Leadership Strategies and Tools A Webinar Presented by NYS ARTS Craig Dreeszen, Ph.D., 2009 This program is made possible with support from National Endowment for the Arts, American Express Foundation and the New York State Council on the Arts, a State Agency.
In this session we will:
Hear your reflections from Session 1
Consider leadership in 3 different contexts
Prepare for the final session where you develop a plan for your own leadership development
We hope you will:
Continue to keep a journal of your observations
Determine what more you wish to learn
Assess your own preferred leadership style
Post reflections on our blog
When you have a formal role or not
In Partnerships – between organizations
Leadership in predictable stages of partnership growth
Community planning and organizing
Recall a situation in which your leadership was effective or you were confident in your leadership.
What can you observe about your approach, skill, situation, relationship with followers?
Recall a contrasting situation .
What differs from your successful and unsuccessful leadership?
What does this teach you about leadership?
“ 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 Wheatly
“ I used to think that running an organization was equivalent to conducting a symphony orchestra. But I don't think that's quite it; it's more like jazz. There is more improvisation.” Warren Bennis
Leading as chief executive
As program director or other senior staff
As board chair
As board member
When you have no formal leadership role
When there is no leader
“ Management is doing things right; leadership is doing the right things.” Peter F. Drucker
“ The manager asks how and when; the leader asks what and why.” Warren Bennis
“ Effective leadership is putting first things first. Effective management is discipline, carrying it out.” Stephen Covey
Governance as Leadership
Chait, Ryan, & Taylor, 2005
A nonprofit board operates in three leadership modes:
watchful and cautious
open and analytical
intuitive and creative
Each has its place and effective board leaders operate in all three modes
Complements executive director
Board governs, staff manage operations
In all-volunteer organizations
May lead organization and manage programs
May be volunteer executive director
In under-staffed organization may also serve as volunteer staff
Vice President, succession planning
Past President, institutional memory
Other officers and committee chairs
Leaders without portfolio
The Starfish and the Spider: The Unstoppable Power of Leaderless Organizations Ori Brafman and Rod A. Beckstrom
Traditional “spiders” rely on rigid hierarchy and top-down leadership
Revolutionary “starfish” apply the power of peer relationships
Orpheus Chamber Orchestra
“ Rehearsing, performing and recording without a central authority figure, Orpheus musicians share leadership roles…”
“ Partnerships are headaches worth having.”
Many leaders, used to success in an organization, are surprised to encounter resistance when leading in a partnership.
Don’t be surprised by this predictable problem.
Sorting out leadership is an early developmental task of any group and especially partnerships.