MGE Papers

Authentic leadership as described in Bishop’s article “Defining the Authenticity in Authentic Leadership” (2013), is an interplay of perceptions both from the leader and its followers. To be truly authentic, there must be harmony in both perceptions in the aspect of integrity, ethics, morals, values, self, relationships, and learning (Duignan & Bhindi, 1997 in Bishop, 2013). Furthermore, authentic leadership involves the discovery of one’s identity with respect to its moral, ethical, values, and behavioral stance as it relates to its environment. If we analyzed the connection between authentic leadership and cultural intelligence, we can easily establish that both are means for leaders to relate and adapt to its environment – the followers, its organization, and the external environment.  In the aspect of cognition, culturally intelligent leaders will think, learn, and strategize from cultural situations that he/she encountered. Similarly, authentic leaders will try to understand

This is a case study of jack, a 36 years old professional who works with a large hospital. Jack is a team leader and he considers himself a good leader who motivates and inspires his team members positively.  He is conscious of his health hence he is actively involved with recreational activities, exercise  and eating healthy. However, for over a year he is not able to maintain this lifestyle because of his hectic career responsibilities. A follow-up visit to his doctor revealed his cholesterol level is high as such he would require a long-term treatment because of the nature of the ailment. Jack was speechless and refused to accept his diagnosis while the doctor gave him details of his condition and the side effects. The doctor gave some prescriptions which Jack tore and trashed because he still couldn’t believe his diagnosis. Jack is convinced this is happening to him because he hasn’t paid enough attention to his health lately, as well as his genealogy. Jack is determined to st

: This paper analyzes Jack’s behavior after being diagnosed with a chronic disease, identifies his potential causes of disturbance of self-concept, and offers recommendations for Jack to follow in order to accept his new lifestyle, and stop being in denial, plus analyzing how the behavior of self-disclosure and time can help in accepting his new lifestyle. Major Case Issues: The case explains a 36-year-old Jack who is a professional leader in a hospital, he is supportive to his team and focuses on eating healthy, exercising regularly and playing on his church’s basketball team. However, his focus on healthy living declined due to focus on professional responsibilities for over a year, on his regular medical check-ups, he was diagnosed with a chronic disease, however, his reaction has been a denial of the diagnosis and a self-prescription of continued healthy living although he is aware of his family health history. (Self-concept case, 2010). Why Jack’s self-esteem may be negat

Cultural Intelligence for Leaders (2012) defined self-concept as “the totality of complex, organized, and dynamic system of learned beliefs, attitudes and opinions that each person holds to be true about his/her personal existence” & the self-concept we hold to be true helps us form a “perception of who we are based on expectations from, and responses to, our social environment; stimulated by internal and external factors that can create intense emotional responses, impacting on our willingness to learn and our choice of action - guiding our behaviors” (p. 127). In the case (WA, 2018) Jack is a 36-year-old leader within a major hospital who prides himself as a professional. In his work, he supports and helps each of his team members. In his personal life, he used to focus on eating healthy and exercising regularly. In the past year, his focus on healthy living declined because of professional responsibilities. As a consequence, his state of health deteriorated to a point that hi

Abstract This Critical Incident Analysis (C.I.A.) reviews an on-going interaction between members of a U.S. based technical investigation team and a group of managers and technical specialists located at corporate headquarters in Japan. The expectations and outcomes of the meetings held to date will be summarized with specific emphasis on the cultural disconnects encountered. This review will be followed by a brief analysis using the theoretical framework established by Hofstede as well recommendations for improvements in the future interactions that the two groups will have with each other. This Critical Incident Analysis (C.I.A.) will introduce the reader to a real-life, on-going cultural the situation at my place of employment. A technical investigation team, of which I am a member, has been tasked with understanding the root causes of certain production issues currently experienced in our chemistry laboratory in the United States. This U.S. team is made up of U.S. and Ca

The critical incident technique (CIT) is a behavioral qualitative tool popularized by John C. Flanagan in 1954 through his paper “ The Critical Incident Technique ” as published in the Psychological Bulletin . Originally, Flanagan used this technique in the United States Air Force Army during World War II as a way of improving the methodology used in evaluating job description, performance appraisal, and in designing functional training programs (Ansari & Baumgartel, 1981, p. 221). By Flanagan’s own words, he described CIT as: “A set of procedures for collecting direct observations of human behavior in such a way as to facilitate their potential usefulness in solving practical problems and developing broad psychological principles. The critical incident technique outlines procedures for collecting observed incidents having special significance and meeting systematically defined criteria.” (Flanagan 1954, p. 327). For an incident to be considered critical, according to Flanaga

The Critical Incident Technique aims to harvest the rich, personal perspective of life and facilitate understanding of the issues in any critical incident. A critical incident need not be spectacular, but it should hold significance, something that made one stop and think whether it contributed to an effective or an ineffective outcome. (Serrat, 2010) The technique aims to understand critical incidents at a depth that may not be apparent through purely quantitative methods of data collection. (Serrat, 2010) Critical incidents are often seen as bearing little significance until we ask the right questions; What really happened? How did I feel? What do I think about it now? What did I learn? (Kilianska-Przybylo, 2009) What essentially occurred. The incident I will choose relates to my current workplace and is currently ongoing. I will choose this incident because it is at first appearances a mundane, run of the mill, mix up. But upon looking into it further, I have today discovered t