The actions of leadership attempting to serve in various roles may yield destructive outcomes. The motives for carrying out the role of leadership can sometimes be toxic. One of many responsibilities of leaders is to lead. However, one needs to be cautious of not leading situations into the wall as opposed to resolution. Often, leaders are 'the' problem or apart of the problem. Let us consider one leader being a political leader (politician) rather than a neutral party. The ineffective leaders with respect to conflict resolution are often the leaders perceiving their role akin a one being both the judge and the jury. The objective of this article is to highlight a toxic leadership challenge often created by leadership. Additionally, to shed some light onto the specifics origins and strategies to avoid such toxic underpinnings of leading. Specifically, acting in the role of referee and coach when one may not be professionally equipped with knowledge and/or experience to do so, objectively and to textbook.
At the core of a successful research is the inquiry process to attain knowledge about the problem, to address the overarching research question and any sub-components. Research methodology processes take form in numerous ways, such as, but not limited to, question-based, archive analysis and observation, among others. Queries illuminate the path to reaching a level of core understanding, as a result of assimilating the results of the inquiry process, either by way of research questions and/or review of documents and observations. The intent of this article is to highlight a strategic approach to devising research inquiries from an interdisciplinary perspective.
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