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Introduction to Situational Leadership

Introduction to Situational Leadership. Louis Rowitz, PhD Director. What is Leadership?. WHO IS THE GREATEST LIVING LEADER?. Fruits of Success Exercise.

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Introduction to Situational Leadership

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  1. Introduction to Situational Leadership Louis Rowitz, PhD Director Illinois Institute for Maternal and Child Health Leadership

  2. What is Leadership? Illinois Institute for Maternal and Child Health Leadership

  3. WHO IS THE GREATEST LIVING LEADER? Illinois Institute for Maternal and Child Health Leadership

  4. Illinois Institute for Maternal and Child Health Leadership

  5. Fruits of SuccessExercise Illinois Institute for Maternal and Child Health Leadership

  6. What we believe about ourselves can hold us hostage… the thing that amazed me is that a belief is more than just an idea—it seems to shift the way we actually experience ourselves and our lives. According to Talmudic teaching ‘We do not see things as they are. We see them as we are.’(Remen, 1996) Illinois Institute for Maternal and Child Health Leadership

  7. ONLY THOSE WHO RISK GOING TOO FAR CAN POSSIBLY FIND OUT HOW FAR ONE CAN GO. T.S. ELIOT Illinois Institute for Maternal and Child Health Leadership

  8. LEADERSHIP IS THE PROCESS OR EXAMPLE BY WHICH AN INDIVIDUAL (OR LEADERSHIP TEAM) INDUCES A GROUP TO PURSUE OBJECTIVES HELD BY THE LEADER OR SHARED BY THE LEADER AND HIS OR HER FOLLOWERS. (GARDNER, 1990) Illinois Institute for Maternal and Child Health Leadership

  9. The Tasks of Leadership(Gardner, 1990) • Envisioning Goals • Affirming Values • Motivation • Managing • Achieving workable vision • Explaining • Serving as a symbol • Representing the group • Renewing Illinois Institute for Maternal and Child Health Leadership

  10. Leadership’s Guiding Principles(Murphy, 1996) • BE AN ACHIEVER • BE PRAGMATIC • PRACTICE STRATEGIC HUMILITY • BE [COMMUNITY]-FOCUSED • BE COMMITTED • LEARN TO BE AN OPTIMIST • ACCEPT RESPONSIBILITY Illinois Institute for Maternal and Child Health Leadership

  11. The New Leadership Competencies(Scholtes, 1998) • The ability to think in terms of systems and knowing how to lead systems • The ability to understand the variability of work in planning and problem solving • Understanding how we learn, develop, and improve, and leading to true learning and improvement. • Understanding people and why they behave as they do. • Understanding the interdependence and interaction between systems, variation, learning, and human behavior. Knowing how each affects the others. • Giving vision, meaning, direction and focus to an organization. Illinois Institute for Maternal and Child Health Leadership

  12. WHATEVER THEIR JOB IS, PEOPLE SEE THEIR ROLE AS NOT JUST DOING THINGS THE WAY THEY’RE DESIGNED TODAY, BUT TO FIGURE OUT THE WAY THEY OUGHT TO BE DONE TOMORROW.(KOTTER, 1997) Illinois Institute for Maternal and Child Health Leadership

  13. Comparison of the Characteristics and Responsibilities of Practitioners, Managers, and Leaders Illinois Institute for Maternal and Child Health Leadership

  14. Continued…. Illinois Institute for Maternal and Child Health Leadership

  15. Continued…. Illinois Institute for Maternal and Child Health Leadership

  16. LEADERSHIP IS MORE THAN DISGUISED MANAGEMENT.(ROWITZ, 1997) Illinois Institute for Maternal and Child Health Leadership

  17. THERE IS INCREASING EVIDENCE THAT WOMEN ARE DOING BETTER AT ADAPTING TO NEW CHALLENGES IN THE WORLD OF WORK. IF MORE ARE BEING HIRED AND PROMOTED, IT IS NOT JUST TO MEET AFFIRMATIVE ACTION GOALS OR AVOID DISCRIMINATION SUITS. INCREASING INSTATNCES, THEY SURPASS MEN IN THE ATTITUDES AND ABILITIES THAT EMPLOYERS LOOK FOR…(HACKER, TIME MAGAZINE, JAN. 29, 1996) Illinois Institute for Maternal and Child Health Leadership

  18. SITUATIONAL LEADERSIP INDIVIDUALS CAN ADAPT THEIR LEADERSHIP STYLE TO VARYING SITUATIONS IN APPROPRIATE MANNERS Illinois Institute for Maternal and Child Health Leadership

  19. Illinois Institute for Maternal and Child Health Leadership

  20. Leadership Behavior Analysis II-SelfThree Components • Style Flexibility • Leadership Styles • Style Effectiveness Illinois Institute for Maternal and Child Health Leadership

  21. Strategic Leadership Worksheet Illinois Institute for Maternal and Child Health Leadership

  22. A Summary of Oncken’s Four Rules of Monkey Management • Rule 1. Describe the Monkey: The dialogue must not end until appropriate “next moves” have been identified and specified. • Rule 2. Assign the Monkey: All monkeys shall be owned and handled at the lowest organizational level consistent with their welfare. • Rule 3. Insure the Monkey: Every monkey leaving your presence on the back of one of your people must be covered by one of two insurance policies: 1. Recommend, Then Act 2. Act, Then Advise • Rule 4. Check on the Monkey: Proper follow-up means healthier monkeys. Every monkey should have a checkup appointment. Illinois Institute for Maternal and Child Health Leadership

  23. Illinois Institute for Maternal and Child Health Leadership

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