Leadership and Organizational Justice
Abstract
It is no longer news that diversity is an inherent part of modern societies. With the diversity, it means different needs and competing interests. Such diverse needs are more pronounced when it comes to the area of educational. To address the competing interests and diverse needs in education, organizational justice is paramount. In this regard, it is incumbent upon educational leadership to ensure that they adopt the best practices to promote organizational justice and fairness in matters of education.
A personal Perspective on Leadership and Organization Justice
Introduction
Considering the rise in globalization, diversity is an inherent part of virtually all organizations. The implication of such diversity is that the needs of all the stakeholders must be addressed. To address the issues generated by diversity, leadership and organization justice becomes at the core. This essay offers my personal perspective on leadership and organization justice based on the interview for a job advertised by the US department of Education.
How Will I Prepare For the Interview
In preparation for the interview, the first step will be to research the organization. Under research, I will establish the location, the mission and values, and the size of the organization. Understanding the organization is critical because a person cannot deliver effectively for organizations that they do not know about (Marilou, 2016). The second measure I will embrace while preparing for the interview will be making comparisons of my skills and qualifications to the requirements of the job.
This step is vital granted that it will ensure that I convince the interviewers with my skills, knowledge, and experience in relation to the position in question (Marilou, 2016). In the next step, I will create potential responses that I may use during the interviews. The process of generating responses is important because it puts the mind ready for the interview. Lastly, I will decide on what to wear and what documents to bring during the interview.
Developing a Set of Notes to Use in My Interview that Address the Following
What I would need to know about the job in order to prepare
Regarding the job, the first aspect I would need to know regards qualifications. About qualification, I would determine the level of certification, the years of experience needed for the job, and other added skills or advantages that may be preferred for the job. Secondly, I would also need to know about the responsibilities associated with the job.
Knowing responsibilities will help me determine my capability based on my experiences (Marilou, 2016). Another aspect I would know about the job in order to prepare is the objective of the position. Determining the objective of the position is critical to matching skills and qualifications to the vacancies offered.
My Qualifications as an Educational Leader from Ethical Perspective Based On the Courses I Have Taken In the PhD Program and Especially Leadership and Organizational Justice
Based on the courses I have taken in the Ph.D. program and especially the course in leadership and organizational justice, my qualifications as an educational leader from an ethical perspective emerges from two areas. The first area is that the courses in the Ph.D. program and leadership and organizational justice have provided me with insights on what ethical leadership in organization entails.
The second area that demonstrates my qualifications as an educational leader from an ethical perspective because of the Ph.D. program and the course of organizational justice concerns the view that passing the courses in the program is an indication that I have grasped the concepts of the ethics and leadership.
Capacity, capability and sustainability from an organizational justice perspective
For me, organizational justice is having the virtue of fairness in the organization conducts and operations. Capacity from an organizational justice perspective entails the development of mission-fuelled efforts geared towards ethical management and transparency in organizations (Jeffry & Elizabeth, 2016). For example, ensuring that the education departments and institutions have vision and mission statements that tie with the element of justice will show capacity to uphold organizational justice.
Capability from an organizational justice perspective implies the ability of the organization to have systems that facilitate justice and fairness in the affairs of the organization (Zhang et al.2013). For example, having a code of ethics and conducting evaluations to ensure that the employees in the education sector adhere to the code of ethics will be a demonstration of capability from an organizational justice perspective.
Lastly, sustainability from an organizational justice perspective means the ability of the organization to uphold fairness and justice not in an episodic manner but rather in a continuum way where justice is the norm in every aspect and operation (Ibrahim, 2016). For example, the application of code of ethics to all employees in the education sector regardless of the positions or stature will be an indication of sustainability from an organizational justice perspective.
How I as The Equal Opportunity Specialist in The Department Of Education, Office for Civil Rights will apply My Passion Toward Educational Reform, Organizational Justice And Social Change
As an equal opportunity specialist in the department of education, Office for Civil Rights, I will apply my passion towards educational reform, organizational justice, and social change in a variety of ways. Regarding education reforms, I will participate in education policymaking processes that are aimed at promoting equality and access in the area of education (Jacobs et al. 2014).
I will also participate in the formulation and implementation of the education programs directed towards minority in the societies. For example, I will formulate policies on programs targeting children with disability. Moreover, I will also embrace the advocacy role regarding the need for equality and fairness in the sector of education. When it comes to organizational justice, I will ensure that the codes of ethics become supreme when discharging duties.
In the same vein, I will also act as a whistleblower whenever I spot any injustice or activity that is contrary to the established and expected mores of the organization (Demirtas, 2013). Being a leader in the educational sector, I recognize that I assume a societal responsibility that comes with obligations. As an agent of social change, I will offer advices on different affairs of the society.
Through my department and collaboration with other organizations, I will formulate programs and policies that act as catalyst for change in the educational system. I will also be an advocate regarding different societal issues pertinent to the education. As an example, I will speak against child labor and respond appropriately whenever I will encounter such incidences. In this sense, I will be improving the society by speaking against injustices done to the children.
What It Means to Be a Leader for Sustaining Organizational justice and My Philosophy of Organizational Justice
To be a leader for sustaining organizational justice in an organization, it means that one has to be authentic and lead from the front. In this sense, the leader has to demonstrate that he or she professes fairness and justice through practice. My philosophy of organization justice is to be guided by the laid down regulations and embrace fairness while making all decisions related to the organization.
Examples and Support of Future Goals in Education Leadership
One example of future goal in education leadership is for the education leadership to have an understanding of the legal and moral consequences of decision making in education departments. The support for this goal stems from the observation that such an understanding will enable education leaders facilitate social justice in all aspects of education.
Another example of future goals in education leadership is that education leaders should develop professional and personal qualities and skills that are able to address diversity challenges. The rationale for this goal is that the educational needs have changed and continue to change and such skills are required to address the changes.
Conclusion
In essence, the world is changing at a rapid speed and one of the areas where such changes are reflected is the education sector. With increasing diversity in societies, the educational needs are also becoming more divergent. To address each of the unique and divergent needs, organizational justice at the education departments is a sine qua non. It is through ethical leadership and organizational justice that the various educational needs will be addressed.
References
Demirtas, O. (2013). Ethical Leadership Influence at Organizations: Evidence from the Field. Journal of Business Ethics, 126(2), 273-284. doi:10.1007/s10551-013-1950-5.Retrieved 2016 from Ebscohost.com.
Jacobs, J., Beck, B., & Crowell, L. (2014). Teacher leaders as equity-centered change agents: Exploring the conditions that influence navigating change to promote educational equity. Professional Development in Education, 40(4), 576-596. doi:10.1080/19415257.2014.896272. Retrieved 2016 from Ebscohost.com.
Ibrahim, M. (2016). Professional leadership practices and diversity issues in the US. Higher education system: a research synthesis. Education, 136(4), 405-412. Retrieved 2016, from Ebscohost.com.
Jeffry, B., & Elizabeth, M. (2016). Heroic Leadership Redefined in the United States Border Context: Cases Studies of Successful Principals in Arizona and Texas. . International Studies in Educational Administration (Commonwealth Council for Educational Administration & Management (CCEAM)), 44(1), 5-23. Retrieved 2016, from Ebscohost.com.
Marilou, R. (2016). Preparing for your Next Leadership Position. Leadership, 45(4), 30-35. Retrieved 2016, from Ebscohost.com.
Zhang, Y., Lepine, J. A., Buckman, B. R., & Wei, F. (2013). It’s Not Fair … Or Is It? The Role of Justice and Leadership in Explaining Work Stressor-Job Performance Relationships. Academy of Management Journal, 57(3), 675-697. doi:10.5465/amj.2011.1110. Retrieved 2016 from Ebscohost.com
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