongoing commitment to personal and professional development, and I'm excited to continue building on these strengths.

The most surprising aspect of comparing my two Competing Values Competency Summaries was the extent of my overall improvement. As Quinn et al. (2015) state, managers use holistic recognition in a way that allows them to understand a situation. I've made considerable strides in all four categories. This demonstrates a growing ability to balance structure, innovation, collaboration, and strategic thinking. This progress is a testament to my ongoing commitment to personal and professional development, and I'm excited to continue building on these strengths.

What findings are you especially pleased about?

The findings I am especially pleased about are managing and encouraging constructive conflict (collaboration) and developing and communicating a vision. These areas have historically been challenges for me. In the past, I often avoided conflict, fearing it would damage relationships or hinder progress. However, I've learned that constructive conflict can be a valuable tool for problem-solving and innovation. By fostering a culture of open communication and respect, I've become more adept at managing disagreements and turning them into opportunities for growth.

Similarly, communicating my vision has always been a hurdle. I've often struggled to articulate my ideas in a way that inspires and motivates others. Through practice and feedback, I've developed a clearer understanding of how to convey my vision compellingly and persuasively. This has enabled me to align my team members around a shared goal and create a sense of purpose and direction.

How would you know if you are a master manager? What metrics would you use?

Determining whether I've achieved the status of a master manager would require a versatile assessment. While there's no definitive checklist, I would look for several key indicators. First, I'd evaluate my ability to effectively balance competing demands and adapt to changing circumstances. Second, I'd assess my success in fostering a positive and productive work environment. Third, I'd measure my impact on organizational performance and growth. Finally, I'd consider the extent to which I've inspired and developed others. By considering these factors, I can gain a clearer understanding of my progress toward becoming a master manager.

Under what circumstances can leaders be master managers and not know it?

A leader might be a master manager without realizing it due to a mixture of factors. They might be so immersed in their daily responsibilities that they fail to recognize the larger impact of their actions. Second, they may have a natural talent for leadership that comes so effortlessly to them that they don't consider it a skill that needs to be consciously developed. Finally, they might be surrounded by a team that is so well-aligned and motivated that their leadership seems almost effortless. In these cases, a leader's mastery can go unnoticed, even by themselves.

Or be ineffective managers and not know it? Provide an example.

Leaders can be ineffective managers without realizing it for several reasons. One common scenario is when a leader's ego or personal agenda overshadows their ability to effectively lead. For example, a leader who is overly focused on self-promotion may fail to recognize the negative impact of their behavior on their team. Additionally, a leader who is resistant to change or feedback may miss opportunities for improvement. By being unaware of their shortcomings, ineffective leaders can inadvertently damage their teams and organizations.

Can a manager be a master manager to some people and not to others? How could that be? Provide an example.

Yes, a manager can be a master manager to some people and not to others. This can occur due to any number of factors, including individual differences, team dynamics, and the specific context of the situation. For example, a manager who is highly skilled at delegating tasks and empowering their team members may be seen as a master manager by those who appreciate this approach. However, others who prefer a more hands-on or directive style of leadership may find the same manager to be ineffective. Also, a manager's effectiveness can vary depending on the specific challenges and opportunities faced by their team. A manager who excels at leading through a crisis may not be as successful in fostering a culture of innovation and creativity.

Drawing on the Sink video in this unit, discuss the following questions:

What are your observations?

Simon Sinek's TED talk, Why Good Leaders Make You Feel Safe, has profoundly influenced my understanding of effective leadership. He argues that great leaders create an environment where individuals feel secure, valued, and empowered. As Sinek states, 'Great leaders don't build teams; they build families' (Sinek, 2014). This concept of the Circle of Safety resonates deeply with me. By fostering a sense of trust, empathy, and transparency, I've been able to build strong relationships with my team members and create a supportive and collaborative work environment.

How does it contribute to your understanding of how to be a good leader?

Sinek's video has influenced my understanding of effective leadership. His emphasis on creating a safe and supportive environment resonates deeply with my own leadership experiences. By fostering trust, empathy, and transparency, I've been able to build strong relationships with my team members and create a culture of collaboration and innovation.

Sinek's concept of a haven has helped me realize that good leaders are more than just taskmasters. They are also caretakers who prioritize the well-being of their teams. By creating a haven where individuals feel valued and respected, leaders can unlock the full potential of their team members and achieve remarkable results.

References

Quinn, R. E., Bright, D. S., McGrath, M. R., Thompson, M. P., & Faerman, S. R. (2011). Becoming a Master Manager a Competing Values Approach. Wiley.

Sinek, S. (2014, March). Why good leaders make you feel safe. Simon Sinek: Why good leaders make you feel safe | TED Talk. https://www.ted.com/talks/simon_sinek_why_good_leaders_make_you_feel_safe?subtitle=en"