LEADERSHIP. Emergency Preparedness Leadership Training Series

Transcription

1 LEADERSHIP Emergency Preparedness Leadership Training Series

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4 Series Schedule Dates: April 1, 2015, Noon to 1 p.m. (PT) 2:00 p.m. to 3:00 p.m. (CT) Introductory webinar. Overview of successful leadership skills and introduces the case study used throughout the month. April 6-28, 2015 Self-paced activities. Participants watch five short videos and answer follow-up questions on change management, decision making, and communication. April 29, 2015, Noon to 1 p.m. (PT) 2:00 p.m. to 3:00 p.m. (CT) Wrap-up webinar. The wrap-up webinar and discussion session will review the case material.

5 Welcome Tao Kwan-Gett, MD, MPH, Director Northwest Preparedness and Emergency Response Learning Center Vicki Tall Chief, Ed.D, Director, Southwest Preparedness and Learning Response Center

6 The Training Series Leadership Change Management Decision-making Communication

7 Introduction LEADERSHIP

8 Learning Objectives 1. Define leadership 2. Identify characteristics of a successful leader 3. Describe traits of leadership 4. Describe various techniques used to develop leadership in organizations

9 Why is leadership important in emergency preparedness? With the changes in emergency management paradigms and the myriad of emergencies responses required, emergency management function and leadership are stretched beyond their traditional scope. Those working in emergency preparedness need to engage in political and organizational analyses, conduct strategic thinking, and enhance leadership skills.

10 Leadership Concepts Leader An individual within a group or an organization who wields the most influence over others. Leadership The process whereby one individual influences other group members toward the attainment of defined group or organizational goals.

11 Leadership Characteristics Involves non-coercive influence Is goal directed Requires followers Leader noncoercive influence Follower attains Goal

12 Leaders and Managers Leaders primarily are responsible for establishing an organizational mission, whereas managers primarily are responsible for implementing that mission through others. The intermediate steps formulating a strategy for the mission and increasing people s commitment toward it tend to be performed by either leaders or managers. It is these overlapping functions that make the distinction between leaders and managers blurred in actual practice.

13 The Trait Approach Great Person Theory The view that leaders possess special traits that set them apart from others and that these traits are responsible for their assuming positions of power and authority

14 Multiple Domains of Intelligence Intelligence is measured in several different ways: Cognitive intelligence: Traditional measures of the ability to integrate and interpret information. Emotional intelligence: The ability to be sensitive to one s own and others emotions. Cultural intelligence: Awareness of cultural differences between people.

15 Leadership Behavior Autocratic leadership style Participative leadership style

16 Autocratic-Delegation Continuum An approach to leadership describing the ways in which leaders allocate influence to subordinates Autocratic decision Leader is not influenced by others Less participative More participative Delegation Leader permits others to make decisions Consultation and joint decisions

17 Dimensions of Leader Behavior (high) Low concern for production High concern for people High concern for production High concern for people (low) Low concern for production Low concern for people Consideration (high) Initiating structure High concern for production Low concern for people (low)

18 The Managerial Grid (1,9) Country club management (1,1) Impoverished management Concern for people Concern for production (9,9) Team management the ideal style (5,5) Middle-of-the-road management (9,1) Task management

19 Leaders and Followers The leader-member exchange (LMX) model The challenge of leading work teams The attribution approach

20 Leader-Member Exchange A theory suggesting that leaders form different relations with various subordinates and that their nature can exert strong effects on subordinates performance and satisfaction.

21 Leading Self-Managed Work Teams Instead of directing people, work at building trust and inspiring teamwork. Rather than focusing simply on training individuals, concentrate on expanding team capabilities. Instead of managing one-on-one, attempt to create a team identity. Instead of working to prevent conflict between individuals, make the most of team differences. Rather than simply responding to change reactively, try to foresee and influence change.

22 Attribution Approach The approach to leadership that focuses on leaders attributions of followers performance that is, their perceptions of its underlying causes.

23 Change-Oriented Leadership Charismatic leadership Pragmatic leadership Transformational leadership

24 Charismatic Leadership Qualities of Charismatic Leaders Self-confidence A vision Extraordinary behavior Recognized as change agents Environmental sensitivity Reactions to Charismatic Leaders Above-normal levels of performance High levels of devotion, loyalty, and reverence toward the leader Enthusiasm for and excitement about the leader and his or her ideas In general, reactions tend to be highly polarized people either love them or hate them

25 Pragmatic Leadership Problem solving approach Needed characteristics Influence Appeals to common interests & values Effective communication Entrepreneurship incorporating technical and social innovation

26 Transformational Leadership Characteristics of Transformational Leadership Intellectual stimulation Individualized consideration Inspirational motivation

27 Substitutes for Leadership The view that high levels of skills among subordinates or certain features of technology and organizational structure sometimes serve as substitutes for leaders, rendering their guidance or influence superfluous. Examples: Individual characteristics such as a high level of knowledge, commitment, or experience on the part of subordinates. Jobs that are structured in ways that make direction and influence from a leader redundant. Characteristics of organizations such as work norms, group cohesion, and technology.

28 Leadership Development The practice of systematically training people to expand their capacity to function effectively in leadership roles. These efforts have focused on three major areas of emphasis: Developing networks of interaction within and between organizations. Developing trusting relationships. Developing common values and shared visions with others.

29 Leadership Development Techniques 360-degree feedback Networking Executive coaching Mentoring Job assignments Action learning

30 How are these concepts applied?

31 The Ebola Case First U.S. case diagnosed in Dallas Role of leadership Management process Communication and information sharing Decision-making

32 Questions Can you identify the type of leadership in your organization? How do you interact with the leadership? Or, if you are in leadership position, how do you interact with other organizational members? Do you think that leaders who try to make change need to have a vision?

33 References Greenberg, J Behavior in Organizations (10 th Edition). Pearson Higher Education. Kowalski-Trakofler, K.; Vaught, C.; Scharf, T. Judgment and decisionmaking under stress: An overview for emergency managers. International Emergency Management. 2003, 9, Waugh, W; Streib, G. Collaboration and Leadership for effective emergency management. Public Administration Review. 2006,

34 Series Schedule Reminders Complete your survey from survey monkey Complete your self-paced webinars April 6-28, 2015 Self-paced activities. Participants watch five short videos and answer follow- up questions on change management, decision making, and communication. April 29, 2015, Noon to 1 p.m. (PT) 2:00 p.m. to 3:00 p.m. (CT) Wrap-up webinar. The wrap-up webinar and discussion session will review the case material.

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