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Module I: Foundations of Leadership

Module I: Foundations of Leadership. A Service of the Children’s Bureau, a Member of the T/TA Network. Module I Training Competencies. 1. Able to describe leadership behavior as a middle manager in child welfare.

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Module I: Foundations of Leadership

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  1. Module I: Foundations of Leadership A Service of the Children’s Bureau, a Member of the T/TA Network

  2. Module I Training Competencies 1. Able to describe leadership behavior as a middle manager in child welfare. 2. Able to apply the components and dynamics of the Child Welfare Leadership Model to the work of a child welfare manager. 3. Able to assess one’s own strengths and challenges and model authentic behavior as a leader. 4. Able to describe adaptive leadership behavior as a middle manager. 5. Able to demonstrate a commitment to continuous learning by applying leadership skills to the implementation of a change initiative. Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  3. NCWWI Leadership Model Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 3 Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  4. Surviving Permanent Whitewater Leading in Child Welfare Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  5. Defining “Middle Managers” Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  6. Key Leadership Tasks Do things right Do the right things Do the right things right Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  7. Leadership and Management Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  8. Multiple Skills and Functions of a Leader Managing AND Leading Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 8

  9. Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  10. Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  11. Our View of the World The linear view of the world doesn’t capture reality The whole is greater than the sum of the parts The world is a complex, never-still, always-weaving tapestry. (Based on Wheatley, 1999) Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  12. NCWWI Leadership Model Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 12

  13. Applying the Leadership Model Quadrants to the Group Change Initiative Quadrant: Leading Change • Refers to the leader’s role of setting high standards, seeing the big picture, understanding its impact on the day-to-day work of child welfare staff, and anticipating the impact of contextual factors, economic trends, and political changes. Competencies for Leading Change are: • Creativity & Innovation • Vision Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  14. NCWWI Leadership Model Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  15. Leadership Pillars Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  16. Application to Group Change Initiative Leadership Principles: Adaptive Collaborative Distributive Inclusive Outcome Focused Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  17. Applying the Quadrants to My Change Initiative The Four Quadrants: • Leading Change • Leading in Context • Leading People • Leading for Results Handout 1.5 Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  18. Leadership Development: Inner and Outer Journey Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  19. We can’t ignore problems—we just need to approach them from the other side. Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  20. Key Findings from the Gallup Research The most effective leaders: • Always invest in strengths • Surround themselves with the right people and then maximize their team • Understand their team’s needs (Rath & Conchie, 2008) Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  21. The Path to Great Leadership “The path to great leadership starts with a deep understanding of the strengths you bring to the table."  (Rath & Conchie, 2008) Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  22. Four Domains of Strength Influencing Relationship Building Strategic Thinking Executing (Rath & Conchie, 2008) Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  23. Strategic Thinking • Leaders with dominant strength in Strategic Thinking keep the group focused on what could be. (Rath & Conchie, 2008) Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  24. Influencing • Leaders with dominant strength in Influencing help their people reach a broader audience. (Rath & Conchie, 2008) Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  25. Relationship Building • Leaders with dominant strength in Relationship Building hold a team together. (Rath & Conchie, 2008) Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  26. Executing • Leaders with dominant strength in Executing know how to make things happen. (Rath & Conchie, 2008) Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  27. Questions for “Strengths” Groups • Introduce yourself and list your strengths within the domain. • Using the first strength listed within the domain on your results, explain how you see yourself using this strength in your role. • Prepare to give two contrasting examples to the large group when we reconvene and come to your “domain.” Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  28. Influencing Activator Command Woo Significance Communication Influencing Self-Assurance Competition Maximizer (Rath & Conchie, 2008) Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  29. Executing Achiever Arranger Restorative Belief Responsibility Executing Consistency Focus Deliberative Discipline (Rath & Conchie, 2008) Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  30. Relationship Building Adaptability Developer Relator Connectedness Positivity Relationship Building Empathy Individualization Includer Harmony (Rath & Conchie, 2008) Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  31. Strategic Thinking Analytical Strategic Context Learner Futuristic StrategicThinking Intellection Ideation Input (Rath & Conchie, 2008) Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  32. New Yorker Cartoon Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  33. Gallup Poll Questions What leader has had the most positive influence in your daily life? List three words that best describe what this person contributes to your life. Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  34. Four Basic Needs of Followers Trust Compassion Hope Stability (Rath & Conchie, 2008) Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  35. Trust Honesty Trust Respect Integrity (Rath & Conchie, 2008) Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  36. Compassion Caring Compassion Love Friendship Happiness (Rath & Conchie, 2008) Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  37. Stability Security Stability Peace Strength Support (Rath & Conchie, 2008) Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  38. Hope Direction Hope Guidance Faith (Rath & Conchie, 2008) Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  39. Maximizing Team Contributions Through Strengths Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  40. Using Your Strengths 1. Describe a time in your organization that you consider a high point experience, a time when you were most engaged and felt alive and vibrant. 2. What strengths were you using and how were you using these strengths? Handout 1:8 Worksheet: Using Your Strengths Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  41. Custom Team Distribution Chart (Rath & Conchie, 2008) Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  42. The Task of Organizational Leadership….. …Is to create an alignment of strengths in ways that make a system’s weaknesses irrelevant. ~Peter Drucker As quoted by Cooperrider & Whitney, 2005 Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  43. Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  44. We must become the change we want to see. ~Mahatma Gandhi Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  45. Technical and Adaptive Work Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  46. Technical Work (Heifetz, Grashow, & Linsky, 2009) Perspectives are aligned Definition of the problem is clear Solution and implementation are clear Primary locus of responsibility for organizing the work is the leader Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  47. Adaptive Work (Heifetz, Grashow, & Linsky, 2009) Legitimate, yet competing, perspectives emerge Definition of the problem is unclear Solution and implementation are unclear and require learning Primary locus of responsibility is not the leader Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  48. Adaptive Challenges Requires new behaviors, knowledge, action, or a new way of thinking that is not in the current expertise. There is disagreement about how to solve the problem. Problems are solved through a collective process. Involves refashioning loyalties, loss of competence, and loss of equilibrium. Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

  49. Differentiating Technical and Adaptive Work Adaptive • Different perspectives • Unclear definition • Unclear solution and implementation • Leader cannot be primarily responsible (Heifetz, Grashown, & Linsky, 2009) Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network Technical Alignment Clear definition Solution and implementation clear Leader can take primary responsibility

  50. Provide a new laptop to all casework staff Adaptive Technical Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

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