Becoming a positive force and the hidden curriculum of work

BECOMING A POSITIVE FORCE AND THE HIDDEN CURRICULUM OF WORK 3

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In many instances, people develop into leaders according to theenvironment in which they are exposed. David Aronovici argues thatevery person has the capacity to become a leader and influence otherpeople towards attaining goals in life that they intend to achieve.In order to form a positive work force, people can influence othersaccording to the good things they acquire through interaction withother people. Jean Anyon has noted environments can influence thenature of information that people acquire in life.

To become a leader, a person requires attaining knowledge beyond theone offered in class and by teaching curriculum. Considering suchAnyon argues that although the curriculum may be similar, studentswho have their schools in industrialized areas are better placed inacquisition of knowledge as compared to others appearing in differentdeserted environment. According to him, the social interactions thatexist among people influence the process of impartation of knowledgeand consequently the kind of skills that those people attain inworking. It implies that because of environment, some people may lackto actualize who they are because they are limited to acquisition ofskills that are important for administering leadership on others.

To influence others, a person needs to possess some skills orknowledge that is slightly beyond what the subjects have. Becoming apositive force requires a person to be imparted not only withknowledge but also skills that can help in facilitate interactionamong people. Leadership that people feel its impact entailsinteraction with people in different people levels of knowledge,skills, wealth, and classes but still have them do what is good forthem and for their life.

Reference

Forster, N. (2005). Maximum performance: A practical guide toleading and managing people at work. Cheltenham, U.K: EdwardElgar.

Summary

In learning, argument of David Aronovici is the fact that everyonehas the capability to lead people towards attaining some desiredends. The work of a leader is to be a goal setter and a motivator ofsubjects. A leader also mentors the subjects to become what he or shehas become and help them to learn the various ways to address variouschallenges involved in doing a certain work. Becoming a positiveforce for a leader entails the capabilities to influence the peoplethat are under authority to develop into good character that can winapproval of all. A leader who makes a difference is one who takessubjects through a process of learning and interaction and theybecome better than they were when they started. However, theenvironment affects the productivity of a relationship between oneperson and another.

In Social class and hidden curriculum work, Anyon argues thatthe place of interaction has a role to play in determining theoutcomes of class work. The argument is that beyond the knowledgetransmitted in class, other important forms of knowledge exist thatcannot feature in the curriculum. The form of skills attained couldgive verge of advantage on the person who learns in environments thatfacilitates more knowledge than that which is offered in poorenvironment. The emphasis of the idea of Anyon is the fact that thecurriculum, however comprehensive might not cover all the knowledgerequired in a person. Leaders need to acquire the education contentcovered in the curriculum and those that are not covered in thecurriculum.