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RCC Leadership (LEAD) Certificate Leadership, Excellence, and Development

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RCC Leadership (LEAD) Certificate Leadership, Excellence, and Development Introduction to Leadership Theories Now What? Which Leadership theory or theories suit you best? – PowerPoint PPT presentation

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Title: RCC Leadership (LEAD) Certificate Leadership, Excellence, and Development


1
RCC Leadership (LEAD) CertificateLeadership,
Excellence, and Development
  • Introduction to Leadership Theories

2
Why should YOU pursue the LEAD Certificate?
  • A LEAD Certificate from the RCC can give you the
    knowledge to succeed at Temple and beyond
  • LEAD Certification will allow you to
  • Develop an understanding of major leadership
    theories
  • Determine your own personal leadership philosophy
  • Practice leadership skills

3
Spring 2012 LEAD Series 3 Phases
  • Phase I Intro to Leadership Theory
  • Review 3 major leadership theories
  • Choose which 1 or 2 theories you would like to
    pursue
  • Phase 2 Foundations of Leadership Theory
  • Attend 2 workshops to delve deeper into the
    theory you chose
  • Phase 3 Culmination
  • Complete your written assessment
  • If completed successfully, attend celebration
    receive certification

4
Welcome to Phase 1
  • The goal of this workshop is to introduce you to
    the 3 major Leadership Theories you will have the
    choice to pursue
  • Social Change Model of Leadership
  • Servant Leadership
  • Transformational Leadership

5
The Social Change Model (SCM) of Leadership
  • Briana Chang
  • Lin Lawson

6
Defining the Social Change Model
  • Leadership is ultimately about change, and
    effective leaders are those who are able to
    affect positive change on behalf of others and
    society. (Higher Education Research Institute,
    1996, p.10)
  • Change is the ultimate goal of the creative
    process of leadership- to make a better world and
    a better society for self and others.
    (HERI,p.21)
  • How
    wonderful it is that nobody need wait a single
    moment before starting to improve the world.
    -ANNE FRANK

7
What is SCM of leadership?
  • http//www.youtube.com/watch?vPpjGCP5ee-k
  • Directions
  • While you watch, jot down what you think are key
    ideas in the SCM of leadership development

8
The 7 Cs of Social Change
  • Citizenship
  • Collaboration
  • Common Purpose
  • Controversy with Civility
  • Consciousness of Self
  • Congruence
  • Commitment

9
Social Change Model of Leadership- Basic Premise
  • Inclusive- of people in positional and
    non-positional roles
  • Leadership is a process (not a position)
  • Promotes values of equity, social justice,
    self-knowledge, service, collaboration

10
Overall Goal of the Model
  • Change Believing in the importance of making a
    better world and a better society for oneself and
    others. Believing that individuals, groups, and
    communities have the ability to work together to
    make that change.

11
Why get involved in social change?
  • Gain knowledge and opportunity
  • Have an impact
  • Form relationships

12
Real Life examples
  • Uganda Project
  • Pink Gloves

13
Future ideas for SCMWhat are your thoughts?
  • What are the needs of Temple or Philadelphia that
    should be addressed?
  • What has been done to address these needs?
  • What resources do you need to make change happen?

14
Servant Leadership
  • Developing your model
  • Correy Brown
  • Jay Lou

15
Definitions of Leader
  • A person or thing that leads.
  • A guiding or directing head, as of an army,
    movement, or political group.
  • One that leads or guides.
  • One who is in charge or in command of others.
  • One who heads a political party or organization.
  • One who has influence or power, especially of a
    political nature.
  • A person who rules or guides or inspires others
  • A person who is in front or goes first
  • A person who is the head of, organizes or is in
    charge (of something)
  • The head of any body as of a tribe, clan, or
    family a person in authority who directs the
    work of others

16
The Servant as Leader
  • THE SERVANT-LEADER IS SERVANT FIRST
  • It begins with the natural feeling that one wants
    to serve, to serve first.
  • Then conscious choice brings one to aspire to
    lead. That person is sharply different from one
    who is leader first

17
Servant Leadership Traits
  • Listening
  • Empathy
  • Healing
  • Awareness
  • Conceptualization
  • Foresight
  • Stewardship
  • Commitment to the Growth of People
  • Building Community
  • Persuasion

18
Leader Characteristics
Focusing on Leading others through these
characteristics
  • Awareness
  • Self Organization
  • Sharply awake and reasonably disturbed
    (Greenleaf)
  • Persuasion
  • Opposite of positional authority
  • Convince and build consensus quickly
  • Conceptualization
  • B.H.A.G. but S.M.A.R.T.
  • Big Hairy Audacious Goal Specific, Measurable,
    Achievable, Realistic, and Time bound
  • Make time for strategy
  • Foresight
  • Consequences of present decisions on future
    outcomes

19
Combined Characteristics
Characteristics emerging from the combined
Servant Leader dimensions
  • Stewardship
  • Entrusted with resources of others
  • Return on investments
  • Commitment to the Growth of People
  • Green and growing or ripe and dying (Hunter)
  • Not just your favorites
  • Building Community
  • Effectiveness
  • Camaraderie

20
The best test, and difficult to administer, is
  • Do those served grow as persons?
  • Do they, while being served, become healthier,
    wiser, freer, more autonomous, more likely
    themselves to become servants?
  • Will they benefit or at least not be further
    deprived?"

21
Characteristic Breakout
Breaking out Spears characteristics into 3
dimensions
SERVANT-LEADER
Awareness Persuasion Conceptualization Foresigh
t
Stewardship Commitment to People Building
Community
Listening Empathy Healing

22
Servant Characteristics
Focusing on serving others through these
characteristics
  • Listening
  • Active, not just passive
  • 360, top to bottom
  • Listen completely before deciding
  • Empathy
  • Separate person from their work
  • Walk a mile in their shoes
  • Personable with appropriate individuals
  • Healing
  • Help your staff become whole
  • Consider their history
  • Build a future together

23
Paradoxes
Servant-Leadership, itself a paradox, requires a
constant balance
Great
Be Without Pride
Planned
Be Spontaneous
Compassionate
Discipline
Enough To
Right
Say, Im Wrong
Serious
Laugh
Admit You Dont Know
Wise
Busy
Listen
Strong
Be Open To Change
Leading
Serve
24
Examples of Balance
Paradoxes are not easy to balance. Here are a
few examples
  • Great Enough to be Without Pride
  • Team gets the credit, you get the blame
  • Compassionate Enough to Discipline
  • Must not be soft set high expectations and
    follow through
  • Right Enough to Say, Im Wrong
  • Leaders make mistakes too, admit you are human
  • Wise Enough to Admit You Dont Know
  • Find out quickly, but do not mislead
  • Busy Enough to Listen
  • Beware the busy manager they do not lead

25
Leading Enough to Serve Focus on the
Organization Humble, no ego or pride Emphasize
the role of others in success Accept
responsibility in failures Constantly seek
opportunities for improvement Roll up your
sleeves Stress what is best for the organization,
not the few 360 Support Listen to
Stakeholders No job too big, no job too
small Participate, listen and build consensus to
lead, not manage Far more
26
Transformational Leadership
  • "Your time is limited, so don't waste it living
    someone else's life.
  • Steve Jobs, Transformational Leader
  • Prepared by
  • Quanda Garrison

27
Transformational Leadership
  • What is Transformational Leadership
  • The four components
  • Recognizing Transformational Leaders
  • How to be a Transformational leader

28
Transformational Leadership
  • Question What is one thing you would change
    about the world if you could?
  • It doesnt have to be big, but it should be
    something you care about.

29
What is Transformational Leadership?
  • leaders inducing followers to act for certain
    goals that represent the values and the
    motivations the wants and needs, the
    aspirations and expectations of both leaders
    and followers
  • - James MacGregor Burns

30
What does that mean?
  • Leaders and followers work together to pursue a
    common goal.
  • Bottom up vs. Top down
  • The outcome is its own reward

31
4 Components
  • Be a role model for others through your actions
  • Motivate and Inspire
  • Generate enthusiasm for your cause!
  • Empower
  • Solicit input, share decision making
  • Stimulate others to take charge
  • Individual Consideration

32
Recognizing Transformational Leaders
33
How to be a Transformational Leader
  • Find something you care about
  • Inspire others to join your cause
  • Empower others to take charge
  • So how will you change the world???

34
Now What?
  • Which Leadership theory or theories suit you
    best?
  • Social Change?
  • Servant?
  • Transformational?
  • To find out, complete the survey at the following
    link
  • https//docs.google.com/a/temple.edu/spreadsheet/
    viewform?formkeydGNYRjFnd3NIUURIelVES3VMdXVmZEE6M
    Q
  • You may need to sign in with your
    AccessNet username and password.

35
Thank you!
  • The RCC will analyze your results and will be in
    contact with you about your results.
  • Based on these results, you will know what
    Foundations of Theory Workshops you should attend.
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