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Leadership – Chap. 3

Leadership – Chap. 3. Jessica Kay Caldwell College . http://www.youtube.com/watch?v=Z7O8s6NgAck&list=PLGDUqZHPyKrkS-_svRUyaSF_EhWErzslK. Overview. Introduction Leadership behaviors Visual leadership Invisible leadership Questions/Comments. sources.

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Leadership – Chap. 3

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  1. Leadership – Chap. 3 Jessica Kay Caldwell College

  2. http://www.youtube.com/watch?v=Z7O8s6NgAck&list=PLGDUqZHPyKrkS-_svRUyaSF_EhWErzslKhttp://www.youtube.com/watch?v=Z7O8s6NgAck&list=PLGDUqZHPyKrkS-_svRUyaSF_EhWErzslK

  3. Overview • Introduction • Leadership behaviors • Visual leadership • Invisible leadership • Questions/Comments

  4. sources • Bailey, J., & Burch, M. (2010). 25 essential skills and strategies for the professional behavior analyst. New York, NY: Routledge.

  5. “The single most important leadership function is to create focus for the group’s behavior”

  6. What makes a good leader? • Intelligent • Enthusiastic • Good social skills • Lead by example • Ability to empower • Instill trust • Confident • Not afraid to take risks • Ability to overcome obstacles • Emotionally stable • See the “big picture” Bailey & Burch, 2010

  7. What makes a good leader? • Effective leadership skills must translate to observable behaviors

  8. How to get started • Observe current leaders in your organization • Demonstrate that you are a leader • Volunteer for a project with a short deadline • Lets you size up colleagues to determine how to best use their skills Bailey & Burch, 2010

  9. How to get started • Sharpen your skill at motivating people • Cant TELL them what to do • Motivate through antecedent control and reinforcement!! Bailey & Burch, 2010

  10. Antecedent control • A “vision” • The ability to describe a task in a way that people “buy in” to the outcome • Provide a task analysis • Visible enthusiasm • REINFORCEMENT, REINFORCEMENT, REINFORCEMENT!!! Bailey & Burch, 2010

  11. integrity • Commitment to a set a goals that is unwavering in the face of pressure • Code of ethics • Coach as Leader • Guiding instead of using authority Bailey & Burch, 2010

  12. Visible leadership: meetings • As an employee, this is a good time to observe • Practice business etiquette, show assertiveness, and demonstrate leadership • TIMING  show up 10 minutes early • SEATING  close enough to make eye contact, but not too close • SOCIAL SKILLS  acknowledge people, introduce yourself, exchange business cards Bailey & Burch, 2010

  13. Visible leadership: meetings • Observe leadership skills • Small talk? • Is there an agenda? • Time limit set? • Someone taking meeting minutes? Bailey & Burch, 2010

  14. Visible leadership: meetings • Managing people --> responsibility of the leader • Leaders are clear in their objectives about the meeting and meeting behaviors Bailey & Burch, 2010

  15. Leadership 101 • Participate effectively in a meeting • Take notes and look for opportunities • Volunteer on small tasks • Appear on board • Selfless in your approach • Reinforce the ideas of your colleagues and contributions  subtle is better Bailey & Burch, 2010

  16. Leadership 101 • Be ready to talk about tasks that are relevant to you • Acknowledge others • If you are expected to talk don’t go over your allotted time • End of meeting, confirm briefly with people that you will be working with • Compliment the leader  BROWNIE POINTS

  17. Running a meeting • Send out agenda 24 hours in advance • Allocate time to each item appropriately • Don’t put too much on the agenda

  18. Getting others to participate • Motivate people to participate  shaping • Reinforce suggestions that colleagues make while also making constructive comments

  19. Getting others not to participate… • “What’s wrong here? Don’t any of you have any suggestions?” • Asking the person who made the suggestion to follow through • Punishes behavior of making suggestions

  20. Delegating • Key skill  easier said than done? • Engage others as partners  their own leadership positions • Establish a history of publicly recognizing people

  21. leadership for behavior analysts • Many behavior analysts work up the ladder quickly • working with families, teachers, and nonbehavioral professionals • Working on committees or review boards, starting your own company • It is likely for a behavior analyst to step into various leadership roles quite rapidly

  22. Invisible leadership • Using behavioral strategies is useless if the vision is flawed • Ability to think creatively or outside the box • Reading the newspaper, magazines, journal articles

  23. summary • Leadership skills include running meetings, delegating and giving feedback to others, using social skills, and motivating others to participate • Development of leadership starts with small steps • Over time leaders develop the ability to engage in creative, big-picture thinking

  24. references • Bailey, J., & Burch, M. (2010). 25 essential skills and strategies for the professional behavior analyst. New York, NY: Routledge.

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