Final Leadership Styles 2.7 - Georgetown University
2/6/2019Leadership Frameworks and Styles:Implications for Advancing Cultural and Linguistic Competence inDevelopmental DisabilitiesFebruary 7, 2019PRESENTERSAndy AriasDisability Advocate and Policy AdvisorEric BrownEducation and Advocacy CoordinatorRAMP Center for Independent LivingTanisha ClarkeSenior Program ManagerAssociation of University Centers on DisabilitiesBrenda Liz MuñozExecutive Committee Member Georgia Developmental Disabilities CouncilCo‐Lead Latino Community of Practice, Supporting Children and Families with DisabilitiesCenter for Leadership in Disability, School of Public Health, Georgia State UniversityEllen KagenFounder & Director, Georgetown University Leadership AcademySenior Faculty, Leadership Institute for Cultural Diversity and Cultural and Linguistic CompetenceSenior Policy Associate, Center for Child & Human Development, Georgetown UniversitySlide Source: 2019 ‐ Georgetown University National Center for Cultural Competence1
2/6/2019OBJECTIVESParticipants will:1. Define leadership.2. Differentiate leadership from advocacy, management, and authority.3. Reflect on self as leader.4. Describe the impact of culture on leadership styles.5. Identify five leadership styles and their effectiveness in differentsituations related to CLC.6. Reflect on the importance of using varied leadership styles to advanceand sustain CLC and cultural diversity in developmental disabilities.Slide Source: 2019 ‐ Georgetown University National Center for Cultural CompetenceDEFINING LEADERSHIP Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change,Center for Child and Human Development, Georgetown University2
2/6/2019Leadershipisis nota verbabout actiondefined by what you doa nounabout positiondefined by your role Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems ChangeCenter for Child and Human Development, Georgetown UniversityLeadership is envisioning and initiating change by. mobilizing others to.A Process of alter the status quo in response to an urgent challenge orexciting opportunity Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems ChangeCenter for Child and Human Development, Georgetown University3
2/6/2019Leadership is envisioning and initiating change by. mobilizing others to. alter the status quo in response to an urgent challenge or excitingopportunityA Process of embraces relationships andA Behaviorthat has change as its essential goal Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems ChangeCenter for Child and Human Development, Georgetown UniversityLeadership isA Process ofA Behavior thatAn Awareness ofyour choice to envisioning and initiating change by. mobilizing others to. alter the status quo in response to an urgent challenge or exciting opportunity embraces relationships and has change as its essential goal strengthen relationships bring clarity ask a good questionOR shut someone down show frustration blame not show up Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems ChangeCenter for Child and Human Development, Georgetown University4
2/6/2019Leadership applies to every aspect of your life is a personal journey is a 24/7 experience and choice to make Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems ChangeCenter for Child and Human Development, Georgetown UniversityLeadership is aFunction Leadership can be seen as the process of envisioning and initiatingchange, that increases ones social influence/informal authority andresults in mobilizing others to alter the status quo, through learningtogether and achieving a goal they share. Leadership is a type of behavior that embraces relationships and haschange as its essential goal. Whether or not to provide leadership is a matter of individual choice.Source: Ellen B. Kagen , Georgetown University. Adapted from Laufer, N., The Genesis of Leadership, 2008 2019 Ellen B. Kagen, Georgetown University Leadership AcademyGeorgetown University National Center for Cultural Competence,Center for Child and Human Development5
2/6/2019Leadership is not Management Authority Advocacy Strategic Planning Facilitation Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems ChangeCenter for Child and Human Development, Georgetown UniversityLeadershipdoesn’t have to come from above Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems ChangeCenter for Child and Human Development, Georgetown University6
2/6/2019Leadershipcan come from any chair Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems ChangeCenter for Child and Human Development, Georgetown UniversityWhat are you trying to accomplish?What is your leadership challenge related to CLC? A change that could shift the status quo that you aretrying to address? A change which may be easier to tackle with improvedleadership skills? Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems ChangeCenter for Child and Human Development, Georgetown University7
2/6/2019Why do I need to learn about leadership as I promote CLC andcultural diversity in my setting?Increasingly complex communitiesUnprecedented change and challenges whichcan create uncertainty and resistanceTo support individuals experiencing change, Iwill need new and different approachesRequire thetalents,creativity, andleadershipof everyoneEach of you canlead! Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems ChangeCenter for Child and Human Development, Georgetown UniversitySystemResistanceto Change Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems ChangeCenter for Child and Human Development, Georgetown University8
2/6/2019To lead, you must .Knowwhat leadership isBelievethat you can leadUnderstandhow leadership is differentfrom other work you doDevelopyour leadership skills,habits, and behaviors Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems ChangeCenter for Child and Human Development, Georgetown UniversityLeadership and Change“The changes required will be not only in ourorganizations but in ourselves as well. .Only by changing how we think, can we changepolicies and practices. Only by changing how we interact can shared vision,shared understandings and new capacities forcoordinated action be established.”Senge, P. M. (1990) The Fifth Discipline Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems ChangeCenter for Child and Human Development, Georgetown University9
2/6/2019Illustration source: “Who wants change?” Alan O’Rourke, audiencestack.comEllen B. Kagen, MSW, Adaptive Leadership for Systems ChangeCenter for Child and Human Development, Georgetown UniversityAltering YOUR Status QuoPanicStressZoneStretchZoneComfortZoneStressful – you aremore likely to shutdown than learn orgrowStretching – you havean opportunity tolearn and grow!Comfortable ‐ littleopportunity to grow orlearn. Your status quo Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems ChangeCenter for Child and Human Development, Georgetown University10
2/6/2019Management Maintains the status quoLeadership Changes the status quo Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems ChangeCenter for Child and Human Development, Georgetown UniversityManagement and leadership create differentexperiences & ConsistentUncomfortableCalmAnxiousOrderStatus QuoChaosResistance Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems ChangeCenter for Child and Human Development, Georgetown University11
2/6/2019Differentiating Leadership andFormal AuthorityLeadership is a processthat increases one’ssocial influence andresults in mobilizingothers to learn together,create collective vision,and achieve a goal theyshare.Formal authority is thepower invested in a roleto perform certain actsby a formallyestablished procedure,such as a hiring,election,certification/licensure,or organizationalhierarchy. Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems ChangeCenter for Child and Human Development, Georgetown UniversityAdvocacyLeadership Provides focus and attention Provides focus and attention Tells Brings people together Argues Mobilizes resources Persuades Asks and reflects Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems ChangeCenter for Child and Human Development, Georgetown University12
2/6/2019Foundational Leadership Principles toFoster the STRETCH! Self reflection and knowing yourself Cultural awareness of your own world view and theworld view of others Clarity of personal values and creating values alignmentwith others Open to learning, staying curious, and adapting self Persistent personal vision to shift the status quo andcreate a new future, in spite of extreme difficulties Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems ChangeCenter for Child and Human Development, Georgetown UniversityG‐25Let’s chat about yourreflections on leadership.LeadershipReflection What actions do you need to taketo overcome your leadershipchallenge? What change has to happenwithin you to foster the changeyou seek in leading CLC? Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems ChangeCenter for Child and Human Development, Georgetown University13
2/6/2019Real‐time Evaluation Questions1. I am able to define leadership Yes2. I am now able to differentiate leadership from: management I disagree I disagree somewhat I agree advocacy I disagree I disagree somewhat I agree I disagree I disagree somewhat I agree authority No I strongly agree I strongly agree I strongly agreeSlide Source: 2019 ‐ Georgetown University National Center for Cultural CompetenceThe Influence ofCulture on LeadershipSlide Source: 2019 ‐ Georgetown University National Center for Cultural Competence14
2/6/2019A Perspective on Culture and LeadershipSeven DimensionsValues and BehaviorsUniversalism(vs. Particularism)What is more important, rules or relationships?Individualism(vs. Collectivism)Do we function in a group or as individuals?Neutral(vs. Emotional)Do we display our emotions?Specific(vs. Defuse)How separate do we keep our private and work lives?Achievement(vs. Ascription)Do we have to prove ourselves to receive status, or is it given to us?Sequential(vs. Synchronic)Do we do things one at a time, or several things at a time?Internal Control(vs. External Control)Do we control our environment, or are we controlled by it?Data Source: Tromenaars & Hampden‐Turner (1997). Riding the Waves of CultureSlide Source: 2019 ‐ Georgetown University National Center for Cultural CompetenceLet’s chat about culture and leadership.LeadershipReflection How does culture influence yourleadership? How do others view you throughtheir cultural lens as leader?Slide Source: 2019 ‐ Georgetown University National Center for Cultural Competence15
2/6/2019CreativeLeadership Styles:Adapting YourLeadership Styleto eadershipStylesEducationalMotivationalSlide Source: Georgetown University Leadership Academy, Georgetown University National Center for Cultural Competence,Center for Child & Human DevelopmentLeadership StylesDirectiveEducational The use of authority or commandand control. Provide and facilitate learningopportunities or bring in expertise thatenhances the knowledge base.Motivational Providing incentives orcompelling reasons for action.Participatory Ensuring inclusion, providingencouragement, sharing,partnership, and equality.Creative Ability to be imaginative, original, andfocused in order to generate new waysof thinking; discover and create newsolutions.Data Sources: Leadership Styles adapted from a variety of sources including: Kurt Lewin's 1939 Leadership Theory (Directive/Autocratic & Participatory/Democratic) Source: Lewin, Kurt (2010). Resolving social conflicts and field theory in social science. Washington, DC: AmericanPsychological Association. McGregor's X and Y Theory (Motivational Leadership) Source: McGregor, D. (1960). The human side of enterprise. Murphy's Model for Instructional Leadership (Educational)Source: Murphy, J. (1988). Methodological, Measurement, and Conceptual Problems in the Study of Instructional Leadership. Mumford, M. D., Scott, G. M., Gaddis, B., & Strange, J. M. (2002). Leading creative people: Orchestrating expertise and relationships. Leadership Quarterly, 13, 705–750Slide Source: Georgetown University Leadership Academy , Georgetown University Center for Child & Human Development16
2/6/2019POLLING QUESTION 1Have you have ever used any of these leadership styles inyour work to advance CLC and cultural ionalCreative Yes Yes Yes Yes Yes No No No No NoSlide Source: 2019 ‐ Georgetown University National Center for Cultural CompetenceNow let’s hear from our panelistsEric BrownAndy AriasBrenda Liz MuñozTanisha ClarkeSlide Source: 2019 ‐ Georgetown University National Center for Cultural Competence17
2/6/2019Brenda Liz’s Perspectives on herPreferred Leadership StyleSlide Source: 2019 ‐ Georgetown University National Center for Cultural CompetencePOLLING QUESTION 2Which Styles Would You Use?The team leader discovers that somemembers of the home visitingprogram have been using familymember as interpreters. Thiscontradicts organizational policy.What leadership styles areappropriate for this challenge? A. Participatory B. Motivational C. Creative D. Directive E. EducationalSlide Source: 2019 ‐ Georgetown University National Center for Cultural Competence18
2/6/2019Eric’s Perspectives on his PreferredLeadership StyleSlide Source: 2019 ‐ Georgetown University National Center for Cultural CompetencePOLLING QUESTION 3Which Styles Would You Use?What leadership styles would you use if youwanted to inspire organizational staff toredesign community engagement initiativesto be more inclusive of racial, ethnic, andcultural groups in the state/territory? A. Participatory B. Motivational C. Creative D. Directive E. EducationalSlide Source: 2019 ‐ Georgetown University National Center for Cultural Competence19
2/6/2019Tanisha’s Perspectives on her PreferredLeadership StyleSlide Source: 2019 ‐ Georgetown University National Center for Cultural CompetencePOLLING QUESTION 4Which Styles Would You Use?Your organization just received a large grantto increase employment of persons withdevelopmental disabilities, with an emphasison those who have significant disabilities.What leadership styles could the leader useto create a shared vision to change thestatus quo of employment opportunities inthe city? A. Participatory B. Motivational C. Creative D. Directive E. EducationalSlide Source: 2019 ‐ Georgetown University National Center for Cultural Competence20
2/6/2019Andy’s Perspectives on his PreferredLeadership StyleSlide Source: 2019 ‐ Georgetown University National Center for Cultural CompetencePOLLING QUESTION 5Which Styles Would You Use?Some members of the Advisory Council forDevelopmental Disabilities in yourstate/territory are unaware of the extent ofdisparities in services and supports. Whatleadership styles would you use to addressthis challenge? A. Participatory B. Motivational C. Creative D. Directive E. EducationalSlide Source: 2019 ‐ Georgetown University National Center for Cultural Competence21
2/6/2019Real‐time Evaluation Questions3. I am able to cite 5 leadership styles. Yes No4. I am now able to apply varied leadership styles to match specificsituations : I disagree I disagree somewhat I agree I strongly agreeSlide Source: 2019 ‐ Georgetown University National Center for Cultural CompetenceReflection What is my strongest leadership style? Which leadership styles are most challengingfor me? Which leadership styles may be useful toaddress my most pressing challenge in leadingCLC and cultural diversity?Slide Source: 2019 ‐ Georgetown University National Center for Cultural Competence22
2/6/2019REFLECTION“The best leaders don’t know just one styleof leadership – they’re skilled at several andhave the flexibility to switch between stylesas circumstances dictate.”Attribution: Daniel Goleman, (2000) author of “Leadership That Gets Results”, Harvard Business Review, March‐April, 2000, Reprint #R00204Slide Source: 2019 ‐ Georgetown University National Center for Cultural CompetenceReal‐time Evaluation Questions5. How useful was the information shared during this Learningand Reflection Forum ? Not at all useful Somewhat useful Useful Very useful6. How likely are you to use the information from this Learningand Reflection Forum to lead CLC in your setting? Not at all likely Somewhat likely Likely Very likelySlide Source: 2019 ‐ Georgetown University National Center for Cultural Competence23
2/6/2019CONTACT USGeorgetown University National Center for Cultural etown.eduThe content of and this PowerPoint presentation are copyrighted and are protected by Georgetown University's copyright policies.Permission is granted to use this PowerPoint presentation in its entirety and/or individual slides for non-commercial purposes if: the material is not to be altered and proper credit is given to the author(s) and to the National Center for Cultural Competence.Permission is required if the material is to be: modified in any way used in broad distribution.To request permission and for more information, contact cultural@georgetown.edu.24
Feb 07, 2019 · 4.Describe the impact of culture on leadership styles. 5.Identify five leadership styles and their effectiveness in different situations related to CLC. 6.Reflect on the importance of using varied leadership styles to advance and sustain
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particularly leadership. This requires manager to understand the effectiveness and impact of different leadership styles towards employees' performances. ass and Avolio (1994) introduced the Full Range Leadership model (FRL). The model illustrates the most effective leadership styles are transformational and transactional leadership styles.
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Keyword: leadership style, transformational leadership, situational leadership, postsecondary education, online instruction INTRODUCTION There are many leadership styles represented LQ KLJKHU HGXFDWLRQ 6SHFL¿FDOO\ WKHUH DUH D variety of leadership styles used by online college instructors. This study is an exploration of the
Leadership, Servant Leadership, Situational Leadership, Authoritarian Leadership, and Moral Leadership. Although each of these styles had some very positive characteristics, it was found that Spiritual Leadership allowed for various leadership approaches to be applied as needed and these approaches were designed
different leadership styles. These leadership styles vary from creating empathy towards change, thereby reducing resistance, on one end of the spectrum to forcing change, fuelling resistance, on the other end. This paper explores the influence of different leadership styles
Leadership Styles They Adopt (Mokgolo, Mokgolo, & Modiba, 2012). There Are Several Theories And Styles Of Leadership Propounded By Different Authors From Time To Time. More Recently, the Dominant Topology of Leadership Styles Is Articulated By Bass (1980-1997) and His Associates, Avolio and Goodheim (1987).
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