1. RMASFAA 2009-2010 Training Committee

2. What is Leadership? Leadership is described as the “process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task”

3. Definitions Ability to lead Guidance Leaders What else?

4. Leadership Traits

5. You must first have knowledge of yourself.. Leadership is as much about yourself as it is those you are leading. Seek to identify personal goals, motives, insecurities, strengths and weaknesses. You must have a commitment to the profession and/or organization, not just to yourself.

6. Leadership styles Autocratic Bureaucratic Laissez-faire Democratic

7. Autocratic Classical approach Obey without explanation Structured set of rewards and punishments.

8. Autocratic – Most effective when... New, untrained employees who do not know which tasks to perform or which procedures to follow Effective supervision can be provided only through detailed orders and instructions Employees do not respond to any other leadership style There are high-volume production needs on a daily basis There is limited time in which to make a decision A manager’s power is challenged by an employee The area was poorly managed Work needs to be coordinated with another department or organization

9. Autocratic – Not effective when... Employees become tense, fearful, or resentful Employees expect to have their opinions heard Employees begin depending on their manager to make all their decisions There is low employee morale, high turnover and absenteeism and work stoppage

10. Bureaucratic “by the book” Rules are enforced!

11. Bureaucratic – Most effective when... Employees are performing routine tasks over and over. Employees need to understand certain standards or procedures. Employees are working with dangerous or delicate equipment that requires a definite set of procedures to operate. Safety or security training is being conducted. Employees are performing tasks that require handling cash.

12. Bureaucratic – Not effective when... Work habits form that are hard to break, especially if they are no longer useful. Employees lose their interest in their jobs and in their fellow workers. Employees do only what is expected of them and no more.

13. Democratic Participative style Typically the democratic leader: Develops plans to help employees evaluate their own performance Allows employees to establish goals Encourages employees to grow on the job and be promoted Recognizes and encourages achievement.

14. Democratic – Most effective when... The leader wants to keep employees informed about matters that affect them. The leader wants employees to share in decision-making and problem-solving duties. The leader wants to provide opportunities for employees to develop a high sense of personal growth and job satisfaction. There is a large or complex problem that requires lots of input to solve. Changes must be made or problems solved that affect employees or groups of employees. You want to encourage team building and participation.

15. Democratic – Not effective when... There is not enough time to get everyone’s input. It’s easier and more cost-effective for the manager to make the decision. The business can’t afford mistakes. The manager feels threatened by this type of leadership. Employee safety is a critical concern.

16. Laissez-Faire “hands-off” style The manager provides little or no direction and gives employees as much freedom as possible.

17. Laissez-Faire – Most effective when... Employees are highly skilled, experienced, and educated. Employees have pride in their work and the drive to do it successfully on their own. Outside experts, such as staff specialists or consultants are being used Employees are trustworthy and experienced.

18. Laissez-Faire – Not effective when... It makes employees feel insecure at the unavailability of a manager. The manager cannot provide regular feedback to let employees know how well they are doing. Managers are unable to thank employees for their good work. The manager doesn’t understand his or her responsibilities and is hoping the employees can cover for him or her.

19. Varying Leadership Style While the proper leadership style depends on the situation, there are three other factors that also influence which leadership style to use. 1. Personal Background 2. Employees being supervised 3. The companies traditions, values, philosophy and concerns

20. True Colors

21. FA Leadership in the Office... Increase specific program knowledge Expand FA knowledge to other areas Take on special projects Oversee workstudy students Offer solutions to problems Find opportunities to share, inform, educate

22. FA Leadership on your Campus... Be an active advocate for FA issues Orientation – get involved! Financial Literacy week (credit, id theft, etc) Sponsor/Host FA workshops outside normal high school visits Serve on college-wide committees

23. FA Leadership in your Community... FA Nights – high schools, local libraries, scout troops, GEAR UP Be the FA resource! Write an article for local paper or college paper Do a radio/TV spot during Financial Literacy week – This is a perfect opportunity to speak about College Goal Sunday on your local radio station if your state is still participating in this event.

24. FA Leadership in your Professional Association... Make connections! Find a mentor, be a mentor!! Start small and increase your responsibilities Work at a conference (moderate, stuff packets) Be a session speaker Serve on a committee Become a committee chair Run for office

25. FA Leadership to your Students... Assist!! Take and Make Time! Expand your availability to online. Online financial aid fairs, emails, facebook

26. Where do you go from here? Share your knowledge/expertise Continually evaluate systems in order to improve. We can always be more efficient and more effective! Be positive, upbeat Be open to new possibilities – don’t say things like “that won’t work” or “we tried that before” Make a personal commitment to maintain your strong ethics and professionalism Encourage your employees and co-workers!

27. List of additional resources/references Primal Leadership Daniel Goleman, Richard Boyatzis, Annie McKee On Becoming a Leader Warren Bennis Emotional Intelligence Daniel Goleman Don’t Sweat the Small Stuff Richard Carlson, Ph.D. The Secret of Letting Go Guy Finley www.positivelymary.com Mary Miscisin

28. Thank you! Elaine Henrie Emporia State University ehenrie@emporia.edu