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The Art and Practice of Adaptive
Leadership for Systems Change
Developed and Facilitated by Ellen B. Kagen, Gary Blau, Shannon Crossbear and Jane Walker with Millie
Sweeney and Malisa Pearson
July 24-25, 2018
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
Reflect on a Leadership Challenge - a change that could shift the status quo that you are in the midst of addressing; a change which may be easier to tackle with improved leadershipskills. The change can be with an individual, within a team, within your organization or cross-agency.
What are you tryingto accomplish?
Views of
Leadership
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
Seven Views of Leadership
The Genetic View
The Learned View
The Heroic View
The Top-Only View
The Social Script View
The Position View
The Calling View
Source: Adapted from Center for Creative Leadership, Greensboro, NC, 2008
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
• Identify multiple views of leadership
• Differentiate between management, authority, advocacy and leadership
• Describe leadership as a relationship-based journey
• Understand that leadership is a personal choice
Learning Objectives
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
Why do I need to learn about leadership?
Increasingly complex communities
Unprecedented change and challenges
New and different tasks
• Require the talents, creativity, and leadership of everyone
• Each of you can lead!
Increasingly complex communities
Unprecedented change and challenges
New and different tasks
Why do I need to learn about leadership?
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
System Resistance to Change
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
To lead, you must
Know
what leadership is
Understand
how leadership is different from other work you do
Believe
that you can lead
Develop
your leadership skills, habits, and behaviors
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
Leadership
doesn’t have to come from above
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
can come from any chair
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
Leadership
Leadership and Change
“The changes required will be not only in our organizations but in ourselves as well.
….Only by changing how we think, can we change policies and practices.
…Only by changing how we interact can shared vision, shared understandings and new capacities for coordinated action be established.”
Senge, P. M. (1990) The Fifth Discipline
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
Personal Resistance to Change
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
14
Altering YOUR Status Quo
PanicStress Zone
Stretch Zone
Comfort Zone
Comfortable - little opportunity to grow or learn. Your status quo
Stretching – you have an opportunity to learn and grow!
Stressful – you are more likely to shut down than learn or grow
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
“……one that is responsive, acts quickly and in a coordinated way and can adjust and learn and grow.”
Quinn, R. (1996) Deep Change
Organic Organizations
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
“….Only organic individuals can create organic organizations.”
Quinn, R. (1996) Deep Change
Organic Individuals
G-18
Foundational Leadership Principles to Foster the STRETCH!
• Self reflection and knowing yourself
• Cultural awareness of your own world view and the world view of others
• Clarity of personal values and creating values alignment with others
• Open to learning, staying curious and shifting self
• Persistent personal vision to shift the status quo and create a new future, in spite of extreme difficulties
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
DEFINING LEADERSHIP
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
Leadership
is is nota verb
about actiondefined by what you do
a nounabout position
defined by your role
A Process of
•envisioning and initiating change by...
•mobilizing others to...
•alter the status quo…
•in response to an urgent challenge or exciting opportunity
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
Leadership is
•envisioning and initiating change by...•mobilizing others to...•alter the status quo…•in response to an urgent challenge or exciting opportunity
A Process of
•embraces relationships and
•has change as its essential goal
A Behaviorthat
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
Leadership is
•embraces relationships and
•has change as its essential goalA Behavior that
An Awarenessof your choice
to
•envisioning and initiating change by...•mobilizing others to...•alter the status quo…•in response to an urgent challenge or exciting opportunity
A Process of
•strengthen relationships
•bring clarity
•ask a good question
OR
•shut someone down
•show frustration
•blame
•not be engaged
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
Leadership is
applies to every aspect of your life
is a personal journey
is a 24/7 experience and choice to make
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
Leadership
•Management
•Authority
•Advocacy
•Strategic Planning
•Facilitation
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
Leadership is not
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
Leadership
•Changes the status quo
Management
•Maintains the status quo
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
Management and leadership create different experiences & feelings
Consistent Uncomfortable
Calm Anxious
Order Chaos
Safe Hard
Stable Unstable
Status Quo Resistance
LeadershipManagement
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
Leadership is a processthat increases ones social influence and results in mobilizing
others to learn together, create collective vision and achieve a goal they
share.
Differentiating Leadership and Formal Authority
Formal Authority is the power invested in a roleto perform certain acts
by a formally established procedure,
such as a hiring, election
certification/licensure, or organizational
hierarchy.
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
Informal Leaders
•Have informal authority
•Earn authority through clarity, contributions, and confidence
Formal Leaders
•Have formal authority
•Are appointed, hired, or promoted
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
Formal Authority (position)
Brings with it the powers of an office
Changes in quantum leaps at discrete moments
(e.g. swearing-in, ordination, hiring, appointment, signing of legislation,
indigenous bestowing of power, issuance of a license)
Granted through a recognized source
AUTHORIZATION
The Process of Granting Formal Authority: A Social Contract
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
Informal Authority
Influence and credibility are earned and
recognized by the people
The people grant authority because of
one’s experience, knowledge, and
behavior (not title or formal role)
Exists outside the position
(influence and credibility)
May change based on socio-cultural,
political, and economic
environments
AUTHORIZATION
The Process of Granting Informal Authority: A Social Contract
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
How do you gain informal
authority?
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
Leadership is
a set of
personal
attributes,
qualities, and
skills either
intuitive and/or
acquired that
rouses and
motivates
others.
(Northouse, 2001).
Leadership
by
Position
Leadership
by
Influence
Slide Source:© 2018 - Georgetown University National Center for Cultural Competence
Slide Source:© 2018 - Georgetown University Leadership Academy
A WORD ABOUT POWER…
real and perceived
POWER OVER
POWER WITHIN
POWER TO
POWER WITH
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
Slide Source:© 2018 - Georgetown University National Center for Cultural Competence
REFLECTIONS ON…
Basically, to lead without a title is to derive your power within the organisation not from your position but from your competence, effectiveness, relationships, excellence, innovation, and ethics.
Robin S. Sharma
A leader uses and shares power to create a vision and achieve a desired outcome or goal.
Tawara D. Goode & Vivian H. Jackson
POWER WITHIN
POWER WITH
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
Identify times when you acted with or without formal authority using the various types of power. What were the outcomes?
Has your leadership been assigned? If so, do you currently have formal authority to address your challenge? If not, are there others with whom you could align?
What can you do differently to gain informal authority to support the vision for change?
Table Reflection
Leadership
•Provides focus and attention
•Brings people together
•Mobilizes resources
•Asks and reflects
Advocacy
•Provides focus and attention
•Tells
•Argues
•Persuades
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
Leadership is a Function
• Leadership can be seen as the process of envisioning and initiating change, that increases ones social influence and results in mobilizing others to alter the status quo, through learning together and achieving a goal they share.
• Leadership is a type of behavior that embraces relationships and has change as its essential goal.
• Whether or not to provide leadership is a matter of individual choice
Source: Ellen B. Kagen , Georgetown University. Adapted from Laufer, N., The Genesis of Leadership, 2008
© Copyright Ellen B. Kagen, MSW, Adaptive Leadership for Systems Change Center for Child and Human Development, Georgetown University
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