Jazz Leadership: My Interdependent Proposing Technique - A Case Study on Leadership Styles, Study Guides, Projects, Research of Creative writing

Download Jazz Leadership: My Interdependent Proposing Technique - A Case Study on Leadership Styles and more Study Guides, Projects, Research Creative writing in PDF only on Docsity! Bridget Perkins October 28, 2005 WRA 453 TR 12:40-2:00 p.m. Project 2: Unsolicited, Internal Request “Jazz” Leadership: My Interdependent Proposing Technique What’s Jazz Leadership? When I attended Central Michigan University, I had the opportunity to learn and facilitate the Social Change Model of Leadership Development. One of the foundational principles taught about this framework was the notion of Classical vs “Jazz” Leadership. Classical Leadership can be visualized as a pyramid. As implied by its name, it is more of a traditional or hierarchical in nature. Rules are created by a small amount of people at the top and filtered down to the broader base (the masses). Jazz Leadership, on the other hand, can be represented by an inverted pyramid. It’s a ‘bottom-up” approach, where the masses possess the power. When pressure is exerted and filters down to the narrow end where the resources reside, the masses (which are now at the top) reaps the benefits. Jazz Leadership is more inclusive and creates an environment for different ideals to emerge and be heard. It also fosters a level of interdependence amongst those involved. Though no particular style of leadership is right or wrong, it can prove to be beneficial to switch between one style of leadership to another within a given context. However, for project two where I attempted to propose a initiative to start a monthly tradition amongst my sub staff and coordinate different genres (or social acts), jazz leadership tends to be my dominate style. This analysis will show how jazz leadership created an opportunity, plays a part in influencing motivational aims, and even solicits win-win situations amongst those involved. Classical Jazz Figure 1. An Illustration of Classical vs Jazz Leadership Watching Jazz In Play: Current Situation As an Assistant Hall Director for the Department of Residence Life, I am responsible for conducting two sub staff training meetings each month. These meetings occur every other week on Monday at 8:30 p.m. To my surprise our sub staff meeting landed on three Mondays in the month of October instead of the typical two. The third Monday happen to be Halloween. So when my staff brought to my attention that our next sub staff meeting was in fact October 31st and not November 7th, I agreed that it was fair to change our sub staff meeting to Friday, October 28th at 5 p.m. I was also open to their proposal for doing a fun staff outing. However, when people were giving ideas, I began to notice the group dynamics began to shift. In September our staff ate at Lafayette Square in Brody Hall. But, some people voiced opposition to eating on campus, and wanted to eat at one of the many restaurants along Grand River Avenue. While others thought that idea was great, one mentor in particular mentioned a concern about finances. In an attempt to address the mentor’s financial concern, another staff member suggested, “We can go to Sushi-Ya? They have 99 cent sushi and it’s pretty good…” Now, cost and food preference both became an issue at this point. Finally two staff members mentioned that other sub staffs “do things all the time,” and that I should ask Sherry, my direct supervisor for funds. I know that the Williams-Yakeley-Gilchrist (WYG) budget is not large. At the time of my sub staff’s proposal, I thought that I was allotted $40 per semester for programming. Since I had upcoming programs, I wasn’t interested in spending my money on food. In essences I was open to change the date of our sub staff meeting, but what conflicted as to how and where to spend our sub staff time. It was my desire to create a situation that honored my staff request, and to honored my needs as an Assistant Hall Director. I promised that I would look into their request and after I received the appropriate information, we would make a decision. When they first mentioned the possibility of going out to eat again, it was my desire that our staff went to Hubbard Hall instead of going to Brody Hall or eating off campus, but I wanted to get their feedback. If we were to spend money, I wanted the money to serve a greater purpose. Hopefully the investment will build camaraderie. By role modeling tradition on our sub staff, maybe the attitude of building community would permeate to their floor community. Overall, my mission was to get the sub staff to not look at our Friday, October 25th sub staff as a one time occurrence, but look at them as a continual opportunities and eventually realize that community development is needed at all level.