Presentation on theme: "Leadership Styles and Teamwork : Building effective relationships with council, staff, and citizens Carol Nalbandian, Ph.D. Arizona City/County Management."— Presentation transcript:
Leadership Styles and Teamwork : Building effective relationships with council, staff, and citizens Carol Nalbandian, Ph.D. Arizona City/County Management Assn. February 2006
Learning Objectives Appreciate your strengths and how you use them. Appreciate the strengths of others and how they use them. Increase awareness of how you change when faced with conflict. Understand the dynamics that affect team work and morale. Develop strategies on how your strengths can be used with others’ strengths to build effective teams.
Relationship Awareness Theory One universal motivation – we all want to feel worthwhile. Valued Relating Style – the characteristic patterns of behaving when we feel free to express our motivations. Our behaviors reflect our motivations, but there is a difference between the two.
Identifying Strengths Overdone GULLIBLE is being so TRUSTING that you put your faith in the wrong people. ABRASIVE is being so PERSUASIVE that you rub people the wrong way and make them feel pushed. RIGID is being so METHODICAL that you find it very difficult to change your ways. WISHY-WASHY is being so FLEXIBLE that it is unclear to others what you stand for or what you are committed to.
BORROWED RELATING STYLE when the behavior does not enhance feelings of self-worth but is personally acceptable because it is a way to reach a desired goal. In a Borrowed Relating Style, one’s behavior is chosen from another Valued Related Style but is still supportive of one’s underlying purpose. when a person learns to put on a Mask because it is expected of them or because it may be the only means of survival. It can be a short or long term behavior pattern. Masks may be required in any area of life—a specific situation, a highly regulated environment, a job, a marriage, a social relationship. MASK RELATING STYLE
Summary Points Related to SDI Everyone wants to feel worthwhile. There is no one correct way to manage or lead. Each person has strengths to contribute to a team effort. Strengths can be overdone or abused. We change motivations and sometimes behaviors under conflict. Win-win is when you operate from your strengths and allow others to do the same.
Group Dynamics in Teams Task versus Process Over-Dependency Fight/Flight Behavior Triangulation Scapegoating “Killing” the Leader What can the leader do?