Post on 22-Feb-2016
description
Criminal Justice 2012
Class Name, Instructor Name
Date, Semester
Chapter 11:
Soliciting and Entertaining 100 Ideas:
The Skills ApproachLEEI – Leadership Sessions
2005-2008
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
“BLINK”Gladwell (2005)
In policing, as in many other areas of life, a critical skill is the ability to quickly and reflexively identify and act upon the important characteristics of complex situations.
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Skills Approach Description
Leader-centered perspectiveEmphasis on skills and abilities that can be acquired and developed
Definition of leadership skills The ability to use one’s knowledge and competencies to accomplish a set of goals and objectives
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Three-Skill Approach
Technical SkillHuman SkillConceptual Skill
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Technical Skill
Technical skill is having knowledge about and being proficient in a specific type of work or activity.
• Specialized competencies• Analytical ability• Capability to use appropriate tools and techniques
Technical skills involve hands-on ability with a product or process
Most important at lower levels of management
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Human Skill
Human skill is having knowledge about and being able to work with people.
• Awareness of one’s own perspective and others’ perspectives at the same time
• People skills allow a leader to assist group members in working cooperatively to achieve common goals
• Creates an atmosphere of trust where members feel they can become involved and influence decisions in the organization
• Important at all levels of the organization
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Conceptual Skill
Conceptual skill is the ability to do the mental work of shaping the meaning of organizational policy or issues (what the company stands for and where it’s going)
• Works easily with abstraction and hypothetical notions
• Central to creating and articulating a vision and strategic plan for an organization
• Most important at top management levels
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Skills-Based Model
Skills Model PerspectiveSkills-Based Model
• Competencies• Individual Attributes• Leadership Outcomes• Career Experiences• Environmental Influences
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Leadership and Intelligence
IQ – Intellectual Intelligence
EQ – Emotional Intelligence
SQ – Social Intelligence
CQ – Change Intelligence
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
IQ
GENETIC
REVEALED IN CURIOSITY
HONED BY DISCIPLINE
SUPPORTED BY RANGE OF EXPERIENCE
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EQ
RECOGNIZE YOUR OWN EMOTIONS
MANAGE YOUR OWN EMOTIONS
CONTROL YOURSELF
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SQ
RECOGNIZE EMOTIONS IN OTHERS
LISTEN
CARE ABOUT OTHERS’ EMOTIONAL STATE
HELP OTHERS GAIN CONTROL AND MANAGE THEIR EMOTIONS
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
CQ
RECOGNIZE THE NEED FOR CHANGE
UNDERSTAND THE CHANGE PROCESS
MASTER THE CHANGE PROCESS
COMFORT IN MANAGING THE CHANGE PROCESS
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Jack Welsh (CEO of G/E)
“Change before you have to…”
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Quotes on Collaboration
None of us is as smart as all of usEdward C. Register, 1915
Cooperation! What a word! Each working with all, and all working with each.Warren Bennis, 1996
Collaboration is damn toughFocus group participants, 1997
All quotes from Medicine and Public Health: The power of collaboration, Lasker, et al.
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Collaboration
A mutually beneficial and well-defined relationship entered into by two or more organizations to achieve common goals
Amerst H. Wilder Foundation
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Why Collaborate?
• Shared concern• Pool power• Overcome gridlock (“get unstuck”)• Add diversity• Increased ability to handle complex issues
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Qualities of Collaborative Leaders
• Capacity for maturity• Capacity for patience• Ego control• Capacity for self-reflection• Capacity to handle uncertainty • Tolerance for uncertainty
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Qualities of Collaborative Leaders
• Capacity to see problems from others’ point of view• Capacity for respectful assessment• Capacity to respect others’ experience or point of
view• Capacity to create a safe, open, supportive
environment
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Qualities of Collaborative Leaders
• Capacity to communicate across organizational boundaries and with every part of community
• Capacity to create a shared vision• Capacity for creativity• Constructive conflict management
Turning Point Collaborative Leadership video serieshttp://eric-web.tc.columbia.edu/families/TWC
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Traditional-Collaborative LeadershipTraditional Collaborative
Top-down Self-governing
Few make decisions Broad participation
Unilateral action Guide & coordinate process
Win or shift power Build relationships
Linear thinking Systems thinking
Programs & products Process
Charisma Vision
Persuasive Empathetic
Group falls apart if leader leaves Group continues when leader leaves
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Six Practices: Definitions
• Assessing the Environment: Understanding the context for change before you act.• Creating Clarity: Defining shared values and engaging people in positive action.• Building Trust: Creating safe places for developing shared purpose and action.• Sharing Power and Influence: Developing synergy of people, organizations, and communities to accomplish a shared vision.• Developing People: Committing to people as a key asset through coaching and mentoring.• Self-Reflection: Understanding your own values, attitudes, and behaviors as they relate to your leadership style and its impact on others.
© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved
Hand-Washing Talking Points
Learn by Hearing it
Learn by Watching it
Learn by Doing it