O slideshow foi denunciado.
Seu SlideShare está sendo baixado. ×

Module 4_Leadership.pptx


Confira estes a seguir

1 de 31 Anúncio

Mais Conteúdo rRelacionado

Semelhante a Module 4_Leadership.pptx (20)

Mais recentes (20)


Module 4_Leadership.pptx

  1. 1. Building Leadership in the Community
  2. 2. STARTER DEFINITIONS Leadership … the act of leading; i.e., providing direction and motivation to others in order to collectively achieve some mutual objective. • Leadership is important because community objectives cannot be accomplished by any one individual. Ethics … the adherence to the values and norms of society overall • Ethics are important because they represent the broader values and rules of society with which each person is expected to comply. Leaders have a greater responsibility to demonstrate ethical behavior because their actions and words have a greater influence on the actions of others.
  3. 3. LEADERSHIP – A COMPREHENSIVE DEFINITION Leadership is … a process through which people (e.g., team members) are influenced in some way to accomplish goals, generally group goals. • People … provide the resources and talent necessary to achieve the goals. • Influence … the ability of one person to cause a change in the behavior of another person. • Goal … the expected end result of the leadership … the accomplishment the group hopes to achieve. One way to sort through all of the opinions about leadership is to ask a couple of basic questions.
  4. 4. LEADERSHIP QUESTION 1 – IS LEADERSHIP BASED ON Traits & Characteristics … or … Behaviors?
  5. 5. SOME EXAMPLE LEADER TRAITS Resilience Energy Self confidence and esteem Decisiveness Personal integrity and honesty Enthusiasm Persistence and tenacity Note: This is not an exhaustive list!
  6. 6. SOME EXAMPLE LEADER BEHAVIORS Communications skills (including listening) Technical knowledge (i.e., does the leader know what he or she is talking about?) Interpersonal skills (i.e., the ability to effectively interact with others) Envisioning the future Note: This is not an exhaustive list, either!
  7. 7. LEADERSHIP QUESTION 2 – IS LEADERSHIP Always the same … or … Variable?
  8. 8. QUESTION 2 – THERE ARE ARGUMENTS BOTH WAYS! There is value in changing leadership traits and behaviors to fit the situation at hand. • For example, a participative approach may work well for routine meetings, while a more autocratic decision process may be required for a crisis situation. There is value in keeping some things consistent so that the leader’s actions are somewhat predictable • For example, followers may be able to say that “in this situation, our leader would approach it this way”. • This allows the group to continue to function in the absence of the leader. • Note that consistent doesn’t mean identical. In the first example, the autocratic decision making can still be preceded by an abbreviated discussion between leader and followers.
  9. 9. OTHER CONSIDERATIONS A Servant Leader (or Steward Leader) functions to serve others. • They tend to be more inclusive, and recognize the stewardship of resources and responsibilities Leadership can be both “transactional” and “transformational”. • Transactional means there is an exchange … the leader provides something of value to a follower in exchange for work toward the goal. This “something of value” can be as simple as a “thank you”. • Transformational means the leader motivates individuals toward a higher cause without any expectations on their part of receiving something of value … even a “thank you”. Effective volunteer leaders attempt to use both transactional and transformational behaviors.
  10. 10. THE ROLE OF POWER IN LEADERSHIP Leadership relies on the leader’s influence to motivate people to achieve the group’s objectives. • Power is the influence that one person has over another person. • Therefore, leadership and power are connected. The word “Power” can have some negative connotations. • However, power itself is neither good nor bad. The positive or negative connotations come from the context and manner in which the leader exerts the influence or power.
  11. 11. SOME SOURCES OF POWER There are several sources of power. Some of the more common sources are: • Reward power … where a follower’s actions are based on a belief that the leader will provide rewards if the expectations are met. • Legitimate power … where a follower’s actions are based on a belief that the leader has a legitimate right to influence (for example, the Chair of a Committee). • Referent power … where a follower’s actions are based on a desire to be associated or work with the leader. • Expert power … where a follower’s actions are based on a belief that the leader has special knowledge. Leaders generally use more than one source of power at any one time.
  12. 12. THE R.A.T.E. MODEL Community leadership development has four basic steps: • Step 1 – Recruit leaders and potential leaders • Step 2 – Assess those leaders to determine how to best utilize their skills for both individual and community successes • Step 3 – Teach those leaders how to become even more effective • Step 4 – Engage those leaders in leadership assignments.
  13. 13. RECRUITING LEADERS This involves identifying both established and potential community leaders – and asking them to step into leadership roles. The places to look include the existing leaders and members of community committees, task forces, advisory groups, boards, commissions, etc. Some potential leaders may not think of themselves as such. In this case, their mental image of “leaders” may need to be expanded. Other potential leaders may not have stepped forward simply because they haven’t been asked. Community leadership assignments should focus on both community and individual success.
  14. 14. ASSESSING LEADERS In community leadership development, leadership assessment is primarily an individual task. The purpose is for the leader to understand his/her strengths and areas that need improvement. • Leverage the strengths and identify development activities to improve the rest. The leader also benefits when others provide him/her feedback regarding their perspectives of the leader’s strengths and weaknesses. • This is sometimes called a “360° assessment”. The assessment should be based on desired leadership attributes. The lists on slides 7 and 8 can be used as a starting point.
  15. 15. TEACHING LEADERS There are four basic approaches to “teaching” leadership … where “teaching” is interpreted broadly. • Experience … probably the best way to learn. • People will make leadership mistakes. These should be learning experiences. But, no one should be set up for failure. • Self-Study … provides the most schedule flexibility. • One variation is for several individuals to periodically meet to discuss and exchange ideas about leadership. • Formal Study … includes dedicated community training programs, college classes, and workshops. • Mentoring … involves one-on-one relationships where a more experienced leader serves as a sounding board for the novice leader
  16. 16. ENGAGING LEADERS Get leaders involved in leading. Then provide feedback on their leadership performance so that they can improve. Learning by doing is a common approach in adult training (as opposed to elementary and secondary education). • Adults generally respond better to training where they have an understanding of why the topic is being taught. • Individuals actually encountering leadership dilemmas are more attuned to absorbing leadership training.
  17. 17. DOES THE R.A.T.E. MODEL NEED ANOTHER “R”? In order to make the RATE model an ongoing process, consider one more verb … Renew. Without a deliberate effort to ensure leaders renew themselves, they will eventually burn out. • This applies to community leaders as well as leaders in other settings. This renewal process allows individuals to serve the community for a longer period of time and in a more effective manner. The renewal actions will vary from individual to individual. The R.A.T.E. model doesn’t have to be revised to add another “R”, as long as leader renewal is a consideration in the community leadership development process.
  18. 18. CONCLUSIONS First, and maybe foremost, anyone can be a leader. Leadership is not a characteristic determined at birth. Leadership skills involve both traits and behaviors. These skills can generally be acquired through practice. The RATE model is a simple way to remember how to approach community leadership development • Recruit, Assess, Teach, Engage leaders and potential leaders. The ethical behaviors of leaders have a direct impact on the ethical behaviors of others in the organization. • Actions speak louder than words. Effective community leaders also see the development of additional community volunteers as a part of their overall responsibility.
  19. 19. STOP AND REFLECT What are the top five things on your leadership development list for you to become an effective community leader? • What are the immediate next steps to get started on this list? • Who else do you need to help you with this personal leadership development list?
  21. 21. CONTRIBUTING LEADER • Focused on providing reliable information to the team. • Sets high standards for personal and team performance. • Team members credit this kind of leader with excellent organizational abilities, including management of budget and schedules. • Has tendency to be narrow minded of mental pictures and firmness.
  22. 22. COLLABORATING LEADER • Focused on fulfilling the overall goals and mission of the team. • Has the “bahala na “ spirit of flexibility. • Team members credit this kind of leader with vision and far-ranging intellect. • Tends to lose track of details and undervaluing small, but necessary tasks.
  23. 23. COMMUNICATING LEADER • Focused on the process by which team attains its goals. • Listens well and encourages participation by all team members. • Team members credit this kind of leader with good people skills and conflict resolution abilities. • Tends to care for people and process for good results.
  24. 24. CHALLENGING LEADER • Focused on enhancing team performance through “gadfly” questions and comments. • Often disagrees or appears to disagree with the approaches, processes, and conclusions of the group. • Team members credit this kind of leader with permitting risks and independent judgment. • Tends to become perfectionistic without considering the weaknesses of others in terms of their capabilities.

Notas do Editor

  • 1 hours- Activity: Mindfield (using the chair and other objects as obstacle, each member of the group will pass the field to the other area. Everyone will become a leader. 5 groups only.)
    30 min – discussion
    30 mins – reporting
    1 hour - discussion

    Everyone has the potential to become a community leader. It could be we become emerging leader or born leader. Now with such activity, we are able to see how are we so far in terms of leading. and to help us further with it lets answer the following question.
  • Answer.. Its both.
  • Taking Test