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Leadership for the Common Good Fieldbook

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Leading in a democracy not within business settings ... Franklin Delano Roosevelt. Leading for the Common Good. Outcomes and Impacts ... – PowerPoint PPT presentation

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Title: Leadership for the Common Good Fieldbook


1
Leadership for the Common Good Fieldbook
  • Tools for acting in a
  • shared-power world
  • Dick Senese
  • University of Minnesota
  • Extension Service

2
Leadership for the Common Good
  • Leading in a democracy not within business
    settings
  • Public leadership in a public arena with an
    engaged constituency
  • Specific tools to help communities engage in
    democratic decision-making and action

3
Leadership for the Common Good Our Role
  • Communities ask Extension to help delineate their
    situation in light of the common good often due
    to our neutrality and content expertise
  • Assist with the formation, modification and/or
    implementation of some public policy
  • Recognize the shared power arrangement needed to
    address public issues

4
Leadership for the Common Good
  • Resources
  • Book - John Bryson and Barbara Crosby
  • New edition out this year
  • Fieldbook Barbara Crosby, John Bryson Sharon
    Anderson
  • Tools to help Extension help communities CD ROM
  • A University of Minnesota partnership between the
  • Humphrey Institute of Public Affairs and Extension

5
Why a fieldbook and CD-ROM?
  • Research shows better impact when leadership is
    undertaken within a single framework less
    likely to overlook key aspect
  • A set of tools to help turn public policy
    research into real community action

6
Leadership for the Common Good Taking Action
  • Four Inter-related Constructs
  • Power Distribution
  • Policy Change Cycle
  • Locus of Control
  • Leadership Demands

7
Power Distribution
  • You can issue an order around here and if you can
    figure out what happens to it after that, youre
    a better person than I am.
  • Harry S. Truman

8
In-Charge Organization
  • Boundary of organization contains the problem
  • Well-understood way to address the problem
  • Authority is seen as legitimate
  • Adequate resources
  • Goals are clear

9
Shared-Power World
  • Public problems spill beyond the boundary of any
    one organization
  • A network of actors is needed to address the
    problem
  • Power is referentially based

10
Shared Power World
  • Shared capabilities exercised in interaction
    between or among actors to further achievement of
    their separate and joint aims
  • Individuals, groups, organizations and/or
    institutions coalition-like
  • Mixed-motive situation with right of exit

11
Policy Change Cycle
12
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13
Policy Change Cycle
  • The policy change cycle is the general process by
    which leaders and followers tackle public
    problems in a shared-power, no-one-in-charge
    world.
  • The process is played out as a series of
    interconnected activities with shifting purposes
    in shifting contexts.
  • The process is a structured anarchy between and
    among various stakeholders

14
Stakeholder
  • A stakeholder in a policy change effort is any
    person, group or organization that is affected by
    the causes or consequences of the issue.
  • The key to success in policy change efforts is
    the inspiration and mobilization of enough key
    stakeholders to adopt policy changes and protect
    them during implementation.

15
Locus of control
  • Forums

Courts
Arenas
16
Forums, Arenas and Courts
  • Forums, arenas, and courts are the three typical
    settings we rely on to address messy problems in
    a shared-power world.
  • Leaders can have the greatest impact through the
    wise design and use of forums, arenas, and
    courts.
  • They are the primary shared-power settings in
    which leaders and constituents work together to
    build regimes of mutual gain.

17
The Use of Forums
  • Forums are where people frame and reframe public
    issues. Formal and informal forums link speakers
    and audiences to create and communicate shared
    meaning through discussion, debate, dialogue, and
    deliberation.

18
Forums Examples and Effects
  • Task forces, discussion groups, brainstorming
    sessions, public hearings, formal debates,
    newspapers, television, radio, plays,
    conferences, professional journals
  • Create a list of issues, conflicts, policy
    preferences, or decisions to be discussed or not
    discussed

19
The Use of Arenas
  • Arenas are where legislative, executive, or
    administrative decisions are made and
    implemented.
  • Leaders help others influence the making and
    implementing of decisions in formal and informal
    arenas.

20
Arenas Examples and Effects
  • Legislatures, city councils, boards of directors,
    cabinets, executive committees, and cartels
  • Create actual decisions and implementing actions
    as well as non-decisions

21
The Use of Courts
  • Courts are where decisions and conduct are judged
    or evaluated, usually to manage residual
    conflicts or settle residual disputes.
  • Leaders must be able to invoke the sanctions of
    formal and informal courts to enforce and
    reinforce ethical principles, laws and norms

22
Courts Examples and Effects
  • The court of public opinion (probably the most
    powerful court), formal courts or tribunals,
    professional licensing bodies, administrators
    settling disputes among subordinates
  • Determine which decisions and conduct are
    permitted or not permitted

23
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24
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25
Leadership Demands
Public leadership is the inspiration and
mobilization of others to undertake collective
action in pursuit of the common good. Barbara
Crosby
26
Key competencies for leaders
  • Leadership in Context - Understanding the
    context, including social, political, and
    economic givens
  • Personal Leadership - Understanding the people
    involved, especially oneself
  • Team Leadership - Building teams, identify and
    understand stakeholders, empower the team, manage
    group process issues
  • Organizational Leadership Nurturing effective and
    humane organizations, inter-organizational
    networks, and communities

27
Key competencies for leaders
  • Visionary Leadership - Creating and communicating
    meaning
  • Political Leadership - Making and implementing
    legislative, executive, and administrative policy
    decisions
  • Ethical Leadership - Sanctioning conduct that
    is, enforcing or reinforcing ethical principles,
    laws, and norms, and resolving residual conflicts
  • Putting It All Together - Coordinating leadership
    tasks in policy change cycles

28
  • It is a terrible thing to look over your
    shoulder when you are trying to lead and find no
    one there.
  • ? Franklin Delano Roosevelt

29
Leading for the Common Good Outcomes and Impacts
  • Increase BRIDGING social capital
  • Increase in LEADERSHIP CAPACITY of a community
  • Increase likelihood of project success

30
Measuring Outcomes and Impacts
  • Our Community Assessing our social capital
  • Measures nine factors of social capital in rural
    communities
  • Field testing instrument in three communities now
    (N 800)
  • Zones of Leadership
  • Measures a communitys leadership capacity based
    on Bob Terrys Zones of Leadership

31
Leadership for the Common Good Fieldbook
  • Tools for acting in a
  • shared-power world
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