Introduction to situational leadership (1)

Illinois Institute for Maternal and Child Health Leadership

Introduction to Situational LeadershipLouis Rowitz, PhD

Director


What is Leadership?


WHO IS THE GREATEST LIVING LEADER?


H u m an S ervices P riva te S ec to r M C O P u b lic H ea lth

S oc ia l Ju s tice


Fruits of SuccessExercise


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)


ONLY THOSE WHO RISK GOING TOO FAR CAN POSSIBLY FIND OUT HOW FAR ONE CAN GO.

T.S. ELIOT


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)


The Tasks of Leadership(Gardner, 1990)

1. Envisioning Goals2. Affirming Values3. Motivation4. Managing5. Achieving workable vision6. Explaining7. Serving as a symbol8. Representing the group9. Renewing


Leadership’s Guiding Principles(Murphy, 1996)

1. BE AN ACHIEVER2. BE PRAGMATIC3. PRACTICE STRATEGIC HUMILITY4. BE [COMMUNITY]-FOCUSED5. BE COMMITTED6. LEARN TO BE AN OPTIMIST7. ACCEPT RESPONSIBILITY


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.


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)


Comparison of the Characteristics and Responsibilities of Practitioners,

Managers, and LeadersPractitioners 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


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


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


LEADERSHIP IS MORE THAN DISGUISED MANAGEMENT.

(ROWITZ, 1997)


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)


SITUATIONAL LEADERSIP

INDIVIDUALS CAN ADAPT THEIR LEADERSHIP STYLE TO

VARYING SITUATIONS IN APPROPRIATE MANNERS


Leadership Behavior Analysis II-SelfThree Components

• Style Flexibility• Leadership Styles• Style Effectiveness


Strategic Leadership Worksheet


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.

Introduction to situational leadership (1)

Leadership & Management

Transcript of Introduction to situational leadership (1)