Leadership Development Program

1. Leadership Development Program Leadership Strategies: Part B - Organizational Behavior and Leadership Presented by: Susan Chase & Joe Pressley August 16, 2006 ECQ Group Inc ==========Nonprofit Consulting

2. ECQ Group Inc. A minority non-profit technical assistance provider. Free TA assistance through CNYHSA�s Syracuse Areas HIV/AIDS Technical Assistance Program ECQ provides the following consulting services : Strategic Planning Board Development Needs Assessments Gaps Analyses Grant Writing Executive Coaching Specific One-on-One Technical Assistance Highly specialized workshop/seminar series White papers and policy/research to benefit the community

3. Introductions and Assessments Who we are . . . What do you hope to gain from this morning�s session? What do you know about Organizational Behavior? Do we consider ourselves successful managers? Why? Or Why not? If you were a fly on the wall in the break room, what would your staff have to day about you?

4. Management is doing things right; Leadership is doing the right things. - Peter Drucker

5. Objectives Enhance our understanding of organizational behavior and organizational culture Learn new leadership strategies Find opportunities to change the organizational culture to become a more positive environment for professional growth Have a basic strategy for managing teamwork or renegotiating roles

6. Managing Systems Structure: How the organization is intended to operate? Organizational chart Standard operating procedures Job descriptions Behavior: How the work is being accomplished? Are individuals motivated to do their best? What are the main motivators? Where is responsibility felt for achieving goals? Is there individual goal setting & performance appraisal? Change: Is our organization able to adapt to the changing environment? The Development of formal procedures can help us communicate better. System for goal setting? Organizational communication (top-down or two-way) The Development of formal procedures can help us communicate better. System for goal setting? Organizational communication (top-down or two-way)

7. Organizational Behavior The study and application of knowledge about how people, individuals and groups act in organizations in hopes to build better relationships by achieving human, organizational and social objectives. Includes human behaviors, change, leadership and teamwork.

8. Organizational Behavior Models Autocratic � Power with managerial orientation of authority; Obedience & Dependence on Boss. Custodial � Economic Resources with managerial orientation of money; Security & Benefits. Supportive � Leadership with managerial orientation of support; Job performance & participation. Collegial � Partnership w/ managerial orientation of teamwork; Responsible behavior & self-discipline. Autocratic � Employee need met is subsistence; Performance is minimal. Just enough to get by�. Custodial � Employee need met is security. Performance result is passive cooperation. Supportive � Employee need met is status & recognition. Performance result is awakened drives/meeting the challenges. Collegial Employee need met is self-actualization. Performance result is moderate enthusiasm. No organization operates exclusively in one model. There is no �BEST� Model� we must overlap models to come up with what is best for us.Autocratic � Employee need met is subsistence; Performance is minimal. Just enough to get by�. Custodial � Employee need met is security. Performance result is passive cooperation. Supportive � Employee need met is status & recognition. Performance result is awakened drives/meeting the challenges. Collegial Employee need met is self-actualization. Performance result is moderate enthusiasm. No organization operates exclusively in one model. There is no �BEST� Model� we must overlap models to come up with what is best for us.

9. Review of Power Dynamics Position Power (Authority) Information & Expertise Control of Rewards Coercive Power Alliances & Networks Access & Control of Agendas Framing: Control of Meaning & Symbols Personal Power Position in Organization Knowledge to solve problem or get things done Ability to deliver jobs, support, rewards Ability to block, interfere or punish Building links with others Access to decision arenas Shaping the way thing are perceived Charisma, skills, etc. Learning Opportunity: If everyone come from different places on this one how can we communicate effectivePosition in Organization Knowledge to solve problem or get things done Ability to deliver jobs, support, rewards Ability to block, interfere or punish Building links with others Access to decision arenas Shaping the way thing are perceived Charisma, skills, etc. Learning Opportunity: If everyone come from different places on this one how can we communicate effective

10. Maslow�s Hierarchy of Needs 5. Self-Actualization 4. Esteem Needs 3. Belongingness & Love Needs 2. Safety Needs 1. Biological & Physiological Needs NEED MUST BE SATISFIED IN GIVEN ORDER. ASK FOR EXAMPLES WHERE THEY COULDN�T MOTIVATE EMPLOYEES B/C SOME BASIC NEED WAS NOT BEING MET: You can�t motivate someone to do outreach when they are having marriage problems You can ask someone to work as a team member then they are being evicted. Self-Actualization �personal growth & fulfillment Esteem Needs: achievement, status, responsibility reputation Belongingness & Love Needs: family, affection, relationships work group Safety Needs: protection security, order, law, limits, stability Biological & Physiological Needs : basic life needs SELF TEST HERENEED MUST BE SATISFIED IN GIVEN ORDER. ASK FOR EXAMPLES WHERE THEY COULDN�T MOTIVATE EMPLOYEES B/C SOME BASIC NEED WAS NOT BEING MET: You can�t motivate someone to do outreach when they are having marriage problems You can ask someone to work as a team member then they are being evicted. Self-Actualization �personal growth & fulfillment Esteem Needs: achievement, status, responsibility reputation Belongingness & Love Needs: family, affection, relationships work group Safety Needs: protection security, order, law, limits, stability Biological & Physiological Needs : basic life needs SELF TEST HERE

11. Self-Actualizing Characteristics Objective judgment Problems = challenges Independent Socially compassionate Accepting Intimate friends Creative, inventive Spontaneous & natural Curious, interested in various subjects Sense of humor directed at oneself Democratic, non discriminating nonconformist

12. McGregor�s Theory: A Manager�s assumptions tends to become a self-fulfilling prophecy Theory X Authoritarian, repressive style Tight control Threats No development Produces limited, depressed culture Management controlled Theory Y liberating and developmental Control, achievement and continuous improvement achieved by enabling, empowering and giving responsibility. Uplifts staff Theory X : assumes that subordinates are passive and lazy, w/ little ambition who prefer to be led and resist change. ROOTS in the Industrial Revolution Theory Y: proposes that the essential task of management is to arrange organizational conditions so that people can achieve their goals best by directing their efforts toward organizational rewards.Theory X : assumes that subordinates are passive and lazy, w/ little ambition who prefer to be led and resist change. ROOTS in the Industrial Revolution Theory Y: proposes that the essential task of management is to arrange organizational conditions so that people can achieve their goals best by directing their efforts toward organizational rewards.

13. Why is this Important? Successful organizations & leaders will be those who care about, understand, encourage and enable their employee�s growth toward self-actualization. Helping those we work with grow as people enhances their effectiveness and value within the organization.

14. Organizational Culture The interdynamics of the formal organizational structure, the informal structure and the social environment; The OC determines the type of leadership, communication, and group dynamics within the organization. Outcomes: performance, individual satisfaction, personal growth & development.

15. Organizational Perspectives Structural Frame-- clarity in goal setting and role expectations provides order and continuity in organizations. Human Resource Frame� consider people the most valuable resource of the organization. Political Frame� assumes ongoing tension over allocation of scarce resources or the resolution of differences. Symbolic Frame� organizational life determined by social situations.

16. Leaders in the Frame

17. Effective Leadership Strategies Effective Executives�.. Accept and act on their psychological centrality. Buck stops�.here! Provide organization-centered leadership. Enable & facilitate employees & volunteers. Emphasize leadership beyond the organizations� boundaries. Networking & external activities. Think and Act in political ways. Realist, coalition builders.

18. Behaviors Supporting Organization-Centered Leadership Productive interactions between Management and Staff Mutual value and respect Challenge the staff to consistently envision change and innovation Share substantive information Self-evaluation Institute policies & procedures to carry out tasks Acknowledge and promote accomplishments and productivity

19. Review- Situational Leadership Model High Relationship, Low Task: Leadership through Participation Use when followers are �able� but �unwilling� or �insecure� High Relationship, High Task: Leadership through Selling Use when followers are �unable but �willing� or �insecure� Low Relationship, Low Task: Leadership through Delegation Use when followers are �able� �willing� and �motivated� Low Relationship, High Task: Leadership through Telling Use when followers are �unable but �unwilling� or �insecure� TELL: Need direction from the Boss (Transactional Leadership) SELL: Explain the Decision & give subordinate the opportunity for clarification Participating: share ideas and discuss what to do Delegate: subordinate will do fine without leads input.TELL: Need direction from the Boss (Transactional Leadership) SELL: Explain the Decision & give subordinate the opportunity for clarification Participating: share ideas and discuss what to do Delegate: subordinate will do fine without leads input.

20. Functions of Leaders Based on Level in the Organization

21. Emotional Intelligence Review of EI The ability to use Social Skills to build organizational success Personal Competence Social Competence The ability to use social skills to build organizational success; Personal Competence Social Competence Intellectual Skills are important, but a good leader must have adequate social skills to promote organizational success; EI is argued to make managers more effective. Made famous by Daniel Goleman in a book of that name but is based on earlier scholarly work.The ability to use social skills to build organizational success; Personal Competence Social Competence Intellectual Skills are important, but a good leader must have adequate social skills to promote organizational success; EI is argued to make managers more effective. Made famous by Daniel Goleman in a book of that name but is based on earlier scholarly work.

22. Components of Emotional Intelligence Self-Awareness Emotional awareness: Recognizing your emotions and theirs effects Accurate Self-Assessment: Knowing one�s strengths & limits Self-Confidence: Sureness about one�s self-worth & capabilities Self-Management Emotional self-control: managing disruptive emotions & impulses Authenticity: maintaining standards of honesty, integrity & reliability Conscientiousness: taking responsibility for personal performance Adaptability: flexibility in handling change Innovativeness: open to new ideas and information, optimistic Emotional Awareness: Understanding one�s feelings & the reason for those emotions Understanding links between feelings & one�s thoughts & actions Recognizing how feeling one�s impact performance Accurate Self Assessment: Aware of one�s strengths and weakness; Reflective, learns from experience; Open to candid feedback, new perspectives, continuous learning & self development; able to show a sense of humor & perspective about themselves. Self Confidence: Present themselves with self assurance; can voice views that are unpopular and go out on a limb for what is right; Are decisive, able to make sound decisions despite uncertainties and pressure Emotional Awareness: Understanding one�s feelings & the reason for those emotions Understanding links between feelings & one�s thoughts & actions Recognizing how feeling one�s impact performance Accurate Self Assessment: Aware of one�s strengths and weakness; Reflective, learns from experience; Open to candid feedback, new perspectives, continuous learning & self development; able to show a sense of humor & perspective about themselves. Self Confidence: Present themselves with self assurance; can voice views that are unpopular and go out on a limb for what is right; Are decisive, able to make sound decisions despite uncertainties and pressure

23. Components of Emotional Intelligence Self-Motivation Achievement drive: Striving to improve Commitment: Aligning with the goals of the group or organization Initiative: Readiness to act on opportunity Optimism: Persistence in pursuing goals despite obstacles & setbacks Social Awareness Empathy: seeing other�s feelings & perspectives & taking active interest in their concerns Helping Others: sensing what other�s need to develop & helping them achieve goals Appreciating Diversity: cultivating opportunities though diverse people Political Awareness: reading a group�s emotional currents and power relationships Achievement: results-oriented, set challenging goals & take calculated risks; find ways to do things better; learn how to improve performance Commitment: make personal sacrifices to meet larger organizations goals; find a sense of purpose in the larger mission; sue the group�s core values in making decisions and clarifying choices; actively seek opportunities to fulfill the group�s mission Initiate: ready �carpe diem�; pursue goals beyond what is required; cut thru red tape--- WAYS to �Si Se Puede�; mobilize others thru enterprising efforts; Optimism; persistence ; operate from HOPE of Success rather than Fear of Failure; see setbacks as due to manageable circumstance rather than a personal flaw;Achievement: results-oriented, set challenging goals & take calculated risks; find ways to do things better; learn how to improve performance Commitment: make personal sacrifices to meet larger organizations goals; find a sense of purpose in the larger mission; sue the group�s core values in making decisions and clarifying choices; actively seek opportunities to fulfill the group�s mission Initiate: ready �carpe diem�; pursue goals beyond what is required; cut thru red tape--- WAYS to �Si Se Puede�; mobilize others thru enterprising efforts; Optimism; persistence ; operate from HOPE of Success rather than Fear of Failure; see setbacks as due to manageable circumstance rather than a personal flaw;

24. More Emotional Intelligence Relationship Management Leadership: Providing inspiration & guidance Influence Change: recognizing need for change & removing barriers or challenge status quo Communication: sending clear & convincing messages Building bonds: Helping others develop & build relationships Managing conflict: negotiating & resolving disagreements Collaboration & Cooperation: working with others on shared goals Teamwork: draw members into active & enthusiastic participation 1.Arouse enthusiasm for shared vision & mission; lead as needed regardless of position 2. Champion change and enlist others ; model the change expected 3. conflict: handle difficult people and tense situations with diplomacy and tact; spot potential conflict and bring disagreements to the open & held deescalate; encourage open discussion and debate; orchestrate win-win solutions� 3. Bonds� build rapport; keep other informed; maintain networks; maintain relationships 4. Promote a friendly cooperative climate ; spot and nurture opportunities for collaboration; share information, Team: protect the group and its reputation; share the credit1.Arouse enthusiasm for shared vision & mission; lead as needed regardless of position 2. Champion change and enlist others ; model the change expected 3. conflict: handle difficult people and tense situations with diplomacy and tact; spot potential conflict and bring disagreements to the open & held deescalate; encourage open discussion and debate; orchestrate win-win solutions� 3. Bonds� build rapport; keep other informed; maintain networks; maintain relationships 4. Promote a friendly cooperative climate ; spot and nurture opportunities for collaboration; share information, Team: protect the group and its reputation; share the credit

25. What happens when Employees are frustrated? They withdraw- through chronic absenteeism or by quitting; They stay on the job but withdraw psychologically, become indifferent, passive & apathetic; They resist by restricting output, deception or sabotage They look for better jobs; They form alliances to redress the power imbalance;

26. Management Principles Build & implement a HR strategy Hire the right people Keep those people Invest in the people Empower employees Promote diversity Build & implement a HR strategy� create organizational culture Hire the right people �know what you want Keep those people- reward, protect, promote, share benefits Invest in the people� opportunities to learn Empower employees Promote diversity �consistent philosophy ; hold manager�s accountable Build & implement a HR strategy� create organizational culture Hire the right people �know what you want Keep those people- reward, protect, promote, share benefits Invest in the people� opportunities to learn Empower employees Promote diversity �consistent philosophy ; hold manager�s accountable

27. Empower Employees Provide information and support Encourage autonomy and participation Foster self-managing teams Promote organizational democracy Build worker participation into formal structure thereby protecting it from managerial discretion Celebrate individuality Redesign Work

28. Helping Executives Become Better Coaches Employees want Feedback Ongoing communication about the big picture Efficient use of employee time �frequency rather than duration; timely Gives guidance, allows for clarification of issues Focus on future to provide positive suggestion

29. Six Questions to have one-on-one with key staff Where are we going? Where are you going? What is going well? What are key suggestions for improvement? How can I help? What suggestions do you have for me?

30. Helping Employees Reach Self-Actualization Create environment for growth Lead by example Align goals of organization with goals of employees Take time to find out what are the motivating factors for each employee Motivation, change and growth is a process Create organizational systems to help sustain & support motivation Cultivate strong skills in delegation Reward positive behavior

31. Types of Change Strategic Change in organizational structure to create and effective pattern of roles and relationships focused on attaining common goals Adaptive Change that requires us to change our attitudes, habitual ways of doing things or values Requires a period readjustment which may be painful Experience of loss or abandonment Evokes feelings of uncertainty Financial

32. Stages of Change A sense of urgency Creating a team with skills, credibility, connections and authority Creating an uplifting vision and strategy Communicating the vision & strategy through words, deeds and symbols Removing obstacles or empowering people to move ahead Producing visible signs of progress through short-term victories Sticking with the process through the tough times Nurturing and shaping a new culture to support the emerging innovative ways

33. Change Strategies Training to develop new skills; participation & involvement; psychological support Communicating, realigning, and renegotiating formal patterns and policies Create new arenas where issues can be renegotiated and new coalitions formed Create transition rituals; mourn the past, celebrate the future

34. Critical Factors in Job Redesign Show that work is meaningful and worthwhile Allow employees to use some discretion and judgment so they can feel personally accountable Participatory management- an opportunity to influence decision about work & work environment Give feedback about their efforts so they can improve

35. Renegotiating Organizational Roles A Dynamic Model Sharing information and negotiation expectations Commitment & Stability Stability & Productivity Disruption: �Change� -- some violation of expectations causing: anxiety, ambiguity & uncertainty Renegotiation of Expectations Clarity about new expectation and why it is needed Discuss in Detail: The opportunity is now to renegotiate the Roles w/in NYHREDiscuss in Detail: The opportunity is now to renegotiate the Roles w/in NYHRE

36. Introduction to Group Dynamics Leadership is the ability to work effectively in a group, to make a positive contribution to the group process and to stimulate and motivate others to function as a team, as well as to achieve common objectives and solve common problems. Sharon Powell, Princeton Center for Leadership Training

37. Learning Objectives Increase our competence as group members and leader of groups. Identify roles of members of group Facilitator, Summarizer, Clarifier, etc. Observe behavior of others and one�s self Observe the effects of different behavior on the group Communication is vital tool in this process; Must learn to ask thoughtful questions to promote critical thinking; Practice active listening.Communication is vital tool in this process; Must learn to ask thoughtful questions to promote critical thinking; Practice active listening.

38. TEAM BUILDING

39. Group Exercise : Roles in Groups THE AUTOMATIC TALKER VICTIM or the POOR ME THE DOMINATOR THE FOLLOW-ON DOMINATOR THE LOOOOOONG STORY TELLER THE SPOILER: THE EGG SHELL KID THE BULLY PROBER ATTACK THE LEADER VIPER THE WALK OUT TEAM PLAYER �PLAY AT IT THE CLAM THE PHANTOM PINBALL WIZZARD INTELLECTUALIZER POLLYANNA ORGANIZER CRITIC NON-PARTICIPATOR FIXER RUBBER BANDER

40. 4 Steps for Promoting Teamwork Identify relevant relationships who do you need? How much power do they have? Assess who might resist, why and how strongly Develop relationships with potential opponents to facilitate communication, education or negotiation If step three fails, carefully select either more subtle or more forceful methods Presentations Negotiating / Bargaining

41. Strategies for Communicating in Working Groups Develop Skills: listening, communicating, consensus building Agree on the basics: Goals & Procedures Identify the Task and the Process Allow members to find a comfortable & satisfying role Capitalize on one�s abilities � what they bring to the group Search for interests in common Experiment: take turns leading Challenge your thoughts & listen to other�s ideas Treat differences as a group responsibility Leaders should help group develop a shared sense of direction

42. Closing Review of Expectations List Any additional questions? Complete Evaluation Forms Sign up for free Technical Assistance for your organization by contacting CNYHSA or ECQ Group. Thank You!