Introduction to Situational Leadership€¦ · Child Health Leadership Introduction to Situational...
Transcript of Introduction to Situational Leadership€¦ · Child Health Leadership Introduction to Situational...
Illinois Institute for Maternal and Child Health Leadership
Introduction to Situational Leadership Louis Rowitz, PhD
Director
Illinois Institute for Maternal and Child Health Leadership
What is Leadership?
Illinois Institute for Maternal and Child Health Leadership
WHO IS THE GREATEST LIVING LEADER?
Illinois Institute for Maternal and Child Health Leadership
Human Services Private Sector MCO Public Health
Social Justice
Illinois Institute for Maternal and Child Health Leadership
Fruits of Success Exercise
Illinois Institute for Maternal and Child Health Leadership
What we believe about ourselves can hold us hostage… the thing that amazed me is that a belief is more than just an idea—it seems to shift the way we actually experience ourselves and our lives. According to Talmudic teaching ‘We do not see things as they are. We see them as we are.’ (Remen, 1996)
Illinois Institute for Maternal and Child Health Leadership
ONLY THOSE WHO RISK GOING TOO FAR CAN POSSIBLY FIND OUT HOW FAR ONE CAN GO.
T.S. ELIOT
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LEADERSHIP IS THE PROCESS OR EXAMPLE BY WHICH AN INDIVIDUAL (OR LEADERSHIP TEAM) INDUCES A GROUP TO PURSUE OBJECTIVES HELD BY THE LEADER OR SHARED BY THE LEADER AND HIS OR HER FOLLOWERS.
(GARDNER, 1990)
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The Tasks of Leadership (Gardner, 1990)
1. Envisioning Goals 2. Affirming Values 3. Motivation 4. Managing 5. Achieving workable vision 6. Explaining 7. Serving as a symbol 8. Representing the group 9. Renewing
Illinois Institute for Maternal and Child Health Leadership
Leadership’s Guiding Principles (Murphy, 1996)
1. BE AN ACHIEVER 2. BE PRAGMATIC 3. PRACTICE STRATEGIC HUMILITY 4. BE [COMMUNITY]-FOCUSED 5. BE COMMITTED 6. LEARN TO BE AN OPTIMIST 7. ACCEPT RESPONSIBILITY
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The New Leadership Competencies (Scholtes, 1998)
1. The ability to think in terms of systems and knowing how to lead systems
2. The ability to understand the variability of work in planning and problem solving
3. Understanding how we learn, develop, and improve, and leading to true learning and improvement.
4. Understanding people and why they behave as they do.
5. Understanding the interdependence and interaction between systems, variation, learning, and human behavior. Knowing how each affects the others.
6. Giving vision, meaning, direction and focus to an organization.
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WHATEVER THEIR JOB IS, PEOPLE SEE THEIR ROLE AS NOT
JUST DOING THINGS THE WAY THEY’RE DESIGNED TODAY, BUT TO FIGURE OUT THE WAY THEY OUGHT
TO BE DONE TOMORROW.
(KOTTER, 1997)
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Comparison of the Characteristics and Responsibilities of Practitioners,
Managers, and Leaders Practitioners Managers Leaders
The practitioners implements
The manager administers The leader innovates
The practitioner follows The manager is a copy The leader is an original
The practitioner synthesizes
The manager maintains The leader develops
The practitioner focuses on programs and services
The manager focuses on systems and structures
The leader focuses on people
The practitioner relies on compliance and behavior chance
The manager relies on control
The leader inspires trust
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Continued…. The Practitioner has a narrow view
The manager has a short-range view
The leader has a long-range view
The practitioner asks who and where
The manager asks how and when
The leader asks what and why
The practitioner’s eye is on the client and the community
The manager’s eye is always on the bottom line
The leader’s eye is on the horizon
The practitioner separates programs from services
The manager imitates
The leader originates
The practitioner protects the status quo
The manager accepts the status quo
The leader challenges the status quo
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Continued…. The practitioner is in the infantry
The manager is the classic good soldier
The leaders is his or her own person
The practitioner is a conflicted pessimist
The manager is a pessimist
The leader is an optimist
The practitioner is a reflective thinker
The manager is a linear thinker
The leader is a systems thinker
The practitioner follows the agency agenda
The manager does things right
The leader does the right things
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LEADERSHIP IS MORE THAN DISGUISED MANAGEMENT.
(ROWITZ, 1997)
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THERE IS INCREASING EVIDENCE THAT WOMEN ARE DOING BETTER AT ADAPTING TO NEW CHALLENGES IN THE WORLD OF WORK. IF MORE ARE BEING HIRED AND PROMOTED, IT IS NOT JUST TO MEET AFFIRMATIVE ACTION GOALS OR AVOID DISCRIMINATION SUITS. INCREASING INSTATNCES, THEY SURPASS MEN IN THE ATTITUDES AND ABILITIES THAT EMPLOYERS LOOK FOR… (HACKER, TIME MAGAZINE, JAN. 29, 1996)
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SITUATIONAL LEADERSIP
INDIVIDUALS CAN ADAPT THEIR LEADERSHIP STYLE TO
VARYING SITUATIONS IN APPROPRIATE MANNERS
Illinois Institute for Maternal and Child Health Leadership
Illinois Institute for Maternal and Child Health Leadership
Leadership Behavior Analysis II-Self Three Components
• Style Flexibility • Leadership Styles • Style Effectiveness
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Strategic Leadership Worksheet
Illinois Institute for Maternal and Child Health Leadership
A Summary of Oncken’s Four Rules of Monkey Management
Rule 1. Describe the Monkey: The dialogue must not end until appropriate “next moves” have been identified and specified.
Rule 2. Assign the Monkey: All monkeys shall be owned and handled at the lowest organizational level consistent with their welfare.
Rule 3. Insure the Monkey: Every monkey leaving your presence on the back of one of your people must be covered by one of two insurance policies:
1. Recommend, Then Act 2. Act, Then Advise
Rule 4. Check on the Monkey: Proper follow-up means healthier
monkeys. Every monkey should have a checkup appointment.
Illinois Institute for Maternal and Child Health Leadership