Leadership and-administrative-dynamics-sixthandseventhclass

Leadership and Administrative DynamicsEckerd Fall 2011

Agenda

What is strategic planning? Defining vision, mission, goals, objectives, outputs, and units of service. How leaders guide staff in strategic planning exercises.

Strategic planning tools reviewed in class

Predicting future behavior and prevention.

Read memos in class.

Strategic Planning

Program planning reviewed in class

PEST/SWOT

Logic Model

Planning Exercise

Memo Writing

Visioning

Analyzing

RelatingInventing

Enabling

• Visioning: Fostering individual and collective aspiration toward a shared vision

• Analyzing: Sense-making and strategic planning in complex and conflictual settings

• Relating: Building relationships and negotiating change across multiple stakeholders

• Inventing: Inventing new ways of working together – social and technical systems

• Enabling: Ensuring the tools and resources to implement and sustain the shared visions

Five Core Leadership Capabilities

Where does it go wrong?• Imposed vision•Acting on assumptions – not data- drive decision making

•Discounting or disregarding key stakeholders

• If it’s not broke, why change?•Forced internal competition for resources

Vision Statement What it is and what it is not

We seek a world of hope, tolerance and social justice, where poverty has been overcome and people live in dignity and security. CARE will be a global force and partner of choice within a worldwide movement dedicated to ending poverty. We will be known everywhere for our unshakeable commitment to the dignity of people.

Vision Statements continued

• We are committed to serving all youth who come to us, acknowledging our special commitment to the young adults of New York City. Our services will address the immediate needs of young people in crisis, and facilitate their transition to adulthood and self-sufficiency.

Vision Statements continued

•To be a national model for community engagement generating financial and voluntary contributions to meet local needs and make lasting improvement to our quality of life.

Elements of a Vision Statement•Big Picture•What we want to BECOME•Clear vision provides the road to a clear mission statement

•One statement•Statement is greater than what is possible

Mission Statement• Jazz at Lincoln Center is dedicated to inspiring and growing

audiences for jazz. With the world-renowned Jazz at Lincoln Center Orchestra and a comprehensive array of guest artists, Jazz at Lincoln Center advances a unique vision for the continued development of the art of jazz by producing a year-round schedule of performance, education and broadcast events for audiences of all ages. These productions include concerts, national and international tours, residencies, a jazz hall of fame and concert series, weekly national radio programs, television broadcasts, recordings, publications, an annual high school jazz band competition and festival, a band director academy, jazz appreciation curriculum for students, music publishing, children’s concerts and classes, lectures, adult education courses, student and educator workshops and interactive websites.

Mission Statements continued• We who recognize God's providence and

fidelity to His people are dedicated to living out His covenant among ourselves and those children we serve, with absolute respect and unconditional love. That commitment calls us to serve suffering children of the street, and to protect and safeguard all children. Just as Christ in His humanity is the visible sign of God's presence among His people, so our efforts together in the covenant community are a visible sign that effects the presence of God, working through the Holy Spirit among ourselves and our kids.

Mission Statements continued• CARE’s mission is to serve individuals and

families in the poorest communities in the world. Drawing strength from our global diversity, resources and experience, we promote innovative solutions and are advocates for global responsibility. We promote lasting change by:

• Strengthening capacity for self-help• Providing economic opportunity• Delivering relief in emergencies• Influencing policy decisions at all levels• Addressing discrimination in all its forms

Elements of a Mission Statement• This answers the question: What is our business?• Statement of purpose• Clearly establishes reason for being• Provides the road to establishing goals• Staff should agree with this statement of purpose

• Resources should be allocated based on the mission statement

• Should establish the organizational climate and culture

When a Mission Statement works…• Reconciles interests of a variety of departments, stakeholders and staff in general

• Motivates people to action• Should make people passionate about “their” work• Basis for strategic decision making

Components of a Mission Statement

Customers

Products or Services

Markets

Technology

Survival, Growth,

and Profitability

Philosophy

Self-concept

Concern for Public Image

Concern for Employees

STAKEHOLDERS

CEO

Community

Business Partners

Clients

Provider Community

Board of Directors

Employees

Communities of Practice• Groups of people who share a concern, a set of problems or a passion about a topic and who deepen their knowledge and expertise in this area by interacting on an ongoing basis.

External focus

Flexibility

Internal focus

Stability

Clan Culture

Values: Cooperation Consideration Agreement Fairness Social equality

Bureaucratic Culture

Values: Economy Formality Rationality Order Obedience

Adaptability Culture

Values: Creativity Experimentation Risk-taking Autonomy Responsiveness

Achievement Culture

Values: Competitiveness Perfectionism Aggressiveness Diligence Personal initiative

LEADERSHIP ANALYSISCulture and Values

Knowledge• Lives in the human act of knowing• Tacit as well as explicit• Social requiring multiple perspectives• Dynamic – rate of change in what we know and how we do it is accelerating

7 principles of Community Design• Design for evolution.• Open a dialogue between inside and outside perspectives.

• Invite different levels of participation.• Develop both public and private community spaces.

• Focus on value.• Combine familiarity and excitement.• Create a rhythm for the community

© 2005 Prentice Hall, Decision Support Systems and Intelligent Systems, 7th Edition, Turban, Aronson, and Liang

9-22

Knowledge• Explicit knowledge

• Objective, rational, technical• Examples, Policies, goals, strategies, papers, reports, directions• May be Codified • Easier to share

• Tacit knowledge• Subjective, cognitive, experiential learning• Highly personalized• Difficult to formalize• Harder to share

What are ethics?• Ethos – conduct, customs or character• The kinds of values and morals an individual or society finds appropriate or desirable. Northouse

• Are ethics relative?• Virtue (defined): a trait of character, manifested in habitual action, which is good for a person to have.

• Examples of Virtues:Benevolence, Fairness, Self-DisciplineSelf-Reliance , Honesty, ToleranceConscientiousness, Loyalty, Justice

Northouse

•“In any decision-making situation, ethical issues are either implicitly or explicitly involved. The choices leaders make and how they respond in a given circumstance are informed and directed by ethics.”

Ethical Theories Based On Self-Interest vs. Interest For Others

Conc

ern

for

Self-

Inte

rest

Concern For The Interest of Others

•Ethical Egoism

•Utilitarianism

•Altruism

High

Medium

Low

HighMediumLow

Ethical Egoism

Altruism

Utilitarianism

Examples• Ethical egoism – upward aspiring manager who wants her team to be the best in the company

• Utilitarianism – We should create the greatest good (happiness) for the greatest number of people. (What did Rawls say about this?)

• Altruism - Leader does what is best for otherseven when it conflicts with what is goodfor him/her.

Virtue based ethics•Leaders should develop virtues such as perseverance, public-spiritedness, integrity, truthfulness, fidelity, benevolence and humility.

Velasquez

•“Where your treasure lies, there your heart shall also be.”

actions

virtues

good worthy human being

•Leaders have more power and so more responsibility for their actions with others.

What do leaders do?•Model ethical behavior.•Mobilize staff to face challenges.•Maslow – leader’s role in assuring staff motivation and moral development.

•Move staff to a higher bar for moral responsibility.

Moral Environment•How is this decided?•What about gray areas?•What if staff individual morals are not consistent with the leader’s desired actions.

Servant Leadership

Leader

first

Servant first

The BEST Test• Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society? Will they benefit or

at least not be further deprived?

Servant Leader•Removes inequalities•Shifts authority to staff•Values marketplace of ideas•Listens•Is Empathetic•Establishes an unconditional covenant with staff

Principles of Ethical Leadership

Ethical Leadership

Respects Others

Serves Others

Shows Justice

Builds Community

Manifests Honesty

How do we treat staff?•Treat staff as an “end”, not as a “means to our end.”

•Discussion

Senge •Leaders should be stewards of the vision.

•Integrate vision with staff. •These leaders see themselves as a part of the agency and not THE agency.

Justice

Are all equal

Staff

StaffStaff

Example•Describe an example from work where staff were obviously treated differently.

Rawls• If we are “cooperating” with each other, we must be concerned with issues of fairness to promote the common interest.

• A person is required to do his part as defined by the rules of the institution when one has voluntarily accepted the benefits of

the arrangement.

What does this mean?•When we cooperate for mutual gain, we agree to restrict our liberties for the greater good.

•We should not gain from this relationship without doing our fair share.

Obligations•Voluntary•Defined by rules•Are owed to those cooperating within a structure or institution.

To Each Person

Decision

Equal share

Individual need

Merit

Societal contribution

Individual effort

Person’s right

Honesty•Do not promise what you can’t deliver.•Do not misrepresent.•Do not “spin” situations for your gain.•Accept obligations.•Accept accountability.•Do not use “survival of the fittest” as an excuse for being dishonest.

Builds Community•Leaders seek to reach out to wider social collectivities and seek to establish higher and broader moral purposes.

•Goals of the agency are bound up in the common good and

public interest.