Understanding Leadership For 4H Youth Development

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Understanding Leadership For 4-H Youth
Development
Identify your personal leadership preferences and
approaches
Tobias Spanier Regional Extension
Educator, University of Minnesota
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A Model for 4-H Educational Leadership
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Workshop Goals

• Recognize the three ways to evaluate leadership
  possibilities you as a leader, someone else as a
  leader, or the leadership needs of the situation.
• Understand leadership as a relationship between
  leaders and followers.

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Workshop Goals

• Identify four dynamic areas that capture a
  leaders attention in his or her environment.
• Discover 12 key ways that leadership may be
  demonstrated.
• Gain insight into identifying leadership needs at
  different times and places.

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Workshop Goals

• Gain perspective on how you can contribute to a
  groups success now and in the future.
• Explore ways to encourage active leaders and
  committed followers at all levels of the
  organization.

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Introduction to Leadership

• Identify Admired Leaders
• The Job of Working in 4-H

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How the Job of Leading 4-H Youth Development is
Changing and Why

• Doing less of
• Doing more of
• Why?

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Manager, Leader Follower

• I am a manager in 4-H when
• I am a leader in 4-H when
• I am a follower in 4-H when

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Shadows and ShapesWhat shapes create these
shadows?
The moral of the example That which appears to
be similar, may in fact be rather different and,
different structures can sometimes create similar
results.
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Managers and Leaders

• Managers have influence due to the authority of
  their position and title.
• Leaders are influential because people choose to
  follow them.

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• You can learn more about a person in an hours
  worth of play than in a day of conversation
• Plato

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• Leadership is a reciprocal relationship between
  those who choose to lead and those who decide to
  follow.

? Kouzes Posner Credibility How Leaders Gain
and Lose It, Why People Demand It, 1993
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Following is a choice.
Leaders are those who have voluntary followers.
Geese in Flight How Do They Represent
Leadership? How does the lead goose
demonstrate/perform leadership in this situation?
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Key Points of Understanding Leadership

• Leadership is a dynamic relationship between
  leaders and followers.
• Effective leaders focus on different things in
  response to changing needs.
• Leaders and followers may exchange roles as the
  needs of the situation change.

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Perceiving is Important
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Points of View

• You as a leader
• Someone else as a leader
• Leadership needs of a situation
• Future team leadership development???

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You as a Leader

• How you see yourself in your role.
• What type of leadership is required.
• What type of leadership you offer others.
• How do I behave as a leader?

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Someone Else as a Leader

• How you see the other person in his or her job.
• How you see him/her contributing to the success
  of a group to which you belong.
• What you expect of a person in a leadership role.
• What type of leader you would follow.

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Leadership Needs of a Situation

• How you believe a leader should respond in this
  situation.
• How you perceive the people involved, the goals
  to be met, and any special challenges or
  opportunities.

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1 Meets a challenge head-on _____ B Imagines what
the future looks like _____ P Trusts him or
herself to succeed _____ F Focuses on the need of
followers _____ S Practices what he or she
preaches _____ N
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5
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• Using the letters as a sorting tool,
  transfer the numbers from page 4 to the correct
  lines on the tally box on page 5. You will have
  five numbers for each letter.
• Important hint It works best to look for all
  of the Es, then Ns, then Rs, etc.

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5
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Focus of Attention

• What gets your attention?

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What most often caught your attention as you were
traveling to and entering the Youth U
Conference?
Rural Building and Structures
People
Feelings about Others
Other Ideas
Conference Agenda
Problems to Solve
Rooms
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Leaders Respond to WhatGets Their Attention

• Character
• Leaders respond to their conscience.
• Analysis
• Leaders respond to ideas.
• Accomplishment
• Leaders respond to problems.
• Interaction
• Leaders respond to people.

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Character

• If Character is your primary focus, you listen to
  your own conscience and are concerned with
  commitment. You believe in your values and
  beliefs, and you have the ability to learn from
  experiences.

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Character

• Responds to own conscience
• Has internal concerns
• Reflects values of followers
• Focuses on mission
• Finds sources of hope and enthusiasm
• Is open to learning

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Analysis

• If Analysis is your primary focus, you lead
  through your use of intellectual insights and
  ideas. You have reliable intuition and believe in
  your own judgment. You also have the ability to
  see the bigger picture and the possibilities of a
  situation.

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Analysis

• Responds to ideas
• Has intellectual concerns
• Looks toward the future
• Sees implications, not just facts
• Evaluates risks and opportunities
• Follows intuitive leads

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Accomplishment

• If your primary focus is Accomplishment, you are
  concerned with solving problems, and you like to
  face challenges head on. You also focus on
  getting others to work together as a team.

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Accomplishment

• Responds to problems
• Has external concerns
• Gets things done
• Overcomes obstacles
• Gets people working together
• Takes control

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Interaction

• If Interaction is your primary focus, you are
  concerned with representing people. You can bring
  people together and motivate them to act. You may
  also place the interest of the group above your
  own interests.

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Interaction

• Responds to people
• Has social concerns
• Understands wants and needs of others
• Knows what motivates
• Monitors feelings
• Encourages followers
• Communicates caring

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Plot Your Single Highest Score
Determine your single highest score. Place ONE
sticky dot on the wall graph corresponding to
your highest score.
If other people have a similar score, place your
dot next to their dot.
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Focus Group

• As a small group, generate a list on a flip chart
  page answering the questions,
• What words or phrases would people use to
  describe your leadership strengths?
• What leadership situations would most likely
  benefit from your focus of attention?
• You have 10 minutes to generate your group lists.
  All groups will be asked to post their results.
  We will ask several groups to briefly comment on
  their results.
• Refer back to your I am a Leader When and the
  Job of Leading 4-H activities to look for
  examples.

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Dimensions of Leadership Wheel

• We have explored what gets your attention
• The Dimensions represent the different ways
  people demonstrate leadership. The dimensions
  describe how you behave or what you actually do
  as a leader.
• Now we will explore leadership response patterns
  using the Dimensions of Leadership Wheel turn
  to pages 10 and 11 in your Dimensions booklet.

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Transfer your 12 scores from page 5 to the
Dimensions Wheel
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Scores at or below 10 are Low Emphasis (top of
page 11)
Scores at or above 20 are High Emphasis (bottom
page 11)
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High and Low Emphasis Areas

• Once you have determined your high and low
  emphasis areas, take a few minutes to read about
  the implications.
• The 12 Dimensions are explained in detail on
  pages 12-19.
• Read about your high emphasis areas and also
  about your low emphasis areas

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Implication of High Emphasis Scores

• When to lead
• Why people follow
• Who will follow
• Problems you may encounter

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Internal (Leaders respond to their conscience)
Social (Leaders respond to people)
Intellectual (Leaders respond to ideas)
External (Leaders respond
to problems)
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Character

• Enthusiasm
• Pursues objectives with passion and optimism and
  attracts others to the cause.
• Integrity
• Leads through honesty and acceptance of personal
  responsibility.
• Self-Renewal
• Strives to learn and grow easily adapts to
  changing circumstances.

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Analysis

• Fortitude
• Acts with courage and confidence in the face of a
  challenge.
• Perceiving
• Sees the big picture and alternative
  possibilities uses intuition and creativity.
• Judgment
• Knows what needs to be done and anticipates
  consequences.

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Accomplishment

• Performance
• Gets results by overcoming barriers to
  effectiveness.
• Boldness
• Takes an uncompromising approach that involves
  facing problems head-on.
• Team-Building
• Accomplishes results through others by getting
  them to work together.

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Interaction

• Collaborating
• Shares rewards and responsibilities with others
  in the group.
• Inspiring
• Energizes, motivates, and encourages others to
  act.
• Serving Others
• Takes cues from followers provides what others
  cant get on their own.

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Small Group Activity

• Divide into small groups according to your
  highest score of the 12 Dimensions.
• In your group talk about the following two
  questions and record your observations on a flip
  chart.

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Small Group Questions

• What words or phrases would people use to
  describe your leadership strengths?
• What are some situations where your behavior
  related to your high dimension served as a great
  asset for your group?
• What are some situations where your behavior
  related to your high dimension was problematic
  for your group?
• Summarize your comments on a flip chart.
• Be prepared to report an example from each
  question.

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Leadership Process(Out-In-Out)

• Out
• Something gets your attention (Focus).

In You process observations, thoughts, and
feelings, and you make choices.
Out You respond by doing something (Dimension).
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Leader/Follower Response Grid
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Reasons Why PeopleChoose Not to Lead

• May already be committed as a leader in other
  aspects of his or her role.
• May believe someone else is more effective as a
  leader in this particular area.
• May have decided it is time to let someone else
  step forward to take the lead.

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Reasons Why People Choose Not to Lead

• May not be interested in reaching out to people
  in a particular way.
• Organization may be set up so that only managers
  or others with certain titles are allowed take on
  leadership responsibilities.

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Leader/Follower Action Cycle

• How to choose your contributions
• 1. Perceive the situation.
• 2. Evaluate your Dimensions of Leadership in
  terms of this situation.
• 3. Choose to lead or follow.
• 4. Identify contributions and specific action
  steps.
• 5. Evaluate your contributions and the current
  situation.
• 6. Repeat, beginning with step 1.

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• It is a terrible thing to look over your
  shoulder when you are trying to lead and find no
  one there.
• ? Franklin Delano Roosevelt

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Key Concepts

• Three leadership perspectives
• You as a leader
• Someone else as a leader
• Leadership needs of the situation
• Consider the importance of the follower role and
  how you can contribute as a follower.

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Key Concepts

• Leadership is a relationship in which someone
  chooses to lead and others decide to follow.
• Leaders respond to four constantly changing
  Focuses of Attention in their environment
• - Character - Analysis
• - Accomplishment - Interaction

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Key Concepts

• Based on the most immediate Focus of Attention, a
  leader responds to the situation with one or more
  of the 12 Dimensions of Leadership.
• Different leadership dimensions can contribute to
  the same situation, and a leaders primary
  dimension may be influenced by his or her
  interests, abilities, or experiences.

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Framing 4-H REE Work as Educational Leadership

• The role of the REE is to contribute to the
  mission of 4-H YD by providing educational
  leadership to program development pedagogy
  stakeholder relationships human resource
  development financial stewardship access,
  diversity and inclusion and, professional
  service.
• This document is designed as a guide for framing
  your work and describing this work to internal
  and external stakeholders.

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Team Development

• Your handout packet contains a worksheet you may
  choose to use and discuss.

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Evaluation and Future Resources

• Let me know what worked well and what we can
  improve!

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Understanding Leadership for 4-H Youth Development
Thank You!
Tobias Spanier Regional Extension
Educator, University of Minnesota