Gender in Leadership: Part 3
“The conflict between what each of us wants as an individual and the interests of the group to which we belong is a very important dimension to cover how people relate to other people” (Trompenaars & Hampden-Turner, 2012, p. 65). The mission of Mother Teresa in serving and supporting the poor was not welcomed by all politicians because of the increase in the number of nonprofit centers to support the poor and needy which was not the target of some politicians. Moreover, the support, recognition, and donations she received also aroused criticism, particularly from professed atheists who were dismayed at what they considered to be people’s gullibility. On the other side, her efforts quickly caught the attention of Indian officials, including the prime minister, who expressed his appreciation.
“Individualism has been described as a prime orientation to the self and communitarianism as a prime orientation to common goals and objectives” (Trompenaars & Hampden-Turner, 2012, p. 65). Mother Teresa was communitarian in her way of thinking. On the 7th of October 1950 Teresa received the Vatican permission to start the diocesan congregation that would become the Missionaries of Charity. Its mission was to care for the hungry, the naked, the homeless, the crippled, the blind, the lepers, and all those people who feel unwanted, unloved, uncared for throughout society. It began as a small order with 13 members in Calcutta; by 1997 it had grown to more than 4,000 sisters running orphanages, AIDS hospices and charity centers worldwide. In 1952, Mother Teresa opened the first home for the dying in space, with the help of Indian officials; she opened a free hospice for the poor. Those brought to the home received medical attention and were afforded the opportunity to die with dignity, according to the rituals of their faith. By 2007, the Missionaries of Charity numbered approximately 450 brothers and five thousand sisters worldwide operating 600 missions, schools and shelters in 120 countries.
Gender in Leadership Case Study
Fr. Tadros Hirmina
St.Peter Seal of the Martyrs, Coptic Orthodox Church, West Palm Beach, Florida.
Palm Beach Atlantic University
Professor Carmela Nanton
Continued in May 2017…
Goleman, D. (1996). What makes a leader? In HBR’S 10 Must Reads On Leadership (pp. 1-21). USA: Harvard Business Press.
Maxwell, J. C. (2010). Everyone Communicates Few Connects. USA: Thomas Nelson.
Moodian (Ed.) (2008).Contemporary leadership & intercultural competence. Sage Publications. ISBB 9781412954532
Nanton, C.and Alfred, M. (2009). Social Capital and Women’s Supportsystems: Networking,
Learning and Surviving. San Francisco: Jossey-Bass Publishers. ISBN 9780470537343
Northouse, P. G. (2013). Leadership Theory and Practice (6th ed.). New Delhi, India: SAGE.
Sire, J. (2009). The Universe Next Door (5th ed.). USA: InterVarsity Press.
Taylor, C. (1991). The Ethics of Authenticity. Cambridge, MA: Harvard University Press.
Trompenaars, F and Hampden -Turner, C. (2012). Riding the Waves of Culture: Understanding Diversity in Global Business, (3rded). New York: McGraw Hill.
Wren, J. T. (1995). Leader’s Companion: Insights on Leadership Through the Ages. New York: The Free Press.
Leadership and Teamwork
Now may the God of patience and comfort grant you to be like-minded toward one another, according to Christ Jesus, that you may with one mind and one mouth glorify the God and Father of our Lord Jesus Christ.
Romans 15: 5-6
People ask the difference between a leader and a boss. The leader leads, and the boss drives.