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Leadership for Supervisors

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Presentation on theme: "Leadership for Supervisors"— Presentation transcript:


2 Leadership for Supervisors
Tracy Boricchio, Child Support Supervisor II Alameda County Mary Lawrence – Jones, Assistant Director Sacramento County Ignacio J. Guerrero, Director Santa Clara County

3 Objectives Upon completion of the class, you will be able to define:
Key concepts of supervision Leadership styles and how they impact employee satisfaction and productivity The skills needed to be a “great” leader Strategies needed to become a more effective leader

4 Discussion What is Supervision? What is Leadership? Is there a difference between Supervision and Leadership?

5 Responsibilities of a Supervisor
Definition of Supervisor: Getting things done through others Monitor and maintain productivity Prepare and deliver performance evaluations Implement and apply policies and procedures Train and development staff Manage performance Develop a cohesive team Monitor and approve leave

6 Exercise Definition of Leadership: Influencing others Think of the people who are successful and demonstrate effective leadership skills in your organization…

7 Leadership Attributes
Communicate effectively Delegate Coach/Feedback Manage conflict Lead by example Initiative Creative Collaborate Trustworthy

8 Leadership "People ask the difference between a leader and a boss. The leader leads, and the boss drives." - Theodore Roosevelt "Leadership is the art of getting someone else to do something you want done because he wants to do it." Dwight D. Eisenhower “Leadership is communicating to people their worth and potential so clearly that they come to see it in themselves.” - Stephen R. Covey

9 Leadership Styles & Frameworks
Leadership Style Frameworks Lewin’s Leadership Styles Autocratic leaders Democratic leaders Laissez-faire Hersey – Blanchard Situational Leadership Different styles are needed depending on the team maturity Source:

10 Leadership Styles and Frameworks
Blake-Mounton Managerial Grid Focuses on the concern for people

11 Leadership Styles and Frameworks
Servant Leadership by Robert Greenleaf Focused on others Leads by meeting the needs of the team Sometimes describes a person without formal recognition as a leader Has high Integrity, leads with generosity, can achieve power because of their values, ideas, and ethics Source:

12 Leadership “A key question you must continuously ask yourself is… am I a serving leader or a self-serving leader?” - Ken Blanchard & Mark Miller Source: “The Secret…What Great Leaders Know – And Do” by Ken Blanchard & Mark Miller

13 Leadership Styles and Frameworks
10 Characteristics of a Servant Leader Listening Empathy Healing Awareness Persuasion Conceptualization Foresight Stewardship Commitment to the growth of people Building community

14 Leadership “True leadership has nothing to do with one’s level in the organization.” - Ken Blanchard & Mark Miller Source: “The Secret…What Great Leaders Know – And Do” by Ken Blanchard & Mark Miller

15 Leadership Styles Transactional Leadership
Known as managerial leadership, is a style of leadership in which the leader promotes compliance of his/her followers through both rewards and punishments. Source:

16 Leadership Styles Transformational Leadership
Style of leadership in which the leader identifies the needed change, create a vision to guide the change (through inspiration), and executes the change with the commitment of the members of the group. Source:

17 Leadership Styles Transactional vs Transformational
Leadership is responsive Leadership is proactive Works within the organizational culture Works to change the organizational culture by implementing new ideas Employees achieve objectives through rewards and punishments set by leader Employees achieve objectives through higher ideals and moral values Motivates followers by appealing to their own self-interest Motivates followers by encouraging them to put group interests first Management-by-exception: maintain the status quo; stress correct actions to improve performance.[4] Individualized consideration: Each behavior is directed to each individual to express consideration and support.[4] Intellectual stimulation: Promote creative and innovative ideas to solve problems.[4] Source: James MacGregor Burns/

18 Leadership Approach The 7 Habits of Highly Effective People
by Stephen R. Covey First published in 1989, focused on an approach to being effective in attaining goals by aligning oneself to a “true north” principle of character ethics.

19 Leadership Approach The 7 Habits of Highly Effective People
Dependence to Independence Habit 1 – Be Proactive: Roles and Relationships Habit 2 – Begin With the End in Mind: Reality to Future Habit 3 – Put First Things First: Time and Management

20 Leadership Approach The 7 Habits of Highly Effective People
Dependence to Independence Habit 4 – Think Win-Win: Multiple Benefits and Solutions Habit 5 – Seek First to Understand: Then to be Understood Habit 6 – Synergize: Combining the Strength of Positive Teamwork

21 Begin with the End in Mind
Leadership Approach 3 Put First Things First Private Victory 1 Be Proactive 2 Begin with the End in Mind Dependence

22 Seek First to Understand…
Leadership Approach INTERDEPENDENCE 5 Seek First to Understand… Then to be Understood 6 Synergize PUBLIC VICTORY 4 Think Win/Win INDEPENDENCE

23 Leadership Approach The Pacific Institute – “Investment in Excellence”
Founded – 1971, Seattle, Washington, by Lou and Diane Tice Focus – Delivering solutions that empower organizations and individuals to improve performance and reach their full potential.

24 Leadership Approach “Investment in Excellent” Builds your understanding with a structured process of how your mind works, and how you can control the way you think to achieve success.

25 Leadership Approach “Investment in Excellence” A Few Units….
Grow Into It Belief is the Key Habits and Attitudes How Beliefs are Formed Disputing Negativity The Next Time The Structure Process – Affirmation Workshop

26 Leadership Approach “Investment in Excellence” Creating a New Normal
Creating Future Memories Choices The Captain of the World Expanding the Container Goal Setting The Best is Yet to Come

27 The Leadership Challenge
Leadership Approach The Leadership Challenge by James M. Kouzes and Barry Z. Posner 1983 – Researched thousands of leaderships best experiences Found remarkably similar patterns of action Forged those practices into a model of leadership What must every leader practice to achieve success?

28 The Leadership Challenge
The Five Practices of Exemplary Leadership Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart

29 The Leadership Challenge
Model the Way Most fundamental way leaders earn and sustain credibility: DWYSYWD Model behavior effectively Clarify your values Find your own voice Express values to everyone in the organization Believe in the values Values should represent what the organization stands for Follow it with your actions! Set the example – words & deeds must be consistent

30 The Leadership Challenge
Inspire a Shared Vision Envision the future Imagine & believe in an exciting and attractive future Must be confident you can make that future come true Exemplary leaders imagine futures that do not yet exist Enlist others in a common vision Leadership is dialogue, not monologue Have intimate knowledge of your staff’s hopes, aspirations, & values Create a unity of purpose Make your enthusiasm contagious!

31 The Leadership Challenge
Challenge the Process Most leadership involves change in the status quo Not one leader interviewed claimed to achieve a personal best by keeping things the same! Challenge the current process Search for opportunities to innovate, grow & improve Listen to your staff, customers, and folks on the front lines Look outside yourself and your organization for new processes Experiment & take risks Look for small victories = build confidence Failure is also a valuable learning experience

32 The Leadership Challenge
Enable Others to Act Success requires a team effort Group collaboration & individual accountability Count the number of times you use the word “WE” Foster collaboration & build trust Be the 1st to trust, be open, show vulnerability & be the 1st to let go of control Engage others - peers, staff, managers, customers, etc. Make it possible for others to do good work Increase self-determination & competence of others Good leaders do not hoard power; instead, they give it away!

33 The Leadership Challenge
Encourage the Heart Create conditions of success Genuine acts of caring Uplift the spirits of your team Bring others to life Recognize contributions Expect the best Personalize recognition Show appreciation for individual excellence Celebrate values & victories through creating a spirit of community Align behavior with desired values

34 The Leadership Challenge
Credibility is the Foundation of Leadership! Qualities of a Leader that would inspire others to follow willingly? Over 75,000 surveyed All over the world Across many cultures

35 The Leadership Challenge
For people to willingly follow a leader… A leader must be: Honest Forward-looking Inspiring Competent

36 Tips for Success Starts with YOU Develop your own leadership style
Look for opportunities for continual development both professionally and personally Develop a network of peers Utilize mentorship programs Be resourceful

37 Resources TED Talks CSDA Conference Workshops Regional CSDA Trainings
Internal LCSA Trainings - Essential skills for an excellent career The Seven Habits of Highly Effective People by Steven Covey The Leadership Challenge by Jim Kouzes and Barry Posner

38 Resources The Leader’s Companion, Insights on Leadership Through the Ages by J. Thomas Wren The One Minute Manager by Ken Blanchard, Leadership: The Power of Emotional Intelligence by Daniel Goleman Coaching & Mentoring for Dummies by Marty Brounstein Insights on Leadership by Larry C. Spears From Good To Great by Jim Collins The Fifth Discipline, The Art & Practice of the Learning Organization, Peter Senge


40 Tracy Boricchio Mary Lawrence-Jones Ignacio J. Guerrero
Mary Lawrence-Jones Ignacio J. Guerrero


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