RCC Leadership (LEAD) Certificate Leadership, Excellence, and Development

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RCC Leadership (LEAD) CertificateLeadership,
Excellence, and Development

• Introduction to Leadership Theories

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Why should YOU pursue the LEAD Certificate?

• A LEAD Certificate from the RCC can give you the
  knowledge to succeed at Temple and beyond
• LEAD Certification will allow you to
• Develop an understanding of major leadership
  theories
• Determine your own personal leadership philosophy
• Practice leadership skills

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Spring 2012 LEAD Series 3 Phases

• Phase I Intro to Leadership Theory
• Review 3 major leadership theories
• Choose which 1 or 2 theories you would like to
  pursue
• Phase 2 Foundations of Leadership Theory
• Attend 2 workshops to delve deeper into the
  theory you chose
• Phase 3 Culmination
• Complete your written assessment
• If completed successfully, attend celebration
  receive certification

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Welcome to Phase 1

• The goal of this workshop is to introduce you to
  the 3 major Leadership Theories you will have the
  choice to pursue
• Social Change Model of Leadership
• Servant Leadership
• Transformational Leadership

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The Social Change Model (SCM) of Leadership

• Briana Chang
• Lin Lawson

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Defining the Social Change Model

• Leadership is ultimately about change, and
  effective leaders are those who are able to
  affect positive change on behalf of others and
  society. (Higher Education Research Institute,
  1996, p.10)
• Change is the ultimate goal of the creative
  process of leadership- to make a better world and
  a better society for self and others.
  (HERI,p.21)
• How
  wonderful it is that nobody need wait a single
  moment before starting to improve the world.
  -ANNE FRANK

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What is SCM of leadership?

• http//www.youtube.com/watch?vPpjGCP5ee-k
• Directions
• While you watch, jot down what you think are key
  ideas in the SCM of leadership development

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The 7 Cs of Social Change

• Citizenship
• Collaboration
• Common Purpose
• Controversy with Civility
• Consciousness of Self
• Congruence
• Commitment

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Social Change Model of Leadership- Basic Premise

• Inclusive- of people in positional and
  non-positional roles
• Leadership is a process (not a position)
• Promotes values of equity, social justice,
  self-knowledge, service, collaboration

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Overall Goal of the Model

• Change Believing in the importance of making a
  better world and a better society for oneself and
  others. Believing that individuals, groups, and
  communities have the ability to work together to
  make that change.

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Why get involved in social change?

• Gain knowledge and opportunity
• Have an impact
• Form relationships

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Real Life examples

• Uganda Project
• Pink Gloves

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Future ideas for SCMWhat are your thoughts?

• What are the needs of Temple or Philadelphia that
  should be addressed?
• What has been done to address these needs?
• What resources do you need to make change happen?

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Servant Leadership

• Developing your model
• Correy Brown
• Jay Lou

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Definitions of Leader

• A person or thing that leads.
• A guiding or directing head, as of an army,
  movement, or political group.
• One that leads or guides.
• One who is in charge or in command of others.
• One who heads a political party or organization.
• One who has influence or power, especially of a
  political nature.
• A person who rules or guides or inspires others
• A person who is in front or goes first
• A person who is the head of, organizes or is in
  charge (of something)
• The head of any body as of a tribe, clan, or
  family a person in authority who directs the
  work of others

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The Servant as Leader

• THE SERVANT-LEADER IS SERVANT FIRST
• It begins with the natural feeling that one wants
  to serve, to serve first.
• Then conscious choice brings one to aspire to
  lead. That person is sharply different from one
  who is leader first

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Servant Leadership Traits

• Listening
• Empathy
• Healing
• Awareness
• Conceptualization

• Foresight
• Stewardship
• Commitment to the Growth of People
• Building Community
• Persuasion

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Leader Characteristics
Focusing on Leading others through these
characteristics

• Awareness
• Self Organization
• Sharply awake and reasonably disturbed
  (Greenleaf)
• Persuasion
• Opposite of positional authority
• Convince and build consensus quickly
• Conceptualization
• B.H.A.G. but S.M.A.R.T.
• Big Hairy Audacious Goal Specific, Measurable,
  Achievable, Realistic, and Time bound
• Make time for strategy
• Foresight
• Consequences of present decisions on future
  outcomes

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Combined Characteristics
Characteristics emerging from the combined
Servant Leader dimensions

• Stewardship
• Entrusted with resources of others
• Return on investments
• Commitment to the Growth of People
• Green and growing or ripe and dying (Hunter)
• Not just your favorites
• Building Community
• Effectiveness
• Camaraderie

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The best test, and difficult to administer, is

• Do those served grow as persons?
• Do they, while being served, become healthier,
  wiser, freer, more autonomous, more likely
  themselves to become servants?
• Will they benefit or at least not be further
  deprived?"

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Characteristic Breakout
Breaking out Spears characteristics into 3
dimensions
SERVANT-LEADER
Awareness Persuasion Conceptualization Foresigh
t
Stewardship Commitment to People Building
Community
Listening Empathy Healing

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Servant Characteristics
Focusing on serving others through these
characteristics

• Listening
• Active, not just passive
• 360, top to bottom
• Listen completely before deciding
• Empathy
• Separate person from their work
• Walk a mile in their shoes
• Personable with appropriate individuals
• Healing
• Help your staff become whole
• Consider their history
• Build a future together

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Paradoxes
Servant-Leadership, itself a paradox, requires a
constant balance
Great
Be Without Pride
Planned
Be Spontaneous
Compassionate
Discipline
Enough To
Right
Say, Im Wrong
Serious
Laugh
Admit You Dont Know
Wise
Busy
Listen
Strong
Be Open To Change
Leading
Serve
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Examples of Balance
Paradoxes are not easy to balance. Here are a
few examples

• Great Enough to be Without Pride
• Team gets the credit, you get the blame
• Compassionate Enough to Discipline
• Must not be soft set high expectations and
  follow through
• Right Enough to Say, Im Wrong
• Leaders make mistakes too, admit you are human
• Wise Enough to Admit You Dont Know
• Find out quickly, but do not mislead
• Busy Enough to Listen
• Beware the busy manager they do not lead

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Leading Enough to Serve Focus on the
Organization Humble, no ego or pride Emphasize
the role of others in success Accept
responsibility in failures Constantly seek
opportunities for improvement Roll up your
sleeves Stress what is best for the organization,
not the few 360 Support Listen to
Stakeholders No job too big, no job too
small Participate, listen and build consensus to
lead, not manage Far more
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Transformational Leadership

• "Your time is limited, so don't waste it living
  someone else's life.
• Steve Jobs, Transformational Leader
• Prepared by
• Quanda Garrison

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Transformational Leadership

• What is Transformational Leadership
• The four components
• Recognizing Transformational Leaders
• How to be a Transformational leader

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Transformational Leadership

• Question What is one thing you would change
  about the world if you could?
• It doesnt have to be big, but it should be
  something you care about.

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What is Transformational Leadership?

• leaders inducing followers to act for certain
  goals that represent the values and the
  motivations the wants and needs, the
  aspirations and expectations of both leaders
  and followers
• - James MacGregor Burns

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What does that mean?

• Leaders and followers work together to pursue a
  common goal.
• Bottom up vs. Top down
• The outcome is its own reward

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4 Components

• Be a role model for others through your actions
• Motivate and Inspire
• Generate enthusiasm for your cause!
• Empower
• Solicit input, share decision making
• Stimulate others to take charge
• Individual Consideration

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Recognizing Transformational Leaders
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How to be a Transformational Leader

• Find something you care about
• Inspire others to join your cause
• Empower others to take charge
• So how will you change the world???

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Now What?

• Which Leadership theory or theories suit you
  best?
• Social Change?
• Servant?
• Transformational?
• To find out, complete the survey at the following
  link
• https//docs.google.com/a/temple.edu/spreadsheet/
  viewform?formkeydGNYRjFnd3NIUURIelVES3VMdXVmZEE6M
  Q
• You may need to sign in with your
  AccessNet username and password.

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Thank you!

• The RCC will analyze your results and will be in
  contact with you about your results.
• Based on these results, you will know what
  Foundations of Theory Workshops you should attend.