Module 4 - SLP Sustaining IT Value for the Organization

Module 4 - SLP Sustaining IT Value for the Organization

Introduction

This essay is based on the video titled as: Leadership in Tough Times, which ties back directly to the STS theory. In addition, the video emphasizes the importance of building leadership skills as a journey and the need to examine IT projects with a keen eye to support business plans. The speaker in the video is Major General John Batiste, U.S. Army (Retired) and president of Klein Steel Service Inc. Major General Batiste discusses his leadership style at Klein Steel and prescribes six principles to becoming a strong leader in organizations. He draws from a series of military examples and connects the similarities between military operations and business initiatives. One of the lessons in this video is to bridge military leadership and service tasks to business processes. Following are the six principles of leadership specified in this video which are aimed at strengthening the creation of value in organizations through sound judgment, customer and team-centric focus, corporate values, and service stance (Industry Week, 2011).

Principle No. 1

Set the azimuth for the organization. Continually communicate the company's mission, vision, and values.

Mission provides grounds for the subordinates to act for the order of achieving a preferable outcome. Leaders must impart clear purpose for their subordinates and do this in multiple ways. Leaders may employ direct ways for communicating the mission by means of orders or requests for what to do. Another way is vision by means of which leaders may communicate the purpose. Vision denotes the purpose of the organization which might be more extensive or might have less direct outcomes compared to other statements of purpose. Leaders must meticulously take into consideration the way to convey their vision. Imparting lucid direction and comprehensive values entails the communication of the way to achieve a mission; prioritization of tasks, assignment of responsibilities for execution, and ascertaining that the team members realize the standard. Despite that the team members require and want directions, they look toward being provided with adequate resources, quality training, and challenging tasks. They must be provided with suitable liberty to act. Imparting lucid directions provides the team members with the liberty to change the orders and plans for the order of adapting to the altering situations (Fallesen & Rebecca, 2005).

Principle No. 2

Listen to your teammates. Never pass up an opportunity to keep your mouth shut.

Interacting effectively with others is based on the knowledge of others' perceptions. Also, it depends on acknowledging the motives, reactions and character of others and one's own self. Interpersonal discretion merges these skills, together with realizing diversity and exhibiting stability, balance, and self control in every situation. The contractors, civilians and soldiers instigate from extremely varying backgrounds and are molded by religion, gender, race, schooling and also a lot of other persuasions. The personal perceptions and standpoints may even differ within communal groups. People must pass up snap inferences on the basis of stereotypes. It is better for the ...