In the article "Every Company Should Have These Leaders—or Develop Them if They Don't," Hise Gibson delves into the critical need for T-shaped leaders within organizations. These leaders possess both deep functional expertise (the vertical part of the "T") and the ability to collaborate and share knowledge across the organization (the horizontal part of the "T"). Gibson argues that cultivating a mix of Big-T Leaders (BTLs) and Little-T Leaders (LTLs) is essential for navigating today's volatile business landscape effectively.
Reflecting on this article, I find myself drawn to the concept of T-shaped leadership and its implications for organizational success. The idea that leaders need to balance specialized knowledge with cross-functional collaboration resonates with my own experiences in various professional settings. What particularly stands out to me is the emphasis on the development of both BTLs and LTLs, as each plays a unique role in driving innovation and executing strategic initiatives. This reinforces the notion that effective leadership is not one-size-fits-all but rather requires a diverse range of skills and perspectives. Additionally, I appreciate Gibson's insights into the different development approaches needed for BTLs and LTLs, highlighting the importance of tailored leadership development programs within organizations. This article aligns closely with what I've learned in class about the evolving nature of leadership and the importance of adaptability in complex environments. Moving forward, I plan to apply the knowledge gained from this article by actively seeking opportunities to enhance both my functional expertise and my ability to collaborate and communicate across diverse teams.
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Written by Scott Van Voorhis on March 7th, 2023The focus of this article is on the development of AI mega-systems, such as ChatGPT and Google's reply in Bard, which exposes ethical issues regarding AI. This article tells us about Timnit Gebru, an AI moral philosopher who was forced to leave google after trying to make people aware of the bias in AI and promoting ways of developing responsible ones. Thus, Gebru's experiences serve as a reminder of how important ethics in AI development is and the need for diverse voices.
The article therefore brings out some key ideas that revolve around technology, ethics and diversity intersecting at points where the future of artificial intelligence is being shaped. The journey that Gebru went through has deeply resonated with me since it demonstrates how complicated it can be navigating business spaces while staying within morals. In her plea for slowing down in order to address bias inherent in AI systems, she highlights the need for purposeful inclusive methods towards technological progress. The question from this article asks us to look into ourselves as individuals and societies aiming at equitable responsible AI growth that ensures our technical advancement does not violate moral values but instead benefits all people.Given the growing influence of AI in our daily lives, it is critical that we comprehend its ethical principles in order to build a more equitable and just future. Article written by James Heskett in August of 2023In the article "As Leaders, Why Do We Continue To Reward A, While Hoping For B," the author James Heskett finds himself involved with the problem of insufficient rewards, a problem that is general in too many other areas of life, including businesses. Heskett focuses on the difference between planned goals and encouraged actions, pointing out that this difference often results in unanticipated repercussions and may prevent the actions from being ideally fruitful.
I find this article resonate with the depths of my being for it emanates light on the fundamental challenge most leaders face across industries: How to design incentive structures that truly drive the desired behaviors and outcomes. Heskett reminds us in many ways how complicated human motivation and behavior are and how such problems should call for a more experienced perspective for leaders in designing incentives. One thing that really captured my mind in the article was the example of universities giving priority to faculty research and publication over the quality of teaching, yet everyone wants good teaching. This underscores the balancing act that plays out between long-term interests and short-term incentives—an idea threaded throughout the article. The latter observation by Heskett is that inertia of existing systems and reluctance to challenge conventional practices give credence to bold leadership and innovative thinking when it comes to transformation in the incentive misalignment. What Heskett finds most worrying is that, for decades, the same problems seem to recur: although a lot of research and discussions have been taking place, not much seems to have changed. This also affirms the complexity of human behavior and the need for ongoing reflection and adaption in leadership practices. Reading this article, it was a reminder to me of just how important it is always to review the incentive structures so that they work in tandem with the goals and do not go haywire. One Thing Learned From The Articles2/21/2024 One new thing that really caught my attention in particular is the idea that being great at one aspect of a job doesn't necessarily mean that you'll excel at the higher levels of management. I always thought if you were exceptional at something, you'd naturally climb the ladder. But this concept of balancing technical, interpersonal, and conceptual skills totally makes sense. It's like realizing there's a whole "package" deal to being a successful leader. Sure, you need to know your stuff (technical skills), but you also need to connect with people (interpersonal skills) and think about the big picture (conceptual skills). It's kind of like realizing that there's more to being a good surgeon than just knowing how to operate—you've got to communicate with patients and coordinate a whole team to do so. So, yeah, it's extremely intriguing to see how important it is to develop a well-rounded skill set for management roles.
Digital Citizenship2/20/2024
Digital citizenship is all about being a good neighbour in the digital world. It's like having a set of rules and regulations for how we are to behave online, kind of like the rules we follow in our everyday lives. Think about it: just like we're taught to be polite and respectful in person, digital citizenship reminds us to be responsible and ethical when we're using technology, especially on the internet and social media. Why is this so important? Well, nowadays, our lives revolve around technology. It's how we talk to each other, learn new things, and even find jobs or entertainment. So, knowing how to use it wisely is key to staying safe and happy online. There are definitely some good things about posting online. For one, it's a great way to stay connected with friends and family, no matter where they are in the world. Plus, we can share all kinds of cool stuff—like our hobbies, experiences, and ideas—with a huge audience. But, of course, just like every good thing there are also downsides. Sometimes, sharing too much personal info can put us at risk of things like identity theft or cyber-bullying. And with so much information flying around, it's easy to get tricked by fake news or even getting all your private information leaked into the dark web e.t.c. So, being a good digital citizen means finding that balance and knowing what to post and what not to post. It's about enjoying all the good stuff the internet has to offer while also being mindful of the risks and making smart choices. Just like in real life, it's all about treating others with respect and looking out for each other while you still look out for yourself. AuthorI am a high school student who likes to code as well as stay active and partake in wrestling ArchivesCategories |