You are doing 2 discussions. After I receive the discussions I will need 2 replies per discussion. I will have to send you the replies from my classmates.

Each discussion and reply has the 3 paragraphs. You can Use other sources other than what I provided

Discussion 1: Ethical Decision Making

Looking at the Badaracco article, when right vs. right decisions are necessary, how does Badaracco advocate that leaders move through the process of examining how to be ethical rather than just being ethical?

To prepare for this Discussion:

Review this week’s Learning Resources, especially:

Badaracco, J. L., Jr. (1998, March-April). The discipline of building character. Harvard Business Review, 76(2), 115–124.

By Day 3

Post a cohesive response based on your analysis of the Learning Resources and your professional experience. Be sure to discuss the following:

• Compare the differences between a tough ethical decision and a defining moment.

Explain how your character was demonstrated during a right vs. right experience.

• Evaluate how a defining moment shaped your ethical leadership values and core principles.

When right vs. right decisions are necessary, how does Badaracco advocate that leaders move through the process of examining how to be ethical rather than just being ethical?

Be sure to support your ideas by connecting them to the week’s Learning Resources, as well as other credible resources you have read, or what you have observed and experienced.

General Guidance: Your original post, due by Day 3, will typically be 3 or 4 paragraphs in length, as a general expectation/estimate. Refer to the Week 7 Discussion 1 Rubric for grading elements and criteria. Your Instructor will use the rubric to assess your work.

Read a selection of your colleagues’ postings.

By Day 5

• Respond to at least two of your colleagues’ postings that contain a perspective other than yours.
• Share an insight about what you learned from having read your colleagues’ postings and discuss how and why your colleague’s posting resonated with you professionally and personally. (Note: This may be a great opportunity to help you think about passions you share with your colleagues who could become part of your Walden network.)
• Offer an example from your experience or observation that validates what your colleague discussed.
• Offer specific suggestions that will help your colleague build upon his or her perceptions as a leader.

Offer further assessment from having read your colleague’s post that could impact a leader’s effectiveness.

Share how something your colleague discussed changed the way you consider your own leadership qualities.

Discussion 2: Emotional Intelligence

Looking at the Christensen (2014) article, review Goleman’s emotional intelligence model. Consider the four key elements/domains of emotional intelligence: self-awareness, self-management, social awareness, and relationship management in developing your inner leader.

To prepare for this Discussion:

Review this week’s Learning Resources, especially:

Christensen, K. (2014, Winter). Thought leader interview: Daniel Goleman. Rotman Management Magazine.

By Day 5

Post a cohesive response based on your analysis of the Learning Resources and your professional experience. Be sure to discuss the following:

Review what Goleman means when he stated: “Leaders need all three types of focus—in full strength and in balance—in order to perform optimally.” Explain and give examples of how this would apply to your leadership style.

What is meant when a leader experiences “neural hijack”? What should leaders do when they get “hijacked”? Explain a situation where this may have happened to you. How were you able to resolve it?

How do these elements affect your ability to manage situations as an effective and ethical leader?

Replies to  discussion 2Nina Hatcher RE: Discussion 2 – Week 7COLLAPSEEmotional IntelligenceLeadership involves many skills, which includes focus and leaders should adapt to the variations of focus (Christensen, 2014). Focus takes skill and varies upon different circumstances. Focus takes concentration, but the key is to be able to recognize the kind that is needed in a particular situation. The three variations of focus are self-awareness which is our inner focus, awareness of others, and outer focus. When we are self-aware, we can manage our emotions and teaches us how to develop self-management. We also know what drives us, why, and how we feel the way that we feel. When we are aware of others, we use empathy and think about the needs of others. Empathy persuades teamwork, relationship, and persuasion. Outer focus is centered around systems awareness when we learn to understand technical things that could impact the organization. When we think of focus, we think of concentration, because that is what we have practiced, and it has become repetitious. When we use the three variations of focus as needed will improve our mindfulness (Christensen, 2014). These focus variations have to do with emotional intelligence (Goleman, 2013). In my leadership style, since I naturally focus on others, it will help me to become more well-rounded and not one-dimensional. I can think of a situation where an employee could potentially take the kindness that I show for weakness and over time could lose respect so I use all three focus variations as needed it will give me balance.               A leader will experience neural hijack when situations arise out of control the leader should use their self-management skill to stay calm and force the situation to go in a different direction (Goleman, 2013). I have not experienced neural hijack as a leader, but I experience it with customers. I was working with a customer, and they were upset about a change in their policy premium. The customer was yelling and using offensive language. I remained calm and used a tone that ultimately caused the customer to calm down and apologize to me and we were able to work out the differences without having to escalate the situation to higher management.               When situations arise, it is important to first look within yourself as a leader, because if we are not able to manage our own thoughts and emotions, we will be unable to control the outcome. When we focus on others and are aware of what they might be dealing with we can better prepare ourselves for what might occur if a situation arises. Lastly, when we look at the outer focus which is the ability to understand the focus on a larger level. When we think strategically it requires a larger focus.ReferencesChristensen, K. (2014). Thought leader interview: Daniel Goleman. Rotman Management Magazine.Goleman, D. (2013). Leaders need three kinds of focus. Harvard Business Review. – HBR VideoMaria Helwig RE: Discussion 2 – Week 7COLLAPSEEmotional IntelligenceAs we have learned this week, every leader needs to have three varieties of focus; self-awareness, awareness of other people, and an outer focus (Christensen, 2014, Winter).  Leaders also need to have all three types of focus to perform optimally (Christensen, 2014, Winter).  All three of these focus areas apply to my leadership style as I tend to rate at a high emotional intelligence.  A few years ago I was involved in a leadership development program where emotional intelligence was one of the main topics.  After taking the assessment, I had rated extremely high in all five areas of EI; self-awareness, self-regulation, motivation, empathy, and social skills. I have also had the opportunity to continue to improve in all areas and am more skilled as to what focus/lens I should have when approaching a person/situation.  So how does this apply to my leadership style? I think I am still defining my leadership style so this is a difficult question for me to answer. I think I possess characteristics of a servant leader, but also possess the coaching and democratic leadership styles. I enter a situation open-minded, and then as conversations unfold I determine what focus I need to have.  For example, if I am just having a conversation with an employee on a behavioral issue, I focus on self-awareness of my actions as well as focus on the other person and being present with them.When a leader experiences neural hijack it means, “the brain’s radar for threat and the trigger point for emotional distress, anger, impulse, and fear” (Christensen, 2014, Winter).  If a person’s amygdala feels a threat coming on, it can immediately take over your entire brain.  This can be in the form of an outburst or if someone loses their temper. I had a neural hijack a few weeks ago and it is not like my personality at all. I had been working tirelessly with our IT to figure out an issue at our front desk. The staff at the front were having to constantly restart their computers for their applications to work causing major delays at check-in. I was spending 4+ hours every day on the phone with IT running different scenarios on the front desk computers to see where the error was occurring. IT even had direct contacts for me to reach every time a computer crashed so that we did not have to go through the normal channels.  Well, one morning one of my staff messaged me and said “I had to restart my computer again.”  I responded that IT was aware and I had a call at 10:00 AM again that morning to begin investigating once again. Five minutes later I walked out to the front desk to find the employee on the phone with IT. Once he hung up I asked what he was doing. He responded, “I called IT because I had to restart my computer.”  I lost it. I looked at him and said angrily, “I need to walk away or I am going to snap out.”  I was livid. I had no control over my body or actions then.I think I did the right thing by walking away and not snapping out in front of patients, but I still was not proud of that moment. I immediately contacted my leaders to explain what happened, in the event the employee went to HR (he is a very troubled employee already on a disciplined track for behavior issues).  I also apologize to them for my moment of weakness. I also called the employee back to explain why I was so upset and that I should not have responded that way. In the future, if I start to feel that way about a situation, I should talk myself out of it. I needed to practice more empathy and put myself in my employee’s shoes that he was trying to help me by not creating more work. He didn’t realize that he was creating more work for IT by having another group of IT staff trying to figure out the issue.A leader needs to have emotional intelligence and the ability to recognize a neural hijack to manage situations more effectively. I can’t be running around having meltdowns all the time or I will have a team that is always on edge wondering what my ‘trigger’ is. The more a leader practices mindfulness and uses empathy and understanding when interacting with others, the more effective a team will be.ReferencesChristensen, K. (2014, Winter). Thought leader interview: Daniel Goleman. Rotman Management Magazine.

here are discussion  1 replies Maria Helwig RE: Discussion 1 – Week 7COLLAPSEDefining MomentsIn a tough ethical decision, there is a ‘right’ and a ‘wrong’.  In a defining moment, there are two ‘rights’ presented, each one representing an attractive right choice (Badaracco, 1998, March–April).  The defining moments can occur when we have to question who am I, who are we, and who is the company.  An example of who am I that I can relate to is one where I have to make decisions that impact my work and home life. I am a single, working mother who has many responsibilities. I often find myself questioning if I should be working longer hours with everyone else, or rushing to make sure to get out time to spend more time in the evening with my daughter. I will tell you that it is always, and will always be, the latter.  I work hard in my job, still over 50 hours a week, but if I am ever presented with a choice, I choose her.  To me the right decision is spending every chance I can with my daughter; life is short. I never want to look back and regret not being with her more.A defining moment that shaped my ethical leadership values and core principles is similar to a moment outlined in this week’s readings.  I have an employee who has autism and several other mental complications. He is very vocal about his difficulties so the entire clinic knows. He sees a therapist several times a week for his emotions and is on many medications.  All that aside, he is one of the top performers, the patients love him, and works countless hours of overtime because he loves his job that much. However, due to his emotional disabilities, his team members were coming to me stating he is unstable and often treats them horribly. He will ignore them when they ask him questions, not speak to anyone, and act very childish towards them. Understanding he was most likely having a ‘bad day’ mentally, I did not know how to approach the situation.  I did not do anything for a few months hoping it would get better on its own. However, it did not. It was clear I was not understanding the point of view of the other team members. I eventually discussed it with my leadership, and we met with the employee who needed a little more emotional support.  The employee has gotten better with the accommodations we made for him when he starts to feel upset/angry, and the rest of the front desk has a better working environment.Badaracco advocates that leaders ask a series of questions to themselves depending on the defining moment they are experiencing. It takes retrospection and thought processing to make the right decision.  For individual defining moments, ask yourself what feelings are coming into conflict about the situation, what values conflict, and is there expediency or shrewdness that will help come to an understanding of what is right? These questions differ if you are in a workgroup or company defining moment. In a workgroup, you have to account for others’ viewpoints and examine whether there is a process that can be implemented to make your interpretations win in the group.  Either way, leaders need to have time to reflect on the decision before blindly choosing one.PettisReferencesBadaracco, J. L., Jr. (1998, March-April). The discipline of building character. Harvard Business Review, 76(2), 115–124.ROCHELLE TARKINGTON RE: Discussion 1 – Week 7COLLAPSEAn ethical decision typically involves choosing between two options: one we know correct and another we know wrong. A defining moment challenges us more deeply by asking us to choose between two or more ideals. (January 2006) In today’s workplace, three kinds of defining questions, who am I? The second type is organizational and personal: both the character of groups within an organization and the character of an individual manager are at stake. It raises the question, who are we? The third type of defining moment is the most complex and involves defining a company’s role in society. It raises the question, who is the company? By learning to identify each of these three defining moments, managers will learn to navigate right-versus-right decisions with grace and strength. (January 2006). During my time as a nursing assistant, I witnessed a lot of inhumane treatment of patients by healthcare workers. I had many rights vs. rights experiences. For example, nurses and nursing assistants talk rudely and show inappropriate behavior with patients. Just because they did not want to take their medicine or eat their food, I understand they must eat their food and take their medicine. It is lifesaving But, holding them down, forcing them, or threatening them is not the answer. I would always intervene or speak up. I would suggest they call their doctor or call the family; maybe they can come in and feed their loved ones. When I witness that type of treatment or behavior, I report it immediately. As time went on, my co-workers did not like working with me. Because I would tell how they mistreated the patients, some co-workers tried to hurt my character by lying or saying I had a terrible attitude. I did not care, I know, right from wrong, I have morals and ethics. The law says we should help our patients, not abuse them. When leadership acknowledged me as a good steward for keeping patients safe, they said it was my duty to stand against my co-workers and speak up against abuse. Badaracco was telling leaders to choose. During these defining moments, we must choose between right and—right. Unlike other ethical decisions, where the options are right and wrong, defining moments ask us to choose between two ideals. They force us to balance our idealism with the messy reality of our jobs. They determine whether we will uphold our values. Resolving defining moments requires skills not listed on most job descriptions—probing self-inquiry. These skills enable us to craft an authentic identity based on our understanding of right. Managers who brave the process renew their sense of purpose—and transform their values into shrewd, politically astute action.https://hbr.org/2006/01/the-discipline-of-building-characterBadaracco, J. L. Jr. (1998, March-April). The discipline of building character. Harvard Business Review