2 Leadership for Supervisors Tracy Boricchio, Child Support Supervisor IIAlameda CountyMary Lawrence – Jones, Assistant Director Sacramento CountyIgnacio J. Guerrero, DirectorSanta Clara County
3 Objectives Upon completion of the class, you will be able to define: Key concepts of supervisionLeadership styles and how they impact employee satisfaction and productivityThe skills needed to be a “great” leaderStrategies needed to become a more effective leader
4 DiscussionWhat 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 othersMonitor and maintain productivityPrepare and deliver performance evaluationsImplement and apply policies and proceduresTrain and development staffManage performanceDevelop a cohesive teamMonitor and approve leave
6 ExerciseDefinition of Leadership: Influencing others Think of the people who are successful and demonstrate effective leadership skills in your organization…
7 Leadership Attributes Communicate effectivelyDelegateCoach/FeedbackManage conflictLead by exampleInitiativeCreativeCollaborateTrustworthy
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 FrameworksLewin’s Leadership StylesAutocratic leadersDemocratic leadersLaissez-faireHersey – Blanchard Situational LeadershipDifferent styles are needed depending on the team maturitySource:
10 Leadership Styles and Frameworks Blake-Mounton Managerial GridFocuses on the concern for people
11 Leadership Styles and Frameworks Servant Leadership by Robert GreenleafFocused on othersLeads by meeting the needs of the teamSometimes describes a person without formal recognition as a leaderHas high Integrity, leads with generosity, can achieve power because of their values, ideas, and ethicsSource:
12 Leadership“A key question you must continuously ask yourself is… am I a serving leader or a self-serving leader?”- Ken Blanchard & Mark MillerSource: “The Secret…What Great Leaders Know – And Do” by Ken Blanchard & Mark Miller
13 Leadership Styles and Frameworks 10 Characteristics of a Servant LeaderListeningEmpathyHealingAwarenessPersuasionConceptualizationForesightStewardshipCommitment to the growth of peopleBuilding community
14 Leadership“True leadership has nothing to do with one’s level in the organization.”- Ken Blanchard & Mark MillerSource: “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 responsiveLeadership is proactiveWorks within the organizational cultureWorks to change the organizational culture by implementing new ideasEmployees achieve objectives through rewards and punishments set by leaderEmployees achieve objectives through higher ideals and moral valuesMotivates followers by appealing to their own self-interestMotivates followers by encouraging them to put group interests firstManagement-by-exception: maintain the status quo; stress correct actions to improve performance.Individualized consideration: Each behavior is directed to each individual to express consideration and support. Intellectual stimulation: Promote creative and innovative ideas to solve problems.Source: James MacGregor Burns/
18 Leadership Approach The 7 Habits of Highly Effective People by Stephen R. CoveyFirst published in 1989, focused on an approach to being effective in attaining goals by aligning oneself to a “true north” principle ofcharacter ethics.
19 Leadership Approach The 7 Habits of Highly Effective People Dependence to IndependenceHabit 1 – Be Proactive: Roles and RelationshipsHabit 2 – Begin With the End in Mind: Reality to FutureHabit 3 – Put First Things First: Time and Management
20 Leadership Approach The 7 Habits of Highly Effective People Dependence to IndependenceHabit 4 – Think Win-Win: Multiple Benefits and SolutionsHabit 5 – Seek First to Understand: Then to be UnderstoodHabit 6 – Synergize: Combining the Strength of Positive Teamwork
21 Begin with the End in Mind Leadership Approach3Put First Things FirstPrivate Victory1Be Proactive2Begin with the End in MindDependence
22 Seek First to Understand… Leadership ApproachINTERDEPENDENCE5Seek First to Understand…Then to be Understood6SynergizePUBLIC VICTORY4Think Win/WinINDEPENDENCE
23 Leadership Approach The Pacific Institute – “Investment in Excellence” Founded – 1971, Seattle, Washington,by Lou and Diane TiceFocus – 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 ItBelief is the KeyHabits and AttitudesHow Beliefs are FormedDisputing NegativityThe Next TimeThe Structure Process – Affirmation Workshop
26 Leadership Approach “Investment in Excellence” Creating a New Normal Creating Future MemoriesChoicesThe Captain of the WorldExpanding the ContainerGoal SettingThe Best is Yet to Come
27 The Leadership Challenge Leadership ApproachThe Leadership Challengeby James M. Kouzes and Barry Z. Posner1983 – Researched thousands of leaderships best experiencesFound remarkably similar patterns of actionForged those practices into a model of leadershipWhat must every leader practice to achieve success?
28 The Leadership Challenge The Five Practices of Exemplary LeadershipModel the WayInspire a Shared VisionChallenge the ProcessEnable Others to ActEncourage the Heart
29 The Leadership Challenge Model the WayMost fundamental way leaders earn and sustain credibility: DWYSYWDModel behavior effectivelyClarify your valuesFind your own voiceExpress values to everyone in the organizationBelieve in the valuesValues should represent what the organization stands forFollow it with your actions!Set the example – words & deeds must be consistent
30 The Leadership Challenge Inspire a Shared VisionEnvision the futureImagine & believe in an exciting and attractive futureMust be confident you can make that future come trueExemplary leaders imagine futures that do not yet existEnlist others in a common visionLeadership is dialogue, not monologueHave intimate knowledge of your staff’s hopes, aspirations, & valuesCreate a unity of purposeMake your enthusiasm contagious!
31 The Leadership Challenge Challenge the ProcessMost leadership involves change in the status quoNot one leader interviewed claimed to achieve a personal best by keeping things the same!Challenge the current processSearch for opportunities to innovate, grow & improveListen to your staff, customers, and folks on the front linesLook outside yourself and your organization for new processesExperiment & take risksLook for small victories = build confidenceFailure is also a valuable learning experience
32 The Leadership Challenge Enable Others to ActSuccess requires a team effortGroup collaboration & individual accountabilityCount the number of times you use the word “WE”Foster collaboration & build trustBe the 1st to trust, be open, show vulnerability & be the 1st to let go of controlEngage others - peers, staff, managers, customers, etc.Make it possible for others to do good workIncrease self-determination & competence of othersGood leaders do not hoard power; instead, they give it away!
33 The Leadership Challenge Encourage the HeartCreate conditions of successGenuine acts of caringUplift the spirits of your teamBring others to lifeRecognize contributionsExpect the bestPersonalize recognitionShow appreciation for individual excellenceCelebrate values & victories through creating a spirit of communityAlign 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 surveyedAll over the worldAcross many cultures
35 The Leadership Challenge For people to willingly follow a leader…A leader must be:HonestForward-lookingInspiringCompetent
36 Tips for Success Starts with YOU Develop your own leadership style Look for opportunities for continual development both professionally and personallyDevelop a network of peersUtilize mentorship programsBe resourceful
37 Resources TED Talks CSDA Conference Workshops Regional CSDA Trainings Internal LCSA Trainings- Essential skills for an excellent careerThe Seven Habits of Highly Effective People by Steven CoveyThe Leadership Challenge by Jim Kouzes and Barry Posner
38 ResourcesThe Leader’s Companion, Insights on Leadership Through the Ages by J. Thomas WrenThe One Minute Manager by Ken Blanchard,Leadership: The Power of Emotional Intelligence by Daniel GolemanCoaching & Mentoring for Dummies by Marty BrounsteinInsights on Leadership by Larry C. SpearsFrom Good To Great by Jim CollinsThe Fifth Discipline, The Art & Practice of the Learning Organization, Peter Senge