Question

you will read and discuss Chapter 2 of Questions of Character: Illuminating the Heart of Leadership Through Literature. How Flexible is My Moral Code?

Summarize the general themes or summary of the chapter.

What are 6 to 8 discussion questions which address core issues of the chapter? (With each discussion question, you should provide an answer with page numbers cited.)

What are practical applications or "take-aways" from the chapter?

Answer 1

Summarize the general themes or summary of the chapter.

In chapters six Badaracco Jr Unveils difficult questions that are often seen as a taboo to many leaders. Hespeaks about the possibilities of hidden hazards in the success and the balance needed between principles and practice, to uphold what a leadership role requires. Badaracco Jr. asserts that what derails success is not the “poverty or oppression or lack of skill or opportunity. It is paradoxically, the very thing they aspire to achieve: a successful life and career and all that comes with them

What are 6 to 8 discussion questions which address core issues of the chapter? (With each discussion question, you should provide an answer with page numbers cited.)

• What does it really mean to take responsibility?

Baradacco argues that “taking responsibility is a difficult emotional and psychological challenge and a complex, subtle human activity. It is also a question of character, answered only when someone is put in a leadership position and faces a really demanding challenge” (pg. 101). Taking responsibility means showing determination and personal strength even when individuals are in doubt. Leaders needs to consider that there might not be a lot of straight up answers, but they should step up and demonstrate confidence in hard circumstances.

• How can we tell whether we or others are actually ready to do so?

Baradacco argues that the only way for someone to know if a leader is ready to take responsibility is when “someone is put in a leadership position and faces a really demanding challenge” (pg.101). I believe that it is hard to know when someone is ready to take on different responsibilities until they face that position. It is hard to tell how a leader will act under pressure or different circumstances unless they face that scenario.

• Do I really feel my responsibilities?

In the case of Conrad’s story, “Conrad shows us what the new captain really needs before he can lead his crew: a strong feeling that he is personally accountable for meeting his new responsibilities” (pg. 104). I believe that it is important for a leader to feel responsibilities. A true leader do not only sense responsibility because they are told, but because they feel the responsibility is theirs. Leaders should be able to determine the consequences of their acts and see if could affect the people around him. I believe that being able to see how their decisions could affect others can help leaders feel the responsibilities and take the best decisions if they care about them.

• Can I look at reality around me?

Leaders should be able to look at reality around them. In this story, “the captain’s self-observation of himself and his relationship with the people immediately around him is an essential step toward taking command of his ship” (pg. 208). Leaders usually get pressure by outsiders, but they should be able to remain calm and observe all the options to take the best and most ethical decision.

• Can I take small steps forward?

“Many managers take on a new challenge, think they understand its dimensions, and then observe, just as the new captain does, that things are deteriorating rapidly” (pg.109). According to Badaracco, leaders show different levels of responsibility by showing and inspiring confident under high pressures. Leaders are those that can take responsibility and demonstrate a degree of self-discipline no matter how hard the challenges are. I believe that good leaders should also take responsibility by being able to let others know about a mistake and tell them how it will be solved. I think leaders should listen to others’ opinions because they might be able to orientate him on the right direction.

• Can I take responsibility?

Leaders can take over responsibilities when they are able to “recognize the problem, stay calm, and find a solution” (pg. 114). I believe that leaders will always go through difficult challenges and to take responsibility they should demonstrate confidence even if they are in doubt. Taking responsibility is not only being able to do something but being able to resolve issues considering others.

What are practical applications or "take-aways" from the chapter?

This chapter taught me a lot as a person and leader. Badaracco (2006) states that, “Conrad’s clear suggestion is that until someone has full and final responsibility for other people and has made difficult decisions, it is very hard to grasp what this responsibility actually involves” (pg.114). Leaders go through a lot of different challenges and encounter a lot of pressure from others, but they should be able to demonstrate confidence and try to solve the issues the best way possible. Leaders should also be able to learn from their mistakes and try to correct them. It is hard to judge a leader when they make a wrong choice because employers assign new employees with large projects based on qualification they say they have in their resumes. I do not think it’s easy to tell whether someone is ready to take full responsibility until they face the challenges.

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