Presentation on theme: "Leaders Developing Leaders"— Presentation transcript:
1 Leaders Developing Leaders Content based on Management of Organizational Behavior by Hershey, Blanchard and Johnson, but also derived from various leadership theories and modelsBasically, we are going to talk about how to apply what we know about behavioral science to situational leadership.Situational leadership refers to the interplay among:amount of direction requiredamount of social/emotional supportReadiness levelRosa C. Hernandezadapted from material by Garry Mc Daniel, Ed. D. of PeopleWorks.22PowerPoint Speaker Support Guidelines
2 Overview What is leadership? What leaders know and do Situational LeadershipPractice Situational LeadershipSelf-assessment & action planningManagement is the process of working with and through individuals and groups and other resources (equipment, capital and technology) to accomplish organizational goals.Leadership is broader in concept. It occurs when one person tries to influence the behavior of an individual or group, regardless of the reason.33PowerPoint Speaker Support Guidelines
3 Leadership Competencies Diagnosing—understanding the situationAdapting – altering behavior and resources as needed for the situationCommunicating -- interacting in a way that is understandable and effectiveStrategic PlanningResults DrivenPolitical SavvyTeam leadershipFinancial AcumenCommunication SkillsDecision-makingEvaluatingPrioritizing
4 Four Functions of Leadership Provide DirectionGet ResultsBuild For TheFutureMotivate
5 ProvideDirectionGetResultsMotivateBuild for theFuture
6 Provide DirectionGet ResultsBuild ForThe FutureMotivateValues
7 Great leaders... Have the skills & knowledge of what needs to be done & how to do itHave the wisdom,integrity & characterto apply skills &knowledge in aprincipledmanner
8 What Who Leaders DO Leaders ARE Healthy self-image Results driven VisionaryProvides directionManages changeFosters teamworkUnderstands businessStrategic thinkerMotivates othersCustomer focusedHealthy self-imageContinual learnerFosters growth of othersModels integrityRealistic, positive outlookChallenges hypocrisyEthical & honestBalancedFunWhoLeaders ARE
9 Leader Behaviors Relationship Behavior Task Behavior Extent to which a leader engages in interactionGiving supportCommunicatingListeningFacilitating interactionProviding FeedbackLeaderBehaviorsTask BehaviorExtent to which a leader engages in definingroles, telling what, when, who, where, howGoal settingOrganizingSetting time linesDirecting, controlling
10 Readiness & Leader Behavior R1 – Unable& unwilling or insecureR1- Provide specific instructions & closelysuperviseR2- Explain your decisions & provideopportunity for clarificationR3- Share ideas & participate in decision-makingR4- Turn over responsibility for decisions& implementationR2 – Unablebut willing or confidentR3 – Able but unwilling &InsecureR4 - AbleWilling &Confident
12 Situational Leadership: Case #1 Brad works at the Speedyville Municipal Court as a deputy court clerk. He is a good worker and gets along well with other employees and customers.The court decides to install new computers and a new case management system. The transition from the old computers to the new computers will require that case data be transferred to the new system without interrupting court business. Additionally, all employees must be trained on the new system.The new system is much faster and provides many new reports to help the court better manage the flow of cases. The reports provide monitoring information about various aspects of court procedures and standards and information about trends to assist in strategic planning.Brad is enthusiastic about the new system and volunteers to analyze the reports. However, after the system is installed, he has difficulty understanding what to do with all of the information the system provides. As a result, he gives the court administrator wrong information, resulting in her providing the council with erroneous statistics.
13 Case study #1Is Brad able or unable to do the job?Is he confident & willing or unwilling & insecure?What management style should havebeen employed earlier?What management style should beemployed now?
14 Situational Leadership: Case #2 Jenny is the Municipal Court administrator. Overall, she has a great group of employees that provide good service to their customers. Jenny feels that it is important that each employee be on time and prepared each day. Lately, one of her clerks, Mary, has begun to arrive to work minutes late several times a week. Through other office staff, Jenny hears that Mary has problems with an elderly parent who lives with her.Unfortunately, the other staff begin to be resentful since they have to be on time every day. Jenny decides to let the problem just work itself out over time, but Mary continues to come in late a couple of times a week. Finally, Jenny has had enough, calls Mary into her office and really lets her have it. “Today is the last straw,” Jenny tells her. “If you are late again, that’s it!”
15 Case Study #2How would you diagnose this case in terms ofthe Situational Leadership Model?What effect did Jenny’s ‘wait and see’ approachhave on Mary?The other staff?Jenny’s credibility as a manager?What should she have done?What can she do now?
16 Situational Leadership: Case #3 Sam has worked as a file clerk in the City of Happyville’s Municipal Court for the last two years. He does an excellent job and has a great reputation among other employees. The lawyers and other court staff he works with seem to think he is quick to respond to their needs, is accurate in his data entry and filing, and displays a ‘can-do’ attitude. His performance reviews reflect his success on the job.Sam is interested in applying for a position as a senior file clerk that recently became available. Because he has done so well in his position as a junior file clerk, he is excited about the opportunity to move up. His new responsibilities would be familiar, although his role and scope of responsibilities would change.You are considering Sam for this position. In his interview, Sam is clear that he wants the job and feels he could do it well.
17 Case Study #3Is Sam able or unable to do his current job?What management style should his supervisorbe utilizing with Sam now?Is he confident and willing or unwilling andinsecure about the new position?utilize with Sam if he were to be placed in theSenior Clerk position?
18 Situational Leadership: Case #4 For the last five years, Don has worked in court administration. Because he is a long time, valued employee, he is assigned to implement a customer satisfaction program. In this role, Don is expected to identify several team members, administer a survey, tabulate the results, and then present the findings and recommendations for improvement.Don is ambivalent about this task because he does not seem to understand why it is important for the Municipal Court. As a result, he does not pay much attention to the job. He does not identify a team or prepare new surveys, which must be mailed in three weeks.
19 Case Study #4Does Don have the knowledge, skill & experiencefor this task?Is Don able or unable to do the job?Is he confident and willing or unwilling & insecure?What management style should have beenemployed earlier?What management style should be employed now?
20 PeopleWorks Survey of Leadership Competencies PeopleWorks Survey of Leadership CompetenciesPlease enter an 'X' under the rating you believe best describes you as someone who:Not At All1 2To Some Extent3 4To A Great Extent5Achieves desired outcomes2Provides quality products &/or servicesProvides purpose & direction4Communicates a clear visionWorks with others to align vision with goals and strategy6Ensures individual & unit goals align with organizational strategy7Seeks out and supports needed change8Motivates others to understand the need for change9Works well with others to solve problems10Makes decisions & takes actions that leads to individual & group success11Understands how your work supports the organization's mission12Understands major factors for success in your industry or service13Considers a broad range of internal & external factors when making decisions14Can identify important strategies & prioritize unit & individual efforts accordingly15Creates a climate where people want to do their best16Is able to inspire & empower others to share ownership & responsibility for achieving individual & organizational goals17Is dedicated to meeting the needs of both internal & external customers18Establishes & maintains excellent relationships with customers in a way that builds trust and respect
21 PeopleWorks Survey of Leadership Competencies PeopleWorks Survey of Leadership CompetenciesPlease enter an 'X' under the rating you believe best describes you as someone who:Not At AllTo Some ExtentTo A Great Extent1234519Understands their own strengths, weaknesses & opportunities for growth20Seeks insight from mistakes & is open to feedback from others21Actively works to improve their own self-development22Always looking for ways to expand knowledge and understanding of themselves, others and the profession23Recognizes that the development of others contributes to both individual and organizational growth24Actively encourages others to pursue self-development that enhances their skills, knowledge and abilities25Knows the difference between what is right & wrong and is willing to take a stand for what is right26Is consistent between what they say and what they do27Acts on the belief that the world can always be a better place28Looks to the positive view of issues and challenges and can project productive alternatives instead of dwelling on the negative29Courageously confronts problems, inequities and takes action to resolve these issues30Willing to take a stand in the face of risk, adversity & ambiguity31Is able to laugh appropriately at themselves and others32Understands that fun and play are appropriate outlets for fostering creativity, reducing stress and building relationships33Maintains a balance between personal, social, physical, family & work life34Understands how to modify life processes to ensure that all aspects of ones well being are attended to35Is honest, direct and truthful to others36Acts in accordance with strong values even under adverse circumstances
22 Leadership Competencies Results Driven- Achieves desired results with others. Focuses on providing useful products, services or advice. Pursues goals & measures the results.Visionary- Has clear focus and direction & communicates a vision that inspires others to align & direct energy & resources to achieve that vision.Provides Direction- Works well with others to align vision with the mission & goals. Ensures that individual unit objectives, roles & responsibilities support the larger vision & eliminates activities that are counterproductive.Manages Change- Seeks out, initiates & supports needed change. Seeks opportunities for improvement & motivates others to understand the need for change, plans to implement & sustain productive change.Fosters Teamwork- Coordinates with others to form teams that can solve problems, make decisions & take actions that lead to individual & unit success.Understands the Business- Understands how the work of his/her unit supports & interrelates with the organization’s vision, mission, goals & strategy. Understands the industry or service, including factors for success, competition & expected future developments or trends.Strategic Thinker- Considers a broad range of internal & external factors when making decisions & solving problems. Identifies important strategies & prioritizes unit & individual efforts accordingly.Motivates Others- Creates a climate in which people want to do their best. Inspires, delegatess and empower others to share ownership and responsibility for achieving personal and organizational goals.Customer Focused- Meets the expectations & requirements of internal &/or external customers. Establishes & maintains relationships with customers to build trust & respect.
23 Leadership Competencies Healthy Self-Image- Understands personal strengths, weaknesses, opportunities & limits. Seeks insight from mistakes & is open to feedback.Continual Learner- Committed to personal improvement & self-development. Understands that effective learning involves continual effort & looks for opportunities to expand knowledge & understanding of themselves, their interrelationships with others & their profession.Fosters the Growth of Others- Recognizes that development of others contributes to individual & organizational growth. Encourages others to pursue developmental opportunities that challenge their current skills, knowledge & abilities.Models Integrity- Ethical and willing to stand up for what is right. Consistent with words & action. Takes personal responsibility & champions an idea or position.Realistic, Positive Outlook- Acts on the beliefs that the world can be a better place. Takes the positive view of issues & challenges & projects productive alternatives to various scenarios.Challenges Hypocrisy- Courageously confronts problems, inequities & takes reasonable & forceful action to resolve them. Will take a stand in the face of risk, adversity & ambiguity.Fun- Has a positive & constructive sense of humor. Able to laugh appropriately at self & others. Sees the playful, amusing and enjoyable aspects of life without being harmful or hurtful. Understands that fun & play are appropriate outlets for fostering creativity, reducing stress & building relationships.Balanced- Maintains a balance between personal, spiritual, social, physical, family & work life so that one does not dominate. Modifies life processes to attend to all aspects of wellbeing.Ethical, Honest- Honest, direct, truthful. Keeps confidences, admits mistakes & does not misrepresent the facts for personal gain. Acts in accordance with a strong sense of values & beliefs.
25 5 4 3 2 1 PeopleWorks Survey of Leadership Competencies Plotting Your ResultsPlot the result for each competency on the appropriate diagonal spoke below with the innermost ring equal to 1(Describes you not at all) and the outermost ring equal to 5 (Describes you to a great extent).ResultsDrivenVisionaryProvidesDirectionManagesChangeFostersTeamworkUnderstandsBusinessStrategicThinkerMotivatesOthersCustomerFocusedHealthySelf-ImageContinualLearnerFoster GrowthOf OthersModelsIntegrityRealistic, Positive OutlookChallengesHypocrisyFunBalancedEthical & Honest12345
26 Sample 5 4 3 2 1 Results Driven Visionary Provide Direction Manage ChangeFosterTeamworkUnderstandBusinessStrategicThinkerMotivateOthersCustomerFocusedHealthySelf-ImageContinualLearnerFoster GrowthOf OthersDevelopsIndividualityRealistic, Posi-tive OutlookChallengeHypocrisyEthical &honestBalancedFun54321
27 The left side of the radar chart above represents the ‘hard’ competencies that leaders ‘do.’ How did you score on these competencies?The right side of the chart above represents more of the ‘soft’ competencies that describe who leaders ‘are.” How did you score on these competencies?What do you think the scores say about your leadership skills?Of those on which you did not score yourself highly, which would provide you the greatest benefit if you were to develop?Competency for Improvement: ____________________________________________________________________Why would this competency be worth developing? ____________________________________________________________________Action Plan: __________________________________________________________Why would this competency be worth developing? ____________________________________________________________________
28 Summary Effective leaders Have the skills & knowledge to do the jobHave the wisdom, integrity and character to apply their skills & knowledge in a principled mannerSituational leadership provides an effective operating framework for leadersLeaderBehaviorFollowerReadiness
29 Rosa Campos Hernandez, J. D. , MPAff Rosa Campos Hernandez, J.D., MPAff., is an innovative finance, legal, business and policy development professional with more than 17 years experience building consensus and collaborations among diverse groups of stakeholders, while effectively managing financial operations and building high performance teams. Rosa is president of Central Texas Utility Services LLC. She holds Law, Masters in Public Affairs, and Accounting degrees from the University of Texas at Austin.Garry McDaniel, Ed. D., is a partner in PeopleWorks - Texas a firm working with for-profit, non-profit and government entities to improve organization performance and productivity.Garry brings over 22 years experience as an executive developing leadership talent on a global basis. His skills include succession-planning, strategic planning, organization development, workforce and career planning, identification of leadership and management success factors, mentoring programs, web-based management tools, performance management, team-building and 360 feedback systems.