Leadership How do we Get There From Here? Definitions, Challenges & Plans

Lori B. Waxenberg, Ph.D., ABPP June 8, 2012 LeadershipHow do we Get There From Here?Definitions, Challenges & Plans

Thank You • American Psychological Association Leadership Institute for Women in Psychology (LIWP) • Department of Clinical & Health Psychology, University of Florida

Outline • Ways to Define Leadership • Leadership Skills: Negotiation • Challenges • Potential Solutions • Planning for success

Training in Psychology • Leadership skills not typically included • Why might this be a problem? • How could leadership skills be beneficial for Psychologists? • What kind of leadership roles are available to psychologists?

Questions • Do I want to be a leader? Why? • How do I educate myself? • What are the barriers to leadership? • How do I become a better leader? • If I don’t want to be a leader, what are the potential costs?

Leadership Definitions • lead·er·ship; noun • : the office or position of a leader • : capacity to lead • : the act or an instance of leading • Miriam-Webster Dictionary online

Leadership Definitions • organizing a group of people to achieve a common goal • a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task • Chemers M. (1997) An integrative theory of leadership. Lawrence Erlbaum Associates, Publishers. ISBN 978-0-8058-2679-1

Ways to Understand Leadership Theory and Style

Leadership Theory • Trait Theory • A good leader has certain traits • From Plato & Plutarch to meta-analyses in the 1980’s • Intelligence,adjustment, extraversion, conscientiousness, openness to experience, general self-efficacy • Lord, R.G., De Vader, C.L., & Alliger, G.M. (1986); Arvey, R.D., Rotundo, M., Johnson, W., Zhang, Z., & McGue, M. (2006);Judge, T.A., Bono, J.E., Ilies, R., & Gerhardt, M.W. (2002);Tagger, S., Hackett, R., Saha, S. (1999); Kickul, J., & Neuman, G. (2000)

Leadership Theory • Behavioral Theory • Trait + Behavior • Positive Reinforcement Theory • Situational Theory • Trait + Situation interaction • Certain situations call for certain traits • Contingency Theory • Adjusting leadership style to fit the situation or needs of the group • Spillane (2004); Miltenberger, R.G., (2004); Lussier, R.N., & Achua, C.F., (2010); Wormer et al. (2007); Hersey et al. (2008)

Leadership Theory • Functional Theory • Primary goal: take care of the needs of the group • Transactional Theory • Primary goal: use reward and punishment to get specific tasks completed • Transformational Theory • Primary goal: inspire group members towards identity with group and increased motivation • Fleishman et al. (1991); Hackman & Wageman (2005); Hackman & Walton (1986); Hackman, Johnson, Michael &Craig (2009)

Leadership Styles • What style fits best according to • The situation • The group • The goals

Leadership Styles • Autocratic/Authoritarian • All decisions rest with the leader • Ability to make quick decisions • Group may feel marginalized • Participative/Democratic • Decisions are made jointly between leader & group – shared governance • Decisions may come more slowly • Feeling of equality among group

Leadership Styles • Laissez-faire /free rein style • Little leadership is provided • Group has all decision making power • Narcissistic Leadership • Toxic Leadership

Leadership Skills Negotiation

Negotiation • Definition of NEGOTIATE; • : to confer with another so as to arrive at the settlement of some matter • a: to deal with (some matter or affair that requires ability for its successful handling) :manageb: to arrange for or bring about through conference, discussion, and compromise <negotiate a treaty • a: to transfer (as a bill of exchange) to another by delivery or endorsement b: to convert into cash or the equivalent value <negotiate a check • a: to successfully travel along or over <negotiate a turn> b:complete, accomplish <negotiate the trip in two hours • Examples of NEGOTIATE • The customer wanted to negotiate over the price. • She has good negotiating skills. • We negotiated a fair price. • The driver carefully negotiated the winding road.

Negotiation Relationships • Key to building working relationships • Respect • Treat people right • Recognition • Each party has something to offer • Know yourself • Don’t fall into traps like guilt; easy trust

Negotiation Styles • Accommodating • I will solve your problems • Sensitivity to emotion, body language, verbal signs • Can easily feel taken advantage of • Avoiding • I hate negotiating • Tendency to defer and avoid confrontation • Might be perceived as tactful and diplomatic • Shell (2006)

Negotiation Styles • Collaborating • I enjoy negotiating and love wrestling with tough problems • Good at understanding the concerns of all • May create complex issues from simple problems • Competing • I love to win • Tend to be strategic and instinctive • Might neglect relationship building • Shell (2006)

Negotiation Styles • Compromising • I want quick and fair deal • Helpful when time is short • May make concessions too • Shell (2006)

Positional Bargaining Soft Bargaining Hard Bargaining • Agreement is key • Willing to give up key points to be nice • Efficient • Can lead to vulnerability • Contest of wills • Firm boundaries that will not be crossed • Can strain and shatter the relationship • Bitterness and alienation might occur Fisher, Ury & Patton (2011)

Principled Bargaining • Alternative means of negotiation • People: Separate the people from the problem • Interests: Focus on interests, not positions Fisher, Ury & Patton (2011), pg. 11

Principled Bargaining • Options: Invent multiple options looking for mutual gains before deciding what to do • Criteria: Insist that the result be based on some objective standard Fisher, Ury & Patton (2011), pg. 11

Principled Bargaining Fisher, Ury & Patton (2011), pg. 13

Principled Bargaining • People: Separate the people from the problem • Interests: Focus on interests, not positions • Options: Invent multiple options looking for mutual gains before deciding what to do • Criteria: Insist that the result be based on some objective standard

Challenges to becoming a leader Gender, Race, Culture, Sexual Orientation

Challenges • The glass ceiling is now: The Labyrinth • Seems like a better metaphor for what it takes for women to succeed in positions of leadership • There are barriers at all levels • Tougher to be selected • Evaluated more harshly • Women are expected to behave consistently within culturally defined gender roles Eagly & Carli, 2007

Challenges • Men are leaders. • Women are female leaders. • Women of color are female leaders of color.

Challenges • Women of Color • Is discrimination due to: • Race, Ethnicity, Gender • Some other dimension of her identity • What if a woman is disabled or a lesbian? • How does a Woman of color know what aspect of her identity her colleagues are responding to? Sanchez-Hucles & Davis, 2010

Challenges • Women of Color • Receive lower pay than White Men, White Women, and Men of Color • Suceptible to microagressions • Can impede promotion, mentoring, success Sanchez-Hucles & Davis, 2010

Challenges • African American, Asian American, and Latino men and women are more likely to experience • covert discrimination, subtle prejudice, be forced into outgroup status • experience occupational segregation as a result • Women of color also carry the burden of racism and sexism combined Sanchez-Hucles & Davis, 2010

Concept of Career Success • Women: interest in intrinsically rewarding roles, personal achievements, self-development and work-life balance • Men: high salaries, moving up the corporate ladder, achieving status Sturges, 1999

Leadership Styles • Women • Participative, more democratic style • Less autocratic, directive than men • Men • Self-assertive, dominant style • Less deference and warmth with team members than women Hopkins, et al., 2008

Identity and Leadership • Social groups define identity • Gender, race, ethnicity, religion, and disability • Sexual preference and social class • No legal protection here • Work relationships define identity • Perceptions and expectations of others Sanchez-Hucles & Davis, 2010

Challenges • Summary • It’s a Labyrinth out there! • Harder for Women, Women of Color, Disabled Women and Lesbians • Differing Leadership Styles • Multiple Identities tied in with Leadership opportunities

Potential Solutions Achieving knowledge, confidence & self-care

Education • Agile Learning (Inquiry based) • Learning from Experience • Supported by key relationships • “Just in time” courses and books

Mentors • Mentoring Relationships • Vertical Mentors • Horizontal Mentors • Mentees • One-way • Reciprocal/mutual

Mentors • Mentoring = access to that person’s networks • “Lift as you Climb” • Women tend not to ask for help • Deny discomfort, avoid conflict • Be a good Mentor as well as seek out mentorship

Determinators • Determine your own life • Seek out mentors with reciprocity • Take more control • Create opportunities • Terminate people who are not helpful • “I belong here”

Better Self-Care • Ask for help • Think ahead – be planful • Self-awareness • Know your triggers • Own and be honest about challenges • Know the culture of where you are working

Better Self-Care • Women • Reduce impact of stress • Reduce the rules in your head • Partner does not do it well enough • It is not good enough • Family time is not personal time

Better Self-Care • Shadow jobs • Unrecognized, uncompensated work that we care about • Good department citizen, minority recruiting • What is your motivation?

Multiple Role Management • Modify actual situation • Re-structure • Re-negotiate • Keep an open imagination • Modify meaning of situation/re-frame • What does a clean house look like? • Best # of after school activities?

Multiple Role Management • Manage symptoms of stress • Meditation • Exercise • Recreation • Relationships • Find a role management friend • Have self-caring framework rather than focus on individual task

Plan, Believe, Engage! Thank you.

Leadership How do we Get There From Here? Definitions, Challenges & Plans