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![Page 1: Week 12 Leadership & Organizational Achievement UTA SSW Practice III Professor Dick Schoech Suggest printing slides for class using: Print | Handouts |](https://reader036.fdocuments.us/reader036/viewer/2022062519/5697c0201a28abf838cd1f17/html5/thumbnails/1.jpg)
Week 12
Leadership & Organizational Achievement
UTA SSW Practice III
Professor Dick Schoech
Suggest printing slides for class using: Print | Handouts | 3 slides per page | grayscale options
Copyright. No part of this presentation may be used or reproduced without the written permission of dr. Schoech
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Review Previous Classes
Class 2-3: Generalist practice, change, roles, levels of intervention, etc.
Theories, values, and perspectives
Community practice & community as client
Assessing communities
Administrative practice and agency as client
Assessing organizations
Supervising
LeadingSocietal and political practice, issues, etc §
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Overview
• Leadership Concepts & Theories• Measuring Leadership• Core Leadership Tasks
– Embody & represent the organization– Planning & Implementing– Organization development– Developing an organization that learns
• Conclusion
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Leadership concepts and theories
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Leadership Overview
• Definition
• Leadership vs. management
• Theories and studies of leadership– Trait, style, task, follower, contingency
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Leadership definition/tasks
• 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 §
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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§
Management Leadership
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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 §
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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 §
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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 §
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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 §
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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§
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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 §
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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
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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) §
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Contingency/Situational leadership
Key contingencies
– Leader’s characteristics
– Followers (education, motivation,)
– Situation (power, tasks, group behavior, etc)
– Culture of the organization & stakeholders §
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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 §
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Core Leadership Tasks
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Core Tasks of Leaders
1. Embodying mission & representing organization
2. Plan & implement change
3. Organizational development
4. Developing a learning organization
5. Service marketing
6. Scheduling7. Public relations §
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Core leadership task #1: Embody & represent the
organization
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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 §
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Core leadership task #2: Plan & implement change
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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§
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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.) §
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Core leadership task #3: organizational development (education, training, team
building)
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Organizational development
• Team building & conflict management
• Action research & employee involvement
• Consultation on processes
• Participatory management• Job enrichment, job redesign §
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Core leadership task #4: Develop an organization
that learns
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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) §
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Core leadership task #5: Service Marketing
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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 anticipatedEducating & motivating the customer• Mechanisms to insure/encourage use
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Core leadership task #6: Scheduling
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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.html
• Output of MS project for CPS application– http://www2.uta.edu/ssw/utatdprs/msproject.htm
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Core leadership task #7: Public Relations
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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.
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Questions & Answers