2. 3. The Relational Leadership Model

3. Relational Leadership
A relational and ethical process of people together attempting to accomplish positive change.

4. Being Purposeful
The ability to collaborate and to find common ground with others to facilitate positive change.
Purposeful groups have a clear mission and reason for being that resonates with group members.

5. Being Purposeful Knowing Being Doing How change occurs
Core elements of change
Role of mission or vision
Shared values
Common purpose
Hopeful
Committed
“Can do” attitude
Likes improvement
Commitment to social responsibility
Identifying goals
Envisioning
Meaning-making
Creative thinking
Involving others in vision- building process

6. Being Inclusive
Understanding, valuing, and actively engaging diversity in views, approaches, styles, and aspects of individuality.
Examine group practices that might block inclusivity.
Involve people from outside the group.

7. Being Inclusive Knowing Being Doing Self and others Citizenship
Frames and multiple realities
Open to difference
Values equity
Web-like thinking
Believes everyone can make a difference
Talent development
Listening skills
Building coalitions
Framing and reframing
Civil discourse

8. Being Empowering Empowerment has two dimensions:
Self-empowerment: the sense of self that claims a place in the process and expects to be involved.
Empowering environments: examining conditions in the group that promote the full involvement of participants.

9. Bases of Power (French & Raven)
Reward
The person can deliver positive consequences or remove negative consequences.
Coercive
The person can deliver negative consequences or remove positive consequences.
Legitimate
Group members believe the person ought to have power because of his or her position or responsibilities.
Reference
Group members do what the person wants out of respect, liking, and wanting to be liked.
Expert
Group members believe the person has a special knowledge or skill and is trustworthy.
Informational
Group members believe the person has useful knowledge not available elsewhere.
Adapted from Johnson, D. W., & Johnson, F. P. (2006). Joining together: Group theory and group skills (9th ed). Boston, MA: Allyn & Bacon, p. 237.

10. Being Empowering Knowing Being Doing Power
How policies or procedures block or promote empowerment
Personal mastery
Control is not possible
Believes each has something to offer
Self-esteem
Concern for others’ growth
Values others’ contributions
Willing to share power
Gate-keeping skills
Sharing information
Individual and team learning
Encouraging or affirming others
Capacity building
Promoting self-leadership Practicing renewal

11. Being Ethical
Leadership that is driven by values and standards and leadership that is good— moral—in nature.
Group members operate from a sense of shared standards and values.
Values drive both group goals and the means used to achieve them.

12. Being Ethical Knowing Being Doing How values develop
How systems influence justice and care
Self and others’ values
Ethical decision-making models
Commitment to socially responsible behavior
Confronting behavior
Values integrity
Trustworthy
Authentic
Establishes sense of personal character
Responsible
Expects high standards
Puts benefit to others over self-gain
Being congruent
Being trusting
Being reliable
Having courage
Using moral imagination

13. Being Process-Oriented
Being intentional and thoughtful about how the group goes about being a group, remaining a group, and accomplishing a group’s purposes.
Examples of “processes”
Collaboration
Reflection
Feedback
Handling conflict
Making decisions
Sharing the work
Confronting each other
Building community
Making meaning of events

14. Being Process-Oriented
Knowing
Being
Doing
Community
Group process
Relational aspect of leadership
Process is as important as outcomes
Values process as well as outcomes
Quality effort
Develops systems perspective
Collaboration
Reflection
Meaning making
Challenge
Civil confrontation
Learning
Giving and receiving feedback