GROUP WORK - SUMMATIVE 1
Group Work - Summative Response
Liberty University
BMAL 501: Strategic Leadership and Management
Dr. Douglas Veatch
October 16, 2020
GROUP WORK - SUMMATIVE 2
Group Work - Summative Response
Introduction
Working on groups assignments is challenging. It requires trusting your teammates. Trust
is the willingness of a party to be vulnerable to the actions of another party on the expectation
that they will perform a particular action important to the trustor (Satterlee, 2018, p. 5). When
groups collaborate in an online format it makes it even more difficult because of the impersonal
nature of online learning. Deadlines and due dates are coordinated via electronic means and
therefore seem detached from the group members. Constant communication is essential to
activate team members who may be less enthused to participate in the team process.
I have taken away from this group experience during this class that perseverance is
important. During the class, many life events happened to me, our classmates and team members.
This resulted in my group starting with five-member group but finishing with a two-member
team. I took away the lesson of understanding faith in God to lead us through whatever the world
wants to bring our way, even as we pray for strength for our team members to finish with the
group.
Resilient Leaders
Selflessness
Resilient leaders must be selfless in action and thought. It must not be about them in
relation to organizational management or the performance of organizational citizenship
behaviors. Selflessness in a leader is about putting the organizational collective need and that of
the people that we lead ahead of our own. History’s worst leaders never learned to follow, as a
result, they became tyrants, making the lives of their own followers miserable (Hyatt, 2016).
GROUP WORK - SUMMATIVE 3
Organizational citizenship behaviors may be driven by selfless and self-serving motives (Donia
et al., 2015), the former is more desirable.
Integrity
As leaders when we lose integrity, we have lost probably the most important
characteristic that we need to lead organizations without force or coercion. The meaning of
integrity within the normative view explicitly includes morality and ethics and is labelled ‘moral
integrity’ within leadership literature, which is to preclude immoral or amoral ideals and values
(Fukukawa, 2018, p. 254). Leading organizations through any crisis needs integrity of leadership
to affirm confidence in staff ability, dedication, and integrity as well as their ability to come out
stronger. Major General Dees in his book talks about watertight integrity of the ship
compartments that protect the whole ship from the impact of a flood (p. 81). It is that type of
“watertight” integrity that leaders need to get their organizations to follow them with loyalty.
Wisdom
Finally, wisdom is the bridge between the character to lead an organization and the
competence to execute in the role of leader. Wise leaders must also be aware of their own
inadequacies as this enables them to refuse the falsehood of perfection and facilitating their
candidness as a leader (Dees, 2013).
Successful organizational leadership is intimately connected to management competency,
for without competent managers several companies and corporations have been run into
bankruptcy. Proverbs 3: 13-14 says “Blessed are those who find wisdom, those who gain
understanding, for she is more profitable than silver and yields better returns than gold” (New
International Version). This means that organization staff with wisdom are more valuable and
profitable than those without them. Our people are our greatest assets.
GROUP WORK - SUMMATIVE 4
Courage
Simply stated, courage is extraordinary bravery. From a military standpoint this is
demonstrated and recorded in many of Medal of Honor citations or from the events of September
11, 2001(Dees, 2013, p. 87). The United States Army describes courage as facing physical or
moral fear, danger, or adversity, which alludes that courage is not just physical strength but has
several mental, spiritual, emotional, relational components (Dees, 2013). David was a man after
the heart of God and said to his son Solomon about courage “Be strong and courageous and do
the work. Do not be afraid or discouraged, for the Lord God, my God, is with you. He will not
fail you or forsake you until all the work for the service of the temple of the Lord is finished” (1
Chronicles 28:20, N.I.V). Leaders must understand that faith is the bridge that enables them to
cross from fear into courage which must be balanced with selflessness and integrity.
Vision
“Vision is a clear focus upon a future end state that propels self and
other forward with expectations and perseverance” (Dees, 2013, pg. 1712).
To know what you want to achieve you have to have goals. Goals come with
vision and vision are goals that we aspire to. Leadership vision is relating to
the organization's vision and making sure they comply with regulations and
monitoring others. Leadership vision uses the company vision to regulate
collective behaviors (Chhotray et al., 2017, p. 43). As wisdom depends on our
integrity, the height of our vision depends on our level of wisdom. To have a
vision you must be wise and be able to act and knowing your end goal. The
vision that is put forth by management usually guides the rest of the
GROUP WORK - SUMMATIVE 5
organization, so when a vision reflects mediocracy in performance and
customer service, employee altitude usually reflects this vision.
Biblical Studies
Selflessness
John 3: 16 says “For God so loved the world that he gave his one and only Son, that
whoever believes in him shall not perish but have eternal life” (New International Version).
Selflessness in servant leadership is seen all through scripture. Jesus as our true example of
selflessness in leadership died for our salvation. Selfless leadership encompasses considering
your subordinates needs before your own. When leadership is driven by service to others,
motives become clearer because it drives our reason for doing what we do. We build selflessness
by developing competence, character and courage which are essential core traits for resilient
servant or selfless leaders (Dees, 2013).
Integrity
Being men and women of integrity, means avoiding selfishness and always thinking of
the consequences our behavior will have for other people. Joseph was a mas after my heart when
it comes to integrity. Joseph would not just think beyond just himself but would keep his truth
and his word after he was betrayed by his own brothers. Also, when he was tempted by
Potiphars’s wife and he would not lay with her. Joseph thinks about his relationship with God
and being true to his convictions, and he reminds Potiphar’s wife in Genesis 39: 9, that what she
is asking him to do is a “great wickedness and a sin against God.”(N.I.V.). When we are
organizational leaders with integrity, God is apt to show us favor even in our worst
organizational crisis.
GROUP WORK - SUMMATIVE 6
Courage
The story of Samson in the book of Judges from his birth in chapter 13 of the N.I.V., is a
construct of courage in the mist of failure. Samson has questions about whether God can forgive
someone who falls away from the path that they have been called to, and whether God actually
answers prayers of people when they fail to be what he desires them to. When his wife was
given away to another companion in Judges 15: 2, Samson destroyed the harvest of the
Philistines. Thus, the Philistines came and burned her and her father to death in verse 6 and he
(Samson) angered by this and ultimately strengthened by the spirit of God who gave him
courage, slaughtered a thousand philistine men in verse 15 who came to capture him. In all his
failures God was with him. As Christian leaders we must always remember that God is with us
and His will and spirit is there to give us courage through the attacks of the enemy.
GROUP WORK - SUMMATIVE 7
References
Chhotray, S., Sivertsson, O., & Tell, J. (2017). The roles of leadership, vision, and empowerment
in born global companies. Journal of International Entrepreneurship.
https://doi.org/10.1007/s10843-017-0201-8
Dees, R. F. (2013). Resilient leaders: The resilience trilogy (1st ed.). Creative Team Publishing.
Donia, M. L., Johns, G., & Raja, U. (2015). Good soldier or good actor? Supervisor accuracy in
distinguishing between selfless and self-serving ocb motives. Journal of Business and
Psychology, 31(1), 23–32. https://doi.org/10.1007/s10869-015-9397-6
Fukukawa, K. (2018). Response-ability: Practicing integrity through intimacy in the marketplace.
Journal of Business Ethics, 160(1), 251–262. https://doi.org/10.1007/s10551-018-3886-2
Hyatt, M. (2016, August 19). Why the best leaders are great followers. Michael Hyatt. Retrieved
October 8, 2020, from https://michaelhyatt.com/why-the-best-leaders-are-great-
followers/
Satterlee, A. (2018). Organizational management and leadership (3rd ed.). Synergistics
International.
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