Letter From Birmingham Jail Case Analysis
Toni Morrision once said, “Freeing yourself was one thing, claiming ownership of that free self is another.” This quote suggests that it is important to claim your freedom as your own as you move through the new experience of freedom itself. I believe that this is essential principle in the Letter from Birmingham Jail Case Analysis. This principle ties the connection between where people of color currently are and where they want to be. Martin Luther King is modeling this way of thinking, though he is locked away. He is using communication leadership to instill action, devotion, and motivation to his constituents. Martin Luther King’s leadership abilities are directly tied to the fact that he can reach an enormous amount of people with his message that the time for change is now, not tomorrow. He adds message to his credibility by being on the front lines and leading others in action as well as in message. Through his non-violent tactics and this letter Martin Luther Kings shows that he is a transformational leader, effective communicator, and most importantly trying to develop evolutionary change within the 1960s America. In Teresa Amabile’s research article, How team leaders show support – or not she discusses the importance of perception of a leader and their four types of effective behavior. In her article, Amabile states, “team leader support were more positive when the leader engaged in four types of effective behavior: (1) monitoring the work effectively (2) providing socioemotional support (3) recognizing good work privately and publicly; and (4) consulting subordinates about the work” These four keys showed to be ever present in Martin Luther King’s non-violent tactics. Dr. King recognized the fact that fighting fire with fire would be detrimental to the health the nation as a whole. Violence would cause more damage and more hate to be emitted towards minorities and their supporters. Dr. King gave timely...
References: Robert J. Sternberg, James C. Kaufman, Jean E. Pretz, A propulsion model of creative leadership, The Leadership Quarterly, Volume 14, Issues 4–5, August–October 2003, Pages 455-473, ISSN 1048-9843, http://dx.doi.org/10.1016/S1048-9843(03)00047-X.
Amabile, Teresa. "How Team Leaders Show Support–or Not." — HBS Working Knowledge. Harvard Business School, 31 May 2004. Web. 12 Nov. 2013
Amabile, Teresa. "The Power of Ordinary Practices." — HBS Working Knowledge. Harvard Business School, 20 Sept. 2006. Web. 12 Nov. 2013
Please join StudyMode to read the full document