1. Class 11: Leading, implementing, scheduling, service marketing, & public relations UTA School of Social Work 6371: Community & Administrative Practice Dr. Dick Schoech Copyright (permission required before use) Suggest printing slides for class using: Print | Handouts | 3 slides per page | grayscale options

2. Review Previous Classes 2.Theories, values, perspectives 3.Problem definition, theories of need 4.Capacities and needs assessment 5.Evidence based interventions and logic models 6.Program descriptions, community linkages 7.Mission, Goals and Objectives 8.Information Management, performance measurement, program evaluation 9.Budgeting 11: Leading, Scheduling, Marketing, Public Relations 12. Personnel management and supervision §

3. Overview of Class Leadership Concepts & Theories Leadership Theories & Studies Measuring Leadership Core Leadership Tasks Conclusion

4. Leadership concepts

5. Leadership definition Depends on the management theory Common Wisdom: –I am their leader, I must follow them –In a leader, imagination is more important than knowledge –Managers do things right, Leaders do the right things §

6. Leadership vs. Management Set day-day direction Focuses on processes Mostly internal Concern=efficiency Personnel focused Worker needs/capacities Embodies goals/objectives Manages resources Applies technologies Seeks stability/Manage change Manage teamwork Set overall & future direction Focuses on results Mostly external Concern=effectiveness Stakeholder focused Customer needs/capacities Embodies mission/vision Gets more resources Secures technologies Seeks to create needed change Create teams esp. top team § ManagementLeadership

7. Leadership theories & studies A lot of research has been done Theories offer incomplete explanations Most research illustrates the complexity of leadership Look at theories concerning trait, style, task, follower, community power §

8. Trait theories Look for traits of a good leader –1900s: brawn, guts, stamina, etc –Later: concerned, charismatic, flexible –Thinking, sensing, intuition, feeling –Current: participatory, inclusive, flexibility, environmental scanning Trait theory not supported by research §

9. Theories Based on Leaders Style Authoritarian, democratic, laissez faire High concern for people vs. production Research suggests that style is based on the situation, e.g., In the military, an authoritarian style might be more effective than in a human service agency §

10. Theories Based on Leader Tasks Seek out: Find the best people & seek diversity Empower: Involve, give support, & latitude to succeed/fail Mentor: Encouraging and teach the right people Orchestrate: Listen, coordinate & inspire Unite: Articulate & motivate around agency vision Mediate: Resolve competing directions Symbolize: Embody culture, express emotions, set rituals Innovate: Challenge the old and consider the new Task theories are not supported by research §

11. Theories based on Followers McGregor belief in follower –Theory X= lazy, unmotivated, –Theory Y= motivated, eager Characteristics of group –Hawthorne experiments –Group Centered Model, Blanchard & Hersey §

12. House, R. (1997). Path-goal theory of leadership: Lessons, legacy, and a reformulated theory. Leadership Quarterly, 7 (3),323-352.

13. Theories based on org culture Culture: shared beliefs, values & assumptions assumed valid & passed on informally to new employees (wisdom from the snack room) Leaders define agency culture from mission/vision & stakeholders Leaders infuse org culture into systems/processes, training, etc. vs. constantly putting out fires Leaders represent agency culture to those inside and outside the agency §

14. TQM Leadership TQM suggests leaders Obtain client/stakeholder definition of quality Define the vision/mission based on quality Set up ways to measure quality Create/refine systems that optimize quality work Orchestrate followers behind the vision Drive out fear of communicating problems Break down barriers between departments Avoid short term thinking and go outside for change ideas

15. Contingency/Situational leadership Key contingencies –Leader’s characteristics –Followers (education, motivation,) –Situation (power, tasks, group behavior, etc) –Culture of the organization & stakeholders §

16. Theories Based on Community Power (Concern is how community decisions get made rather than how an organization is led) Elites decide Institutions decide Interest group decide Rational decision making prevails Bureaucracies decide Bargaining and negotiating decides Systems model (interaction/environment) §

17. Summary: Successful leadership Know yourself –Know your strengths, limitations, do not burn out –Understand how you communicate (listen, symbolize, etc.) Know your situation –Understand your system –Understand your environment (look for opportunities) –Define and measure quality (Patti)(TQM) –Rally internal/external support on quality (Patti) Know your followers –Understand the culture of your agency –Understand what motivates your people –Understand work group behavior Setting up system to optimize agency mission, goals §

18. Measuring leadership

19. Leadership Humor Leaders Motto: –Often wrong but never in doubt – If brute force will not work, you are not using enough of it Leadership rule #1: –The boss is always right Leadership rule #2: –If the boss is not right, refer back to rule #1

20. Leading confused employees is easier Craft inconsistent messages Act as if the messages are not inconsistencies Make the ambiguity and inconsistencies in messages undiscussable Make the undiscussability of the undiscussable also undiscussable §

21. Core Leadership Tasks

22. Core Tasks of Leaders Embodying mission & representing organization Plan & implement change Organizational development Developing a learning organization Service marketing Scheduling Public relations §

23. Core leadership task: Embody & represent the organization

24. Embody Mission and Represent Embody the mission –Explain the mission to new employees –Explain the mission to the public Represent the organization –Participate in intraorganizational meetings –Make speeches to the public –Work with the press –Listen to clients and stakeholders §

25. Core leadership task: Plan & implement change

26. Strategic planning (soul searching) Reformulate vision, mission, policies, plans Identify customers and their needs Reflect on big picture Consider societal trends Examine core functions and capacities Speculate on long term results Identify resources and opportunities Link strategic plans to performance reviews §

27. Achieving objectives, goals & mission Implementation success increases when: Create and communicate a vision for change Responsibility placed in top level coalition Establish sense of urgency for change Develop written plans that are –Grounded in vision –Built on stakeholder strengths/capacities Empower stakeholders to act on vision Continuous quality improvement mechanisms used Win/win & face saving strategies used for losers Create short term wins, consolidate, produce more change Institutionalizing change (training, policies, etc.) §

28. Core leadership task: organizational development (education, training, team building)

29. Organizational development Team building & conflict management Action research & employee involvement Consultation on processes Participatory management Job enrichment, job redesign §

30. Core leadership task: Develop an organization that learns

31. Develop Learning organization Insuring information quality Info driven decision making or evidence based practice (work patterns) Accumulating expertise –Capturing expertise during normal services –Linking to outside expertise Info dissemination (visualization, use) Data warehousing (storage, links, retrieval) Data mining (making sense of the info) §

32. Core leadership task: Service Marketing

33. 2 tasks: Service marketing Determine market by analyzing What is your product Who is your customer How many potential customers exist How will you identify customers What % of customers will use your program Why will they use your program Incentives/disincentives to use your program What will you do if use is not as anticipated Educating & motivating the customer Mechanisms to insure/encourage use

34. Core leadership task: Scheduling

35. Scheduling Techniques & Terms Tasks over time, milestones, critical paths, etc. GANTT Charts (shows completion date & length of time) http://www.kidasa.com/Simplicity/2004Examples/HabitatforHumanity.html PERT (Program Evaluation Review Technique) (Navy 50s) A PERT chart is a project management tool used for displaying project schedules depicting tasks and the dependencies between tasks. –http://searchsmb.techtarget.com/sDefinition/0,290660,sid44_gci331391,00.htmlhttp://searchsmb.techtarget.com/sDefinition/0,290660,sid44_gci331391,00.html Output of MS project for CPS application – http://www2.uta.edu/ssw/utatdprs/msproject.htmhttp://www2.uta.edu/ssw/utatdprs/msproject.htm

36. Core leadership task: Public Relations

37. Public relations Cultivate reporters assigned to cover your topic (read and compliment) Be ready for slow news days Piggyback with local slant on hot stories Try for a consistent image/brand Define your image before you’re defined by others Use multiple media, print, web, TV, etc.

38. Questions & Answers

39. Links http://www.bu.edu/cpr/resources/newsletter /leadership/rr-leadership.pdf