Fundamental theories to my leadership framework
Throughout the program I started to identify with four main theories: Resonant Leadership (Boyatzis and McKee- 2005), Servant Leadership (Henein and Morissette- 2007), Exemplary Leadership (Kouzes and Posner- 2002) and Living Systems Theory (Margaret Wheatley- 2007). For me the combination of all four theories assisted me to develop my own framework.
Below is a powerpoint presentation that identifies key principle of leadership that are important to me and that also Identifies the theories and the key concepts that were pivotal in my development about what leadership means to me. This was the beginning of my leadership framework development during advanced practicum.
Below is a powerpoint presentation that identifies key principle of leadership that are important to me and that also Identifies the theories and the key concepts that were pivotal in my development about what leadership means to me. This was the beginning of my leadership framework development during advanced practicum.
portfolio_powerpoint_begining_framework.pptx | |
File Size: | 2506 kb |
File Type: | pptx |
dori_beggining_leadership_framework.ppt | |
File Size: | 579 kb |
File Type: | ppt |
Dori's Leadership Framework
I have identified four main pillars that are essential to strong leadership in a human service organization. My framework can be found as an attachment above this text.
THE PERSON
The first pillar is The Person. This pillar is really about the human element of leading: "Leadership is not so much about technique and methods as it is about opening the heart.
Leadership is about inspiration of oneself and of others. Great leadership is about human experiences, not processes. Leadership is not a formula or a program, it is a human activity that comes from the heart and considers the hearts of others. It is an attitude, not aroutine."- -Lance Secretan, Industry Week, October 12, 1998.
The human elements of leadership that are important to me are: using strong values and ethics to guide my work, acting with integrity, having faith in my abilities, being creative and inspirational, using humor and serving and mentoring others. I aspire to practice using an anti-oppressive framework and being intentional, present and reflective in the work that I do. SOWK 697 introduced me to the concept of privilege. I am more aware of my own personal privilege and intend to use my privilege to challenge oppression in our workplace. Resonant leadership has taught me about the importance of self-care through the concept of the "sacrifice syndrome". (Boyatzis and McKee, 2005). This isn't something I am good at but something I intend to keep working on professionally and personally. I have come to realize that I am not able to care for others if I do not first care for myself.
Brene Brown (2010) introduced me to her thoughts on vulnerability in her TedTalk (link can be found on my inspiration page) in our first course SOWK 667, Leadership Theory. We also revisited vulnerability in SOWK 679.10 Supervision. "At the heart ofvulnerability lies the willingness of people to abandon their pride and their fear, to sacrifice their egos for the collective good of the team." (Matheson, J. 2013, personal communication). The idea of allowing myself and other to be vulnerable at work is a refreshing concept. Often as leaders we are expected to consistently act with confidence and have all of the answers. Vulnerability allows us to be human and say, "I need help, I messed, I am sorry."
At the core of this pillar is the importance of nurturing relationships. “In organizations, real power and energy is generated through relationships. The patterns of relationships and the capacities to form them are more important than tasks,functions, roles, and positions.” ― Margaret Wheatley. Wheatley does not talk about relationships alone. Servant and Exemplary leadership theories also consider relationships to be a foundational element of a strong leader. "Leaders need to be skilled at establishing, enhancing and repairing relationships." (Henein & Morissette, 2007). Kouzes and Posner state that: "relationships should be treated as if they will last a lifetime and as if they will be important to all parties' mutual success in the future." (2002).
Overall THE PERSON is made up of essential components of leadership that
highlight one's humanity. Leadership requires us to be the best person we can
be. This takes continual growth and learning and hard work and commitment to
ourselves and others that we work beside.
The Environment
The second pillar is The Environment. We all lead in a particular context or
environment that impact on our decisions we make and our ability to lead. It is
important that we are aware of the context in which we work and ensure that we contribute positively to the work environment. Context can include: personal, relational, physical, organizational, cultural, professional, economic and regulatory. (Matheson, J, 2013, personal communication).
The elements of the environment in which I find essential in my leadership practice are: networks and partnerships. "Human networks make things happen, and the leaders who get extraordinary things done are right there in the middle of them." (Kouzes and Posner, 2002). As Wheatley (2007) points out: "We don’t need more command and control; we need better means to engage everyone's intelligence in solving challenges and crises as they arise." I aspire to empower others opposed to using command and control techniques.
A healthy workplace culture can build the environment for success. "A healthy work environment can create conditions that facilitate leadership emergence, foster its development and encourage the practice of excellence." (Henein and Morissette, 2007). One of the ways that we can build a healthy workplace culture is by honoring diversity. I can do this by celebrating, acknowledging and being genuinely curious in understanding and learning about the differences of others and also by empowering others to fight their own oppression.
Three of the highlighted leadership theories discuss the concept of uncertainty
or working in times of change. How we think about and deal with change and uncertainty is critical. Kouzes and Posner (2002) express the importance of being proactive; actively seeking out and creating new opportunities. Henein and Morisette state that uncertainty is a benefit. "Certitude leads to staleness and stagnation. Although uncertainty creates stress, leaders learn to find comfort in discomfort." (2007).
"Change always involves a dark night when everything falls apart. Yet if this period of dissolution is used to create new meaning, then chaos ends and
new order emerges."― Margaret Wheatley
Living systems theory also suggests: "We are working with webs of relationships. As webs, there is a lot to be learned about organizational change from contemplating spider webs. Most of us have had the experience of touching a spider web, feeling its resiliency, noticing how slight pressure in one area jiggles the entire web. If a web breaks and needs repair, the spider doesn't cut out a piece, terminate it or tear the entire web apart and reorganize it. She reweaves it, using silken relationships that are already there, creating stronger connections across the weakened spaces." (Wheatley, 2007). How we deal with change is essential to a healthy environment. We need to embrace it, create new opportunities for change and care for the relationships while we are in the middle of it.
Managing pressures from above and below. This is a reality for all leaders. We need to find a careful balance between not losing site of the larger picture and managing the pressures from above (senior leadership, funders, program pressures) and the pressures from the people we lead (caring for our staff). We can often achieve this through collaboration. Kouzes and Posner (2002) suggest that we: "foster collaboration by promoting cooperative goals and building trust."
The Environment highlights the overall context in where we lead. It is a complicated concept that has many aspects and things to consider. Our attitudes and actions can have a huge impact, both positive and negative on the environment.
Knowledge and Skills
The third pillar is Knowledge and Skills. In our program we were able to take two research classes SOWK 693 research as a foundation and 695 Evidence Based Leaders. Through these classes I was able to understand how to interpret and utilize research and use evidence based practice to inform practice and program development. Since I have completed these courses I have been able to utilize research to inform program development and build a business case for additional positions in our program with success.
Financial Management and Personnel skills are not always considered leadership skills however, they are an essential components to the administrative duties that often go hand in hand with leadership roles.
Along with the leadership skills that are required, it is vital that leaders have a strong clinical understanding and front line experience. It can be argued that most current leaders in the social work profession are chosen because they are strong on the front line. "In social work, managers are often promoted because of their successes in front line positions, their content knowledge and their length of service within an organization/ agency. Our leaders rise into positions with little or no mentoring." (Holosko, 2009). However; a balance is required of leadership skills and clinical/front line experience.
SOWK 697 introduced me to Anti-oppressive practice. This was the first course that I had taken that spoke to diversity, oppression and social justice. I intend to continue my learning in this area after our program is complete. Knowledge and understanding of the importance of an anti-oppressive framework, is essential to strong social work and leadership practice. I have adopted the PCS model (personal., cultural and structural) as presented by Thompson (2006) to analyze and address issues of oppression in my practice and personal life. Anti- oppressive practice is at the core of the social work values outlined by the Canadian Association of Social Workers, especially the principles of respect for the inherent dignity and worth of persons and the pursuit of social justice. (CASW, 2013).
Inspirational supervision can be explained by saying: “It’s not what you do it’s how you do it.” (Sinek,2013). Inspirational supervision can be provided by building trust, rapport and showing genuine care. (Shulman, 1993). Supervising without judgement, using a strength based perspective and the use of storytelling are also ways to provide inspirational supervision. “The use of story creates space or connection to others, and such is a powerful way of building relationships and inviting creativity within the supervision relationship. The use of story can be inspirational; harnessing people’s energy and talents in ways that produce positive outcomes." (Baldwin, 2005). I intend to share what inspires me and learn what inspires others as part of my supervision practice.
In SOWK 679.10 we discussed managing conflict. Matheson (2013. personal communication) shared ten tips to conflict resolution. What I learned is that although I do not like conflict, I need to address the issue in a timely manner with the intention of resolution. The outcomes of good conflict resolution are a strengthened relationship with the person you are in conflict with as well as mutual respect and understanding.
An understanding of team dynamics and development is important to leadership because we work in an interdependent environment where teamwork is always required. Leconi (2002) discusses the importance of trust, healthy conflict management, commitment, accountability and attention to results as key concepts to healthy teams.
The knowledge and skills required to be a good leader are many. I think that the importance is not that I know everything or appear to know, it is the commitment to ongoing growth and learning that is important. Kouzes and Posner (2002) call this the "learning mindset". Leaders with this mindset have a sense of continuous learning and transformation and receive the highest job performance ratings of those studied.
The Plan
The fourth pillar of my framework is The Plan. A compelling vision is described by Garman (2006) as "a desirable picture of the future, one that employees can remember when the process of change proves particularly difficult." The organizational mission and vision must be clearly communicated to all levels of the organization. It is also essential that the department's mission and vision support the organization mission/ vision. Covey (2004) suggests that as leaders we should have our own personal Mission Statement for the future. "Begin with the end in mind........develop a personal mission statement or philosophy or creed. It focuses on what you want to be (character) and to do (contributions and achievements) and on the values and principles upon which being and doing are based."
Good communication is described by Henein and Morissette (2007) as "requiring openness, curiosity and interest. It's about the capacity to engage in meaningful dialogue to achieve agreement. Dialogue is an essential leadership competency."
Pritchard (2012) shared his personal leadership framework as people, values and strategy. Under the "pebble" of strategy, he spoke about the importance of simplicity and consistency. Our plans and communications need to be consistent and simplistic for all employees in the organization. Follow through -do what you say- is also an important element to ensuring the plan is executed and staff have a sense of buy-in into the vision of the organization.
Strategy is how we decide to get to where we are going or how we plan to accomplish our goals. Pritchard (2012) also explains strategy as "how we invoke our values and people into action or service."
Insist on accountability. Exemplary leadership suggests that the best way to have accountability in organizations is to empower others. "Exemplary leaders enable others to take ownership of and responsibility for their group's success by enhancing their competence and their confidence in their abilities, by listening to their ideas and acting on them, by involving them in important decisions, and by acknowledging and giving credit for their contributions. (Kouzes and Posner, 2002).
Lead by example. "All are aware of the necessity of leading by example and taking the high road." Don't cave in to what is easy. The result is mutual respect between leaders and followers." (Chris Rudge, CEO and Secretary General Canadian Olympic Committee). The best example of leadership is leadership by example.~Jerry McClain
The plan is about the execution of organizational goals. It requires clear and concise communication, a simple and consistent plan, a commitment to follow through, a well-executed strategy, and accountability and buy in from employees. The best way to meet goals is to lead by example and ensure follow through. "The very essence of leadership is its purpose. And the purpose of leadership is to accomplish a task. That is what leadership does–and what it does is more important than what it is or how it works." ~Colonel Dandridge M. Malone
In conclusion, My Leadership Framework includes four pillars, The Person, The Environment, Knowledge and Skills and The plan. All of these components are interdependent on one another and require attention to succeed as a leader in a human service organization. This framework will grow and evolve as I practice the skills that I have learned in my journey through the MSW Leadership program at the University of Calgary.
THE PERSON
The first pillar is The Person. This pillar is really about the human element of leading: "Leadership is not so much about technique and methods as it is about opening the heart.
Leadership is about inspiration of oneself and of others. Great leadership is about human experiences, not processes. Leadership is not a formula or a program, it is a human activity that comes from the heart and considers the hearts of others. It is an attitude, not aroutine."- -Lance Secretan, Industry Week, October 12, 1998.
The human elements of leadership that are important to me are: using strong values and ethics to guide my work, acting with integrity, having faith in my abilities, being creative and inspirational, using humor and serving and mentoring others. I aspire to practice using an anti-oppressive framework and being intentional, present and reflective in the work that I do. SOWK 697 introduced me to the concept of privilege. I am more aware of my own personal privilege and intend to use my privilege to challenge oppression in our workplace. Resonant leadership has taught me about the importance of self-care through the concept of the "sacrifice syndrome". (Boyatzis and McKee, 2005). This isn't something I am good at but something I intend to keep working on professionally and personally. I have come to realize that I am not able to care for others if I do not first care for myself.
Brene Brown (2010) introduced me to her thoughts on vulnerability in her TedTalk (link can be found on my inspiration page) in our first course SOWK 667, Leadership Theory. We also revisited vulnerability in SOWK 679.10 Supervision. "At the heart ofvulnerability lies the willingness of people to abandon their pride and their fear, to sacrifice their egos for the collective good of the team." (Matheson, J. 2013, personal communication). The idea of allowing myself and other to be vulnerable at work is a refreshing concept. Often as leaders we are expected to consistently act with confidence and have all of the answers. Vulnerability allows us to be human and say, "I need help, I messed, I am sorry."
At the core of this pillar is the importance of nurturing relationships. “In organizations, real power and energy is generated through relationships. The patterns of relationships and the capacities to form them are more important than tasks,functions, roles, and positions.” ― Margaret Wheatley. Wheatley does not talk about relationships alone. Servant and Exemplary leadership theories also consider relationships to be a foundational element of a strong leader. "Leaders need to be skilled at establishing, enhancing and repairing relationships." (Henein & Morissette, 2007). Kouzes and Posner state that: "relationships should be treated as if they will last a lifetime and as if they will be important to all parties' mutual success in the future." (2002).
Overall THE PERSON is made up of essential components of leadership that
highlight one's humanity. Leadership requires us to be the best person we can
be. This takes continual growth and learning and hard work and commitment to
ourselves and others that we work beside.
The Environment
The second pillar is The Environment. We all lead in a particular context or
environment that impact on our decisions we make and our ability to lead. It is
important that we are aware of the context in which we work and ensure that we contribute positively to the work environment. Context can include: personal, relational, physical, organizational, cultural, professional, economic and regulatory. (Matheson, J, 2013, personal communication).
The elements of the environment in which I find essential in my leadership practice are: networks and partnerships. "Human networks make things happen, and the leaders who get extraordinary things done are right there in the middle of them." (Kouzes and Posner, 2002). As Wheatley (2007) points out: "We don’t need more command and control; we need better means to engage everyone's intelligence in solving challenges and crises as they arise." I aspire to empower others opposed to using command and control techniques.
A healthy workplace culture can build the environment for success. "A healthy work environment can create conditions that facilitate leadership emergence, foster its development and encourage the practice of excellence." (Henein and Morissette, 2007). One of the ways that we can build a healthy workplace culture is by honoring diversity. I can do this by celebrating, acknowledging and being genuinely curious in understanding and learning about the differences of others and also by empowering others to fight their own oppression.
Three of the highlighted leadership theories discuss the concept of uncertainty
or working in times of change. How we think about and deal with change and uncertainty is critical. Kouzes and Posner (2002) express the importance of being proactive; actively seeking out and creating new opportunities. Henein and Morisette state that uncertainty is a benefit. "Certitude leads to staleness and stagnation. Although uncertainty creates stress, leaders learn to find comfort in discomfort." (2007).
"Change always involves a dark night when everything falls apart. Yet if this period of dissolution is used to create new meaning, then chaos ends and
new order emerges."― Margaret Wheatley
Living systems theory also suggests: "We are working with webs of relationships. As webs, there is a lot to be learned about organizational change from contemplating spider webs. Most of us have had the experience of touching a spider web, feeling its resiliency, noticing how slight pressure in one area jiggles the entire web. If a web breaks and needs repair, the spider doesn't cut out a piece, terminate it or tear the entire web apart and reorganize it. She reweaves it, using silken relationships that are already there, creating stronger connections across the weakened spaces." (Wheatley, 2007). How we deal with change is essential to a healthy environment. We need to embrace it, create new opportunities for change and care for the relationships while we are in the middle of it.
Managing pressures from above and below. This is a reality for all leaders. We need to find a careful balance between not losing site of the larger picture and managing the pressures from above (senior leadership, funders, program pressures) and the pressures from the people we lead (caring for our staff). We can often achieve this through collaboration. Kouzes and Posner (2002) suggest that we: "foster collaboration by promoting cooperative goals and building trust."
The Environment highlights the overall context in where we lead. It is a complicated concept that has many aspects and things to consider. Our attitudes and actions can have a huge impact, both positive and negative on the environment.
Knowledge and Skills
The third pillar is Knowledge and Skills. In our program we were able to take two research classes SOWK 693 research as a foundation and 695 Evidence Based Leaders. Through these classes I was able to understand how to interpret and utilize research and use evidence based practice to inform practice and program development. Since I have completed these courses I have been able to utilize research to inform program development and build a business case for additional positions in our program with success.
Financial Management and Personnel skills are not always considered leadership skills however, they are an essential components to the administrative duties that often go hand in hand with leadership roles.
Along with the leadership skills that are required, it is vital that leaders have a strong clinical understanding and front line experience. It can be argued that most current leaders in the social work profession are chosen because they are strong on the front line. "In social work, managers are often promoted because of their successes in front line positions, their content knowledge and their length of service within an organization/ agency. Our leaders rise into positions with little or no mentoring." (Holosko, 2009). However; a balance is required of leadership skills and clinical/front line experience.
SOWK 697 introduced me to Anti-oppressive practice. This was the first course that I had taken that spoke to diversity, oppression and social justice. I intend to continue my learning in this area after our program is complete. Knowledge and understanding of the importance of an anti-oppressive framework, is essential to strong social work and leadership practice. I have adopted the PCS model (personal., cultural and structural) as presented by Thompson (2006) to analyze and address issues of oppression in my practice and personal life. Anti- oppressive practice is at the core of the social work values outlined by the Canadian Association of Social Workers, especially the principles of respect for the inherent dignity and worth of persons and the pursuit of social justice. (CASW, 2013).
Inspirational supervision can be explained by saying: “It’s not what you do it’s how you do it.” (Sinek,2013). Inspirational supervision can be provided by building trust, rapport and showing genuine care. (Shulman, 1993). Supervising without judgement, using a strength based perspective and the use of storytelling are also ways to provide inspirational supervision. “The use of story creates space or connection to others, and such is a powerful way of building relationships and inviting creativity within the supervision relationship. The use of story can be inspirational; harnessing people’s energy and talents in ways that produce positive outcomes." (Baldwin, 2005). I intend to share what inspires me and learn what inspires others as part of my supervision practice.
In SOWK 679.10 we discussed managing conflict. Matheson (2013. personal communication) shared ten tips to conflict resolution. What I learned is that although I do not like conflict, I need to address the issue in a timely manner with the intention of resolution. The outcomes of good conflict resolution are a strengthened relationship with the person you are in conflict with as well as mutual respect and understanding.
An understanding of team dynamics and development is important to leadership because we work in an interdependent environment where teamwork is always required. Leconi (2002) discusses the importance of trust, healthy conflict management, commitment, accountability and attention to results as key concepts to healthy teams.
The knowledge and skills required to be a good leader are many. I think that the importance is not that I know everything or appear to know, it is the commitment to ongoing growth and learning that is important. Kouzes and Posner (2002) call this the "learning mindset". Leaders with this mindset have a sense of continuous learning and transformation and receive the highest job performance ratings of those studied.
The Plan
The fourth pillar of my framework is The Plan. A compelling vision is described by Garman (2006) as "a desirable picture of the future, one that employees can remember when the process of change proves particularly difficult." The organizational mission and vision must be clearly communicated to all levels of the organization. It is also essential that the department's mission and vision support the organization mission/ vision. Covey (2004) suggests that as leaders we should have our own personal Mission Statement for the future. "Begin with the end in mind........develop a personal mission statement or philosophy or creed. It focuses on what you want to be (character) and to do (contributions and achievements) and on the values and principles upon which being and doing are based."
Good communication is described by Henein and Morissette (2007) as "requiring openness, curiosity and interest. It's about the capacity to engage in meaningful dialogue to achieve agreement. Dialogue is an essential leadership competency."
Pritchard (2012) shared his personal leadership framework as people, values and strategy. Under the "pebble" of strategy, he spoke about the importance of simplicity and consistency. Our plans and communications need to be consistent and simplistic for all employees in the organization. Follow through -do what you say- is also an important element to ensuring the plan is executed and staff have a sense of buy-in into the vision of the organization.
Strategy is how we decide to get to where we are going or how we plan to accomplish our goals. Pritchard (2012) also explains strategy as "how we invoke our values and people into action or service."
Insist on accountability. Exemplary leadership suggests that the best way to have accountability in organizations is to empower others. "Exemplary leaders enable others to take ownership of and responsibility for their group's success by enhancing their competence and their confidence in their abilities, by listening to their ideas and acting on them, by involving them in important decisions, and by acknowledging and giving credit for their contributions. (Kouzes and Posner, 2002).
Lead by example. "All are aware of the necessity of leading by example and taking the high road." Don't cave in to what is easy. The result is mutual respect between leaders and followers." (Chris Rudge, CEO and Secretary General Canadian Olympic Committee). The best example of leadership is leadership by example.~Jerry McClain
The plan is about the execution of organizational goals. It requires clear and concise communication, a simple and consistent plan, a commitment to follow through, a well-executed strategy, and accountability and buy in from employees. The best way to meet goals is to lead by example and ensure follow through. "The very essence of leadership is its purpose. And the purpose of leadership is to accomplish a task. That is what leadership does–and what it does is more important than what it is or how it works." ~Colonel Dandridge M. Malone
In conclusion, My Leadership Framework includes four pillars, The Person, The Environment, Knowledge and Skills and The plan. All of these components are interdependent on one another and require attention to succeed as a leader in a human service organization. This framework will grow and evolve as I practice the skills that I have learned in my journey through the MSW Leadership program at the University of Calgary.