TRANSFORMATIONAL LEADERSHIP

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2 TRANSFORMATIONAL LEADERSHIP Rosemary Gray Child Support Supervisor II, Alameda Cherie Taylor-Dodge Child Support Supervisor II, Alameda

3 AGENDA Leadership Defined Leadership and Organizational Outcomes Knowing and Improving your sense of self Enhancing your Leadership Tool Box Reflection in Action

4 LEADERSHIP DEFINED Leadership is a process by which a manager can direct, guide and influence the behavior and work of others towards accomplishment of specific goals in a given situation. Leadership is the ability of a manager to encourage employees to work with confidence and enthusiasm.

5 THE STATE OF OUR WORKFORCE Only 1 in 5 workers was enthusiastic about their team s goal and organization s goal. Only 1 in 5 workers said they have a clear line of sight between their tasks and their team s and organization s goals. Only half were satisfied with the work they have accomplished at the end of the week.

6 LEADERSHIP PRACTICES AND ORGANIZATIONAL PERFORMANCE Intended Practices Actual Practices Perceived Practices Employee reactions Organizational performance Intended practices what you speak of doing Actual practices what you actually implement Perceived practices what employees perceive and interpret Employee reactions response to subjective perception

7 TRANSFORMATIONAL LEADERSHIP Leadership is proactive The leader works to change the organizational culture by implementing new ideas Leaders motivate employees to achieve the organizations objectives by appealing to higher ideals and moral values The leader motivates employees by encouraging them to transcend their own interests for those of the group or team

8 STARTING POINT

9 PERSPECTIVE: WHO ARE YOU? What are your strengths How do you perform What are your values Where do you belong What should you contribute

10 YOUR WORLD VIEW A person's worldview is affected by many factors. Some parts of a worldview are shared within the workplace and other parts differ for each individual. Worldview Factors: Beliefs Background Past experiences and life situations Values, attitudes, and habits

11 SELF-IMAGE HOW YOU SEE YOURSELF Confident vs Insecure Mature vs Immature Humble vs Arrogant Experience vs Inexperienced Capable vs Incapable

12 The range of what we think and do is limited by what we fail to notice. And because we fail to notice that we fail to notice, there is little we can do to change; until we notice how failing to notice shapes our thoughts and deeds. R.D. Laing

13 IMPROVING SENSE OF SELF Know Yourself, Control Yourself, Give Yourself Self-management Self awareness Social awareness Social skills

14 SELF MANAGEMENT Self control Trustworthiness Integrity Initiative Adaptability and comfort with ambiguity Openness to change Strong desire to achieve

15 SELF-AWARENESS EMOTIONAL AWARENESS ACCURATE SELF- ASSESSMENT SELF- CONFIDENCE

16 SELF-AWARENESS Individual level (independent, autonomous, selfinterest) focuses on oneself as a unique being. Interpersonal level individuals are interdependent, and a premium is placed on the nature of the interaction, the potential for personal connection, and intimacy. Collective level focus is on oneself as a prototypical member of a group.

17 SOCIAL AWARENESS Empathy Expertise in building and retaining talent Organizational awareness cross-cultural sensitivity Valuing diversity Service to stakeholders

18 SOCIAL SKILLS Leadership Effectiveness in leading change Conflict management Influence/communication Expertise in building and leading teams

19 OBSTACLES ALONG THE WAY Emotional challenges Mistaking self-image (a perception of reality) for our real selves (actuality) Vulnerability to external changes Lack of humility Lack discipline

20 They argue that at work we are trained in time management, in negotiation, and in quality procedures, but we are never taught to notice how we are relating physically and energetically to people, events and content of our jobs. Chatterjee

21 IDENTIFYING THE LEADER IN US When we aspire to become a leader, we imitate the personalities of our idols, mentors, and/or superiors

22 QUALITIES OF AN EFFECTIVE LEADER Ability to influence and guide Intelligence, maturity, and personality Knowledge of work Sense of responsibility Self-Confidence Humanist Empathy A good leader inspires a team to have confidence in the leader. A great leader inspires a team to have confidence in themselves. -Richard Kovacevich - Ceo, Wells Fargo

23 BEHAVIORS OF AN EFFECTIVE LEADER LEAD AND INSPIRE OTHERS COMMUNICATE CLEARLY FUNCTION EFFECTIVELY IN A GROUP THINK CREATIVELY NAVIGATE CHANGE SUCCESSFULLY

24 BEHAVIORS OF AN EFFECTIVE LEADER MANAGE CONFLICT PRODUCTIVELY LIVE IN QUESTIONS, NOT ANSWERS ENHANCE ORGANIZATIONAL PERFORMANCE PROMOTE INNOVATION AND CREATIVITY

25 REALIZATION IN ACTION POWER vs. EMPOWER Altered Influence Rarely provides avenue for feedback Limits approaches to resolution Lack of Moral Authority Inhibits Lasting Change Energizes and Develops Staff Transparency Shared Vision Increased Engagement Ownership Improved Productivity Embrace Change Accomplish Goals Sense of Value & Trust

26 EMPOWERMENT MECHANISTIC Start at the top Clarify the organizations mission, vision, and values Cleary specify the tasks, roles, and rewards Delegate responsibility ORGANIC Start at the bottom with employee needs Model empowered behavior Build team to encourage cooperation Trust people to perform Hold people accountable for results

27 LEADERSHIP PHILOSOPHY Your leadership philosophy is a statement aligned with your values that helps you inspire consistent high performance and positive relationships with all of your team members, every day. A leadership philosophy is different than your personal purpose, values, and valued behaviors. It is specific to your leadership efforts in the workplace whenever you are taking a leadership role.

28 LEADERSHIP PHILOSPHY - QUESTIONS Key Elements Reasons for being a leader Results as a leader Who are you serving? Impact

29 LEADERSHIP PHILOSOPHY - OUTCOMES OUTCOMES Effective Leadership Behavior Inspire future skill development Leverage team member skills/competencies Relationship with team

30 LEADERSHIP PHILOSOPHY EXERCISE Identify Your Leadership Values Uncover Your Leadership Assumptions Understand Your Leadership Beliefs "Leadership is influencing people, by producing purpose, direction, and motivation, while operating to accomplish the mission and improving the organization

31 MODEL FOR CHANGE Know the Difference between leading and managing Improve your emotional intelligence competencies Develop your sense of purpose Show courage Use candor Remind yourself that you re in a leader s role at the discretion of those you serve

32 STRATEGIES FOR CHANGE Develop a leadership philosophy Assess Yourself Be adaptively authentic Find and utilize an accountability partner Develop patience Teach what you learn Integrate what you learn into your life Learn by doing Coach rather than teach

33 SKILL DEVELOPMENT Cognitive Knowledge (understanding of your role and responsibilities) basic technical skills that the job requires Behavioral skills ability to repeat the behavior watching, modeling others, - simulations, case studies, and most important, experience Moral and psychological grounding - enables you to act with consistency and integrity

34 Self-knowledge is best learned, not by contemplation, but by action. Strive to do your duty and you will soon discover of what stuff you are made of. Johann Goethe

35 BIBLIOGRAPHY Chatterjee, D. (1998). Leading Consciously: A Pilgrimage Toward Self-Mastery. Woburn: Butterworth-Heinemann. Covey, S. R. (2004). The 8 th Habit: From Effectiveness to Greatness. New York: Free Press. Deetz, S. A., & Tracy, S.J., & Simpson, J.L. (2000). Leading Organizations Through Transition. Thousand Oaks: Sage Publications, Inc. Denhardt, R. B., & Denhardt, J. V., & Aristigueta, M. P. (2013). Managing Human Behavior in Public and Nonprofit Organizations. Thousand Oaks: SAGE. Emotional Intelligence for Leaders. Management Study Guide. Retrieved from Hayward, C.R. (2000). De-Facing Power. New York. Cambridge University Press.

36 BIBLIOGRAPHY Qualities of a Leader. Management Study Guide. Retrieved from Reinecke, M. A. (2010). Little Ways to: Keep Calm and Carry On. New York: MJF Books. Role of a Leader. Management Study Guide. Retrieved from Walton, D. (2012). Emotional Intelligence: A Practical Guide. New York: MJF Books. Ways to Empower your Employees with Transformational Leadership. Forbes Entrepreneurs. Retrieved from Edmonds. S.C (2011). What s Your Leadership Philosophy? The Purposeful Culture Group. Retrieved from

37 Rosemary Gray Supervisor II - Alameda Co DCSS rosemary.gray@acgov.org Cherie Taylor-Dodge Supervisor II - Alameda Co DCSS cherie.taylor-dodge@acgov.org Please be sure to complete the session evaluation.

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