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:
Theunderlying executive summary reflects on the inter-agencies working at ateam focusing on training, leadership skills, topics and the intendedmoral 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.
“Leadershipis reciprocal l relationship between those who choose or aspire to leadand 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 believein the message” (Ibid.). “Credibility is the cornerstone and foundationof leadership. Personal credibility and not professional credibilityare essential. Kouzes and Posner write: “One must demonstrate valuesthat prospective followers admire and which motivate them to trust theleader (Supra).
Leadersmust demonstrate trustworthiness for the followers (if administrativesupport staff) to trust them. Honesty, forward-looking and hard work areessential ingredients of leadership (Supra).
Aleader must commit to the task and lead by example. Inspiration andcompetence at the forefront of legitimize confidence among followers. Aleader must demonstrate loyalty, devotion, and dedication to anorganization to draw follower’s enthusiasm. Information flow, disputeresolution mechanism, streamlining code of conduct, better salaries,clarity in administration, disciplinary methods designed to counterincompetency and attitude, induction training and promotions areingredients of good leadership.
Toengage the commitment of others, leaders must develop characteristicsconsistent with credibility based on integrity and trust.
2. Topics to be included in the training:
Inductingleadership orientation for a common purpose or an intended task flowsfrom one central command for smooth operation. Eggers demonstrates onefundamental concept of “dialogue’ process to position leadershiptransactions (Supra). Kouzes and Posner frequently use the “word'”constituent” to describe the follower. They write “a constituent issomeone who has an active part in the process of running an organizationand who authorizes another to act on his or her behalf. A constituentconfers authority on the leader, not the other way around, (Kouzes etal., (2007).
Partto be included in the training is integrity, ethics, and leadership.”Integrity is the normative inclination among task performers to resisttemptations to abuse the rights and privileges of their occupation(Klockars et al., 1997, 2002). A course integrating “behavior and valuesenables leadership to foster situations in which followers can learn toreconcile values with reality, and thus develop their moral compass(Haberfeld, 2013).
3. Inter-agency working module.
Countyagencies require harmonious working inter-relationships incorporatedthrough “dialogue.’ William Issacs, founder of Dialogue Inc., (a Worldleader in the theory and practice of dialogue) denies dialogue as, “ashared inquiry. [It is] a way of thinking and reflecting together(Shafer, J., & Geaither, R. (2012, February). “Dialogue is aconversation in which people think together in a relationship” (Supra).Inter-agencies’ dialogue streamlining working relations with each otherdrawing a framework that reflects on the role to be played by each whenworking to provide a solution. Criminal justice agencies such as thepolice, immigration, first aid groups, intelligence and members of thepublic 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 iswhat, Isaacs, refers to as central to organizational learning because itholds collective thinking and organization” (Eggers, 2012).
Listeningskills requires wisdom as Peter Garrett (director of Prison Dialogue inthe United Kingdom) suggests. “Most people have never discovered how tolisten, and instead they spend most of their time, while another isspeaking, working out what to say the moment he or she stops”¦we foundalmost nobody listens to themselves speaking” (Eggers, 2000). Dialoguingdirects or displays collectiveness, and each listener can reflect eachspeaker. Leaders from various agencies while directing inquiriesrequiring solutions suspend personal thoughts, impulses, and feelingswhile talking to each other.
Inconclusion, “Dia
