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Who Am I?Dana Johnson, MSW
Social WorkerCommunity Organizer
Dedicated Public ServantHuman Services Leader
• Name• Agency
• Length of service in your current role• Provide an example of
a time in your life
that you felt powerless
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LEARNING OBJECTIVES
Identify characteristics of effective leaders
Understand the use of power in effective leadership
Understand ethical leadership and the connection to the NASW
Code of Ethics
NASW CODE OF ETHICS – POWER & EFFECTIVE LEADERSHIP
CONSIDERATIONS
2.01
1.3.01
Supervision and Consultation2.
3.07Administration3.
3.09Commitments to Employers4.
4.04Dishonesty,
Fraud, Deception
5.4.05
Impairment6.
4.08Acknowledging
Credit7.5.01
Integrity of the Profession8.
6.04Social and
Political Action9.
Respect
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ACTIVITY
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1MULTIDIMENSIONAL CONCRETE
POSSESSED BYALL
CAN BE DISTRIBUTED
FUNCTION OF
LEADERSHIP
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5 4 3
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IS POWER NEGATIVE OR POSITIVE?
A
B
How is power positive?How is power negative?
Is power good?Is power bad?
Which is better – having power or using power?
4.05Impairment
6.
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This Photo by Unknown Author is licensed under CC BY-NC-ND
17BASES OF POWER
RELATIONSHIPConnection through networks, coalitions, and
influence inside or outside the organization
EXPERTISEExpert knowledge, talent, skills
LEGITIMATEPositionpower based on position, office, or title
COERCIVECharisma inspired but based on
fear or complicit following
REFERENTReferred or association to influence
based on personal traits
REWARDRewards given to others
INFORMATIONALInformation give and get that is
necessary for followers
3.09Commitments to
Employers4.
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ACTIVITY
Write about a time when you have felt or used each different
type of power listed above. This will create awareness.
When you need to act or need to lead, recall one of those
situations where you have felt or used power. This will put you
into a mindset that can tackle anything.
4.04Dishonesty,
Fraud, Deception
5.
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19ROLE POWERImplicit and Explicit
COERCIVE
REWARD
LEGITIMATE
GROWS & DIMINISHES
ESSENTIAL & DETRIMENTAL
COMPLIMENTARY
Badges of Authority
3.01Supervision and
Consultation2.
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22RESOURCE & INFORMATION POWER
RWhat are the sources of resource power in your
organization?
DA IOShould information be free?
What information in your organization is free?
What information in your organization costs?
What types of costs are associated with those who wish to obtain
information?
How does information flow in your organization?
Do some have access to information that can influence decision
making?
Does possessing information cause conflict with those
dispossessing it?
4.08Acknowledging
Credit7.
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360 LEADERSHIP ASSESSMENT
ACTIVITY
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LEVEL 5 LEADERSHIP
STEP ONE: HIGHLY CAPABLE INDIVIDUAL
STEP THREE: COMPETENT MANAGER
STEP TWO: CONTRIBUTING TEAM MEMBER
STEP FOUR: EFFECTIVE LEADER
STEP FIVE: LEVEL 5 EXECUTIVE
Confront the Brutal Facts
A Culture of Discipline
Retain faith that you will prevail in the end, regardless
of the difficulties.
The Hedgehog Concept
Technology Accelerators
First Who…Then What
Flywheel & Doom Loop
From Good to Great to Built to Last
Hedgehogs create simplicity and rally others around its
ease and inevitability.
Hire self-disciplined people who do not need to be managed, and
in turn give you the greatest
ideas through entrepreneurship.
Give people the technology they need to enhance their ability to
fulfill their job
responsibilities.
It is a marathon, not a sprint.
Values and purpose driven for sustained and everlasting
positive
change.
3.07Administration3.
27LEVERAGING POWER IN EFFECTIVE LEADERSHIP
01Make
relationships a priority
02Don’t
overplay your personal agenda
03Maximize your communication
network
04Be generous
with information
05Make the
most of your position
The most effective leaders are those that leverage power in
positive, productive, and meaningful ways that empower others,
share power and information, and embark on self-reflection.
5.01Integrity of the
Profession8.
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28LEVERAGING POWER IN EFFECTIVE LEADERSHIP
06Develop your
brand of charisma
07Be the expert on leadership,
not on everything
08Tailor your power to
reward others
9Reward with
words, punish with purpose
10Teach others
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PERSONAL ETHICAL COMPETENCIESFOUNDATIONAL CHARACTERISTICS
FUTURE ORIENTATION
ACTS WITH INTEGRITY
COMPASSIONATE
TOLERATES CONTRADICTION
TRUSTWORTHINESS
UNDERSTANDING OTHERS
COMMUNICATION
INTERDEPENDENCE
ECONOMIC CONSIDERATIONSRELATIONSHIPS WITH THE
WORKFORCERELATIONSHIPS WITH CONTRACTORS
SOCIAL ETHICAL COMPETENCIESEMPATHY
GLOBAL ETHICAL COMPETENCIES
SOCIAL SKILLS
CONNECTIONS
FUTURE ORIENTATION
ETHICAL LEADERSHIP COMPETENCIESRELATIONSHIP TO SELF
RELATIONSHIP TO OTHERS
RELATIONSHIP TO THE WHOLE
ETHICAL ORGANIZATION
6.04Social and Political
Action9.
5.01Integrity of the
Profession8.
2.011.
Respect
Ethical Leadership Scale
6.04Social and
Political Action9.
5.01Integrity of the
Profession8.
2.01
1. Respect
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This Photo by Unknown Author is licensed under CC BY-SA
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1How does the use of power impact your core value?
Does your role power ever conflict with your core value - - if
so/not, why?
How will you utilize Informational Power to improve your overall
leadership within your organization?
Which leadership competencies impact your ability to share
power?
Which leadership competencies are you planning to improve and
what is the next step you will take to be successful?
How will you build trust using empathy, authenticity, your
authentic self within ‘role power’?
What do you see as the number 1 area of improvement you can make
in building trust, and which Base of Power will help you achieve
it? – Will you need to give up power to achieve it?
Which Ethical Competence Scale do you feel you and your
organization needs the most improvement and what do you need/what
will you do to make this a priority?
How does power shape the ethical competence and characteristics
you express to others, versus those that are hidden and
unspoken?
How can you enhance your ethical characteristics so that others
can feel they are Always in Place?
How will you amplify power to be an effective, transformational
leader?
How will you reduce power to be an effective, transformational
leader?
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