Response Thread
By incorporating leadership strategies during the 1920s instability, Synovus Financial Corporation was able to take care of its people through employment security of the Columbus Bank and Trust. The company implemented four different categories of workers’ benefits, including time, health and wellbeing, and wealth (Hess & Cameron, 2006). The implementation of these benefits enabled the improvement and provision of comprehensive health plans, education opportunities, and childcare services which took care of employees’ needs. At SFC, the employees were put on the forefront before profit. This provided a workable environment for the employees and enabled them to develop their skills as well (Osabiya, 2015). Employees who wished to explore and comprehend their careers were given opportunities of talking to any member at any organizational level. This enabled them to receive mentorship, coaching, and encouragements for their personal growth.
The leadership of SFC played a vital role in shaping the organizational culture. Kumar & Pansari (2015) allude that successful leadership within an organization means creating an environment of respect and trust, which will enable the growth of organizational values among the employees. In 1957, the then president of SFC Mr. Jim Blanchard maintained the values-based leadership philosophy set by his predecessors and had a strong belief in doing all the tasks for the benefit of all employees and team members (Hess & Cameron, 2006). Unlike other company presidents, Blanchard’s belief shows how he felt concerning the wellbeing of his workers in working with rather than working for him.
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Several biblical connections can be drawn from SFC’s displayed values. The company has strived to maintain an intellectual and spiritual environment for growth which can be seen in organizational operations with customers and other employers. According to Galatians 6:10, human beings are entitled to do good at any given opportunity. This attitude is evident among the employees of SFC when they care for each other as well as their customers (Hess & Cameron, 2006) . Galatians 6:10 also states that human beings should do good especially to those in the household of faith. The organizational leaders including the company president at SFC portray this quality by doing good to their employees. Ephesians 2:4 states that people should not only look into their interests but also to the interest of other people ( King James Version, 2017 ). SFC does not focus much on selling financial services and products, but the company’s main concern is understanding the needs of the customers first.
The values-based organization is a complex concept to develop and maintain, but SFC has managed to maintain its culture using a set of values since its existence. According to a study conducted by Taneja, Sewell & Odom (2015), values of leadership are generational, and many studies have been conducted on individual traits and values and their impacts on organizations. The culture of values-based leadership is developed in an environment of collaboration and devotion among all members of the organization. Another study carried out by Kumar & Pansari (2015) states that leaders who apply the philosophy of values-based leadership are likely to experience personal growth in three ways including; better decision making, becoming trustworthy, and feeling aligned to their authenticity. Osabiya (2015) argues that organizations with values-based philosophy are more likely to be productive and flexible since their leaders are acting from their highest values. Thus the SFC’s values-based leadership are evident in the current business literature and are applied by other business organizations in the world.
Reply 1
I agree with Mozingo’s assertion that SFC has been thriving even during the most critical times. From SFC’s company analysis I have also learned that the company has some set of values that have kept it moving forward. According to Taneja, Sewell & Odom (2015) , employees can be more productive in an environment where their wellbeing is considered and prioritized. SFC has institutionalized values and created an environment in which every employee should be treated with dignity and respect. I can also infer from what Mozingo argues that SFC looks for leaders who understand altruistically and intrinsically the value of servicing other people despite their positions. Through servant leadership the company has managed to grow both culturally and financially. Trust is also a crucial component that enables positive morales, leadership, performance, and better organizational behaviors (Osabiya, 2015). Relating the idea of taking care of one another to the biblical doctrines further strengthens the argument. According to John 13 (King James Version, 2017) it is correct that Jesus instructed his disciples take care for one another out of love. Jesus was a leader whose characteristics showed how he cared for his disciples and how they relate to one another. However, the response does not clearly point out the biblical connections that are related to SFC values. I think he should have centered on the values and more biblical interpretations.
Reply 2
By focusing on selfless service, Readett has clearly explained how SFC has been able to maintain the strong desire of promoting its organizational culture. I agree with what Hess & Cameron (2006) argue, that SFC has been stressing the attitude of selfless service by applying a stronger focus on providing service and integrity. This evident from the company’s value of putting the people’s needs first. Readett shows how selfness is portrayed by SFC by quoting the scripture from Peter 3: 8 which state that people should be sympathetic, like-minded, be compassionate, love one another and be humble (Peter 3: 8, King James Version, 2017). Through customer employee relationships, has been able to own this attitude. Kumar & Pansari (2015) argue that leaders are entitled to encourage the culture of selfless among the employees to enable an organization achieve its goals. Readett’s arguments on selfless service are well explained, but I am not sure of the actions taken by SFC in relation to selfless and what the scripture says. A direct quote or a specific example would have been helpful in relating to this thought. Readett incorporates the measures taken by Cox communication to deal with floods in Louisiana State. This provides a mirror of how other companies apart from SFC employ a selfless service mindset that has enabled them to thrive ( Taneja, Sewell & Odom, 2015 ). By referring to Galatians 5: 14, Readett provides a clear notion of putting others first which has enabled the company to propel for many years.
References
Hess, E. D., & Cameron, K. S. (Eds.). (2006). Leading with values: Positivity, virtue and high performance . Cambridge University Press.
Kumar, V., & Pansari, A. (2015). Measuring the benefits of employee engagement. MIT Sloan Management Review , 56 (4), 67.
Osabiya, B. J. (2015). The effect of employee motivation on organizational performance. Journal of public administration and policy research , 7 (4), 62-75.
Taneja, S., Sewell, S. S., & Odom, R. Y. (2015). A culture of employee engagement: A strategic perspective for global managers. Journal of Business Strategy , 36 (3), 46-56.
Version, K. J. (2017). Holy Bible . Arcturus Publishing Limited.
