Management Vs Leadership


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Discussion of the importance of effective leadership and administrative guidance to the delivery of quality clinical services. Learn tools to implement key elements of effective leadership: Decision Making, Communication, Motivating Others

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  • Management Vs Leadership

    1. 1. Management and Supervision: It’s All About Leadership Margaret B. Moss Facilitator
    2. 2. Overview <ul><ul><li>Discussion of the importance of effective leadership and administrative guidance to the delivery of quality clinical services </li></ul></ul><ul><ul><li>Learn tools to implement key elements of effective leadership: Decision Making, Communication, Motivating Others </li></ul></ul>
    3. 3. Managers vs. Leaders <ul><li>Managers </li></ul><ul><ul><li>Takes care of where you are </li></ul></ul><ul><ul><li>Deals with complexity </li></ul></ul><ul><ul><li>Concerned with doing things right </li></ul></ul><ul><ul><li>Sees and hears what’s going on </li></ul></ul><ul><ul><li>Finds answers and solutions </li></ul></ul><ul><ul><li>Have employees </li></ul></ul><ul><li>Leaders </li></ul><ul><ul><li>Takes you to a new place </li></ul></ul><ul><ul><li>Deals with uncertainty </li></ul></ul><ul><ul><li>Concerned with doing the right things </li></ul></ul><ul><ul><li>Hears when there is no sound and sees when there is no light </li></ul></ul><ul><ul><li>Formulates the questions and identifies the problems </li></ul></ul><ul><ul><li>Have followers </li></ul></ul>
    4. 4. Transforming Managers into Leaders <ul><li>Management is a career. </li></ul><ul><li>Leadership is a calling. </li></ul><ul><ul><ul><li>True leadership requires seeing something new (VISION) and putting systems in place that will push organizations beyond the status quo. </li></ul></ul></ul>
    5. 5. Leadership: Know Thyself <ul><li>Before you are able to lead anyone, you must know what personal values influence your leadership style </li></ul><ul><li>Also, you need to know what your career anchor is to ensure that you’re in the right field! </li></ul>
    6. 6. How Does One Know Thyself? …Assess Thyself <ul><li>Reddin’s Personal Values Inventory </li></ul><ul><li>Career Orientation Inventory </li></ul><ul><li>FIRO-B </li></ul><ul><li>The Myers Briggs Type Indicator </li></ul><ul><li>Leadership Style Assessment </li></ul>
    7. 7. <ul><li>Leaders recruit and hire leaders </li></ul><ul><ul><li>Characteristics: </li></ul></ul><ul><ul><ul><li>Vision </li></ul></ul></ul><ul><ul><ul><li>Ability to communicate that vision with others </li></ul></ul></ul><ul><ul><ul><li>Effective communication </li></ul></ul></ul><ul><ul><ul><li>Integrity </li></ul></ul></ul><ul><ul><ul><li>Loyalty to employees, managers and the agency/organization </li></ul></ul></ul>Transforming Management into Leadership “ We are limited, not by our abilities, but by our vision.”
    8. 8. <ul><li>Current Managers </li></ul><ul><ul><li>Be a leader </li></ul></ul><ul><ul><ul><li>Know your convictions </li></ul></ul></ul><ul><ul><ul><li>Listen and observe </li></ul></ul></ul><ul><ul><ul><li>Talk to people about needs </li></ul></ul></ul><ul><ul><ul><li>Determine your influence </li></ul></ul></ul><ul><ul><ul><li>Align behaviors with thoughts </li></ul></ul></ul><ul><ul><ul><li>Develop skills and knowledge in different essential leadership responsibilities </li></ul></ul></ul><ul><ul><ul><li>Seek feedback </li></ul></ul></ul><ul><ul><ul><li>Adopt a style consistent with your personality </li></ul></ul></ul>Transforming Management into Leadership “ Be the change you want to see in the world.” ~ Mahatma Ghandi
    9. 9. Key Functions of Leadership <ul><li>Decision Making </li></ul><ul><li>Communication </li></ul><ul><li>Motivating Yourself and Others </li></ul>
    10. 10. Decision Making <ul><li>Models of Decision Making </li></ul><ul><ul><li>The Rational Model </li></ul></ul><ul><ul><li>Organizational Process Model </li></ul></ul><ul><ul><ul><li>Decision Making by resolution </li></ul></ul></ul><ul><ul><ul><li>Decision Making by flight </li></ul></ul></ul><ul><ul><ul><li>Decision Making by oversight </li></ul></ul></ul>
    11. 11. <ul><ul><li>Define the problem </li></ul></ul><ul><ul><li>Identify causes of the problem </li></ul></ul><ul><ul><li>Generate alternatives </li></ul></ul><ul><ul><li>Determine best alternative </li></ul></ul><ul><ul><li>Make decision to act </li></ul></ul>Decision Making: The Process
    12. 12. Decision Making Tools <ul><li>Focus Groups </li></ul><ul><li>Brainstorming </li></ul><ul><li>Observations </li></ul><ul><li>Decision Tree </li></ul>
    13. 13. Communication <ul><li>Communication is a process. </li></ul><ul><ul><li>We must understand the process if we are to participate in it and be effective. </li></ul></ul>
    14. 14. Communication <ul><li>How would you respond to the following questions? </li></ul>
    15. 15. Communication <ul><li>(from the head of your agency) “I’ve heard some disturbing rumors about the way you treat our clients.” </li></ul><ul><li>(from your subordinates) “I think we should be paid more for all this work we’re doing. I feel like I’m working for free sometimes.” </li></ul>
    16. 16. Specialized Forms of Communication <ul><li>Personal Counseling </li></ul><ul><li>Meetings </li></ul><ul><li>Memos </li></ul><ul><li>Reports </li></ul>
    17. 17. Conducting Effective and Productive Meetings <ul><li>Determine necessity of the meeting </li></ul><ul><li>Develop an agenda and rank items in order of importance </li></ul><ul><li>Determine begin-end times </li></ul><ul><li>Stay on task </li></ul><ul><li>Utilize handouts and visuals for trainings </li></ul><ul><li>Use humor </li></ul><ul><li>End on time </li></ul>
    18. 18. Electronic Communication: Do’s and Don’ts of EMAIL <ul><li>Do: </li></ul><ul><li>Be careful about what, when and how you write emails </li></ul><ul><li>Be clear and careful of tone </li></ul><ul><li>Don’t </li></ul><ul><li>use emails to avoid face to face confrontation </li></ul><ul><li>write emails when angry </li></ul>
    19. 19. Motivating Yourself and Others <ul><li>What motivates you? </li></ul><ul><li>What will motivate you in the future? </li></ul><ul><li>What does Maslow have to say about motivation? </li></ul>
    20. 20. Becoming a Motivator <ul><li>Be proactive about your own motivation (what motivates you) </li></ul><ul><li>Understand that what motivates you is not necessarily what motivates others (people have different motivators) </li></ul><ul><li>Have realistic expectations about your influence to motivate others (you might not be able to motivate everyone) </li></ul><ul><li>Set clear and challenging goals </li></ul><ul><li>Be honest about the possibility of rewards </li></ul><ul><li>Understand that people want to be treated fairly </li></ul><ul><li>Motivation is also about the work you ask people to do </li></ul><ul><li>Understand the life stages of the people with whom you work </li></ul>
    21. 21. Leadership is an evolution <ul><li>It takes dedication and commitment to the task of becoming a leader to actually become a leader </li></ul><ul><li>Resist the status quo!!! </li></ul><ul><li>BE A LEADER…SEE the CHANGE </li></ul>
    22. 22. Resources <ul><li>Managing Human Behavior in Public and Nonprofit Organizations </li></ul><ul><li>Robert B. Denhardt, Janet Vinzant Denhardt and Maria P. Aristigueta </li></ul>
    23. 23. Questions? Comments? Concerns? Thoughts? Reflections?
    24. 24. Thank you!!! Margaret B. Moss, BA, QMHP, QDDP [email_address]