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Leadership for Supervisors
Tracy Boricchio, Child Support Supervisor II Alameda County
Mary Lawrence – Jones, Assistant Director Sacramento County
Ignacio J. Guerrero, Director Santa Clara County
Objectives
Upon completion of the class, you will be able to define:■Key concepts of supervision■Leadership styles and how they impact
employee satisfaction and productivity■The skills needed to be a “great” leader■Strategies needed to become a more
effective leader
Discussion
What is Supervision?
What is Leadership?
Is there a difference between Supervision and Leadership?
Responsibilities of a Supervisor
Definition of Supervisor: Getting things done
through others
Monitor and maintain productivity Prepare and deliver performance evaluations Implement and apply policies and procedures Train and development staff Manage performance Develop a cohesive team Monitor and approve leave
Exercise
Definition of Leadership:
Influencing others
Think of the people who are successful and demonstrate effective leadership skills in your organization…
Leadership Attributes
Communicate effectively Delegate Coach/Feedback Manage conflict Lead by example Initiative Creative Collaborate Trustworthy
Leadership
"People ask the difference between a leader and a boss. The leader leads, and the boss drives."
- Theodore Roosevelt
"Leadership is the art of getting someone else to do something you want done because he wants to do it." - Dwight D. Eisenhower
“Leadership is communicating to people their worth and potential so clearly that they come to see it in themselves.” - Stephen R. Covey
Leadership Styles & Frameworks
Leadership Style Frameworks
Lewin’s Leadership Styles Autocratic leaders Democratic leaders Laissez-faire
Hersey – Blanchard Situational Leadership
Different styles are needed depending on the team maturity
Source: http://www.mindtools.com/pages/article/newLDR_84.htm
Leadership Styles and Frameworks
Blake-Mounton Managerial Grid Focuses on the concern for people
Leadership Styles and Frameworks
Servant Leadership by Robert Greenleaf
Focused on others Leads by meeting the needs of the team Sometimes describes a person without
formal recognition as a leader Has high Integrity, leads with generosity,
can achieve power because of their values, ideas, and ethics
Source: http://www.mindtools.com/pages/article/newLDR_84.htm
Leadership
“A key question you must continuously ask yourself is… am I a serving leader or a self-serving leader?”
- Ken Blanchard & Mark Miller
Source: “The Secret…What Great Leaders Know – And Do” by Ken Blanchard & Mark Miller
Leadership Styles and Frameworks
10 Characteristics of a Servant Leader
1. Listening2. Empathy3. Healing4. Awareness5. Persuasion6. Conceptualization7. Foresight8. Stewardship9. Commitment to the growth of people10.Building community
Leadership
“True leadership has nothing to do with one’s level in the organization.”
- Ken Blanchard & Mark Miller
Source: “The Secret…What Great Leaders Know – And Do” by Ken Blanchard & Mark Miller
Leadership Styles
Transactional Leadership
Known as managerial leadership, is a style of leadership in which the leader promotes compliance of his/her followers through both rewards and punishments.
Source: http://en.wikipedia.org/wiki/Transactional_leadership
Leadership Styles
Transformational Leadership
Style of leadership in which the leader identifies the needed change, create a vision to guide the change (through inspiration), and executes the change with the commitment of the members of the group.
Source: www.businessdictionary.com/...onal-leadership.html
Leadership Styles
Transactional vs Transformational
Leadership is responsive Leadership is proactive
Works within the organizational culture
Works to change the organizational culture by implementing new ideas
Employees achieve objectives through rewards and punishments set by leader
Employees achieve objectives through higher ideals and moral values
Motivates followers by appealing to their own self-interest
Motivates followers by encouraging them to put group interests first
Management-by-exception: maintain the status quo; stress correct actions to improve performance.[4]
Individualized consideration: Each behavior is directed to each individual to express consideration and support.[4]
Intellectual stimulation: Promote creative and innovative ideas to solve problems.[4]
Source: James MacGregor Burns/ http://en.wikipedia.org/wiki/Transactional_leadership#Transactional_vs._transformational_leadership
Leadership Approach
The 7 Habits of Highly Effective People
by Stephen R. Covey
First published in 1989, focused on an approach to being effective in attaining goals by aligning oneself to a “true north” principle of character ethics.
Leadership Approach
The 7 Habits of Highly Effective People
Dependence to Independence
Habit 1 – Be Proactive: Roles and Relationships
Habit 2 – Begin With the End in Mind: Reality to Future
Habit 3 – Put First Things First: Time and Management
Leadership Approach
The 7 Habits of Highly Effective People
Dependence to Independence
Habit 4 – Think Win-Win: Multiple Benefits and Solutions
Habit 5 – Seek First to Understand: Then to be Understood
Habit 6 – Synergize: Combining the Strength of Positive Teamwork
Leadership Approach
1Be Proactive
3Put First Things
First
2 Begin with the
End in Mind
Private Victory
Dependence
Leadership Approach
PUBLIC VICTORY
INDEPENDENCE
4 Think Win/Win
INTERDEPENDENCE
5Seek First to
Understand…Then to be
Understood
6 Synergize
Leadership Approach
The Pacific Institute – “Investment in Excellence”
Founded – 1971, Seattle, Washington,by Lou and Diane Tice
Focus – Delivering solutions that empower organizations and individuals to improve performance and reach their full potential.
Leadership Approach
“Investment in Excellent”
Builds your understanding with a structured process of how your mind works, and how you can control the way you think to achieve success.
Leadership Approach
“Investment in Excellence”
A Few Units…. Grow Into It Belief is the Key Habits and Attitudes How Beliefs are Formed Disputing Negativity The Next Time The Structure Process – Affirmation Workshop
Leadership Approach
“Investment in Excellence”
Creating a New Normal Creating Future Memories Choices The Captain of the World Expanding the Container Goal Setting The Best is Yet to Come
Leadership Approach
The Leadership Challengeby James M. Kouzes and Barry Z. Posner
1983 – Researched thousands of leaderships best experiences
Found remarkably similar patterns of action
Forged those practices into a model of leadership
What must every leader practice to achieve success?
The Leadership Challenge
The Five Practices of Exemplary Leadership
1. Model the Way
2. Inspire a Shared Vision
3. Challenge the Process
4. Enable Others to Act
5. Encourage the Heart
The Leadership Challenge
Model the Way Most fundamental way leaders earn and sustain
credibility: DWYSYWD Model behavior effectively Clarify your values Find your own voice Express values to everyone in the organization Believe in the values Values should represent what the organization stands
for Follow it with your actions! Set the example – words & deeds must be consistent
The Leadership Challenge
Inspire a Shared Vision Envision the future Imagine & believe in an exciting and attractive future Must be confident you can make that future come true Exemplary leaders imagine futures that do not yet exist Enlist others in a common vision Leadership is dialogue, not monologue Have intimate knowledge of your staff’s hopes,
aspirations, & values Create a unity of purpose Make your enthusiasm contagious!
The Leadership Challenge
Challenge the Process Most leadership involves change in the status quo Not one leader interviewed claimed to achieve a
personal best by keeping things the same! Challenge the current process Search for opportunities to innovate, grow & improve Listen to your staff, customers, and folks on the front
lines Look outside yourself and your organization for new
processes Experiment & take risks Look for small victories = build confidence Failure is also a valuable learning experience
The Leadership Challenge
Enable Others to Act Success requires a team effort Group collaboration & individual accountability Count the number of times you use the word “WE” Foster collaboration & build trust
Be the 1st to trust, be open, show vulnerability & be the 1st to let go of control
Engage others - peers, staff, managers, customers, etc. Make it possible for others to do good work Increase self-determination & competence of others Good leaders do not hoard power; instead, they give it
away!
The Leadership Challenge
Encourage the Heart Create conditions of success Genuine acts of caring Uplift the spirits of your team
Bring others to life Recognize contributions
Expect the best Personalize recognition
Show appreciation for individual excellence Celebrate values & victories through creating a
spirit of community Align behavior with desired values
The Leadership Challenge
Credibility is the Foundation of Leadership!
Qualities of a Leader that would inspire others to follow willingly?
Over 75,000 surveyed
All over the world
Across many cultures
The Leadership Challenge
For people to willingly follow a leader…
A leader must be: Honest
Forward-looking
Inspiring
Competent
Tips for Success
Starts with YOU Develop your own leadership style Look for opportunities for continual
development both professionally and personally
Develop a network of peers Utilize mentorship programs Be resourceful
Resources
TED Talks CSDA Conference Workshops Regional CSDA Trainings Internal LCSA Trainings
http://www.mindtools.com - Essential skills for an excellent career
http://www.thepacificinstitute.com
The Seven Habits of Highly Effective People by Steven Covey
The Leadership Challenge by Jim Kouzes and Barry Posner
Resources
The Leader’s Companion, Insights on Leadership Through the Ages by J. Thomas Wren
The One Minute Manager by Ken Blanchard, Leadership: The Power of Emotional Intelligence
by Daniel Goleman Coaching & Mentoring for Dummies by Marty
Brounstein Insights on Leadership by Larry C. Spears From Good To Great by Jim Collins The Fifth Discipline, The Art & Practice of the
Learning Organization, Peter Senge
Tracy Boricchio
Mary Lawrence-Jones
Ignacio J. Guerrero
