Overview of key differences between management and leadership

1. Management and Supervision:
It’s All About Leadership
Margaret Brunson, MPA
Facilitator

2. Overview
 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

3. Managers vs. Leaders
 Managers  Leaders
 Takes care of  Takes you to a new
where you are place
 Deals with  Deals with
complexity uncertainty
 Concerned with
 Concerned with doing the right
doing things right things
 Sees and hears  Hears when there is
what’s going on no sound and sees
 Finds answers when there is no
and solutions light
 Have employees  Formulates the
questions and
identifies the
problems

4. Transforming Managers into
Leaders
Management is a career.
Leadership is a calling.
 Trueleadership requires seeing
something new (VISION) and
putting systems in place that will
push organizations beyond the
status quo.

5. Leadership: Know
Thyself
 Before you are able to lead
anyone, you must know what
personal values influence your
leadership style
 Also, you need to know what
your career anchor is to ensure
that you’re in the right field!

6. How Does One Know
Thyself?
…Assess Thyself
 Reddin’s Personal Values
Inventory
 Career Orientation Inventory
 FIRO-B
 The Myers Briggs Type
Indicator
 Leadership Style Assessment

7. Transforming Management
into Leadership
Leaders recruit and hire leaders
 Characteristics:
 Vision
 Ability to communicate that vision with
others
 Effective communication
 Integrity
“We are limited,
not by our  Loyalty to employees, managers and
abilities, but by the agency/organization
our vision.”

8. Transforming Management
into Leadership
 Current Managers
 Be a leader
 Know your convictions
 Listen and observe
“Be the change
 Talk to people about needs
you want to see
in the world.”  Determine your influence
~ Mahatma  Align behaviors with thoughts
Ghandi
 Develop skills and knowledge in
different essential leadership
responsibilities
 Seek feedback
 Adopt a style consistent with your
personality

9. Key Functions of
Leadership
Decision Making
Communication
Motivating Yourself and Others

10. Decision Making
 Models
of Decision Making
The Rational Model
Organizational Process
Model
Decision Making by
resolution
Decision Making by flight
Decision Making by

11. Decision Making: The
Process
 Define the problem
 Identify causes of the problem
 Generate alternatives
 Determine best alternative
 Make decision to act

12. Decision Making Tools
 Focus Groups
 Brainstorming
 Observations
 Decision Tree

13. Communication
 Communication is a
process.
We must understand the
process if we are to
participate in it and be
effective.

14. Communication
How would you respond to
the following questions?

15. Communication
1. (from the head of your agency) “I’ve
heard some disturbing rumors
about the way you treat our clients.”
2. (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.”

16. Specialized Forms of
Communication
Personal Counseling
Memos
Meetings
Reports

17. Conducting Effective and
Productive Meetings
1. Determine necessity of the meeting
2. Develop an agenda and rank items in
order of importance
3. Determine begin-end times
4. Stay on task
5. Utilize handouts and visuals for
trainings
6. Use humor
7. End on time

18. Electronic
Communication:
Do’s and Don’ts of EMAIL
Do: Don’t
Be careful about use emails to
what, when and avoid face to
how you write face
emails confrontation
Be clear and
careful of tone write emails
when angry

19. Motivating Yourself and
Others
 What motivates you?
 What will motivate you in the
future?
 What does Maslow have to say
about motivation?

20. Becoming a Motivator
 Be proactive about your own motivation (what
motivates you)
 Understand that what motivates you is not
necessarily what motivates others (people have different
motivators)
 Have realistic expectations about your
influence to motivate others (you might not be able to motivate
everyone)
 Set clear and challenging goals
 Be honest about the possibility of rewards
 Understand that people want to be treated fairly
 Motivation is also about the work you ask
people to do
 Understand the life stages of the people with
whom you work

21. Leadership is an
evolution
It takes dedication and
commitment to the task of
becoming a leader to actually
become a leader
Resist the status quo!!!
BE A LEADER…SEE the

22. Resources
Managing Human Behavior in Public
and Nonprofit Organizations
Robert B. Denhardt, Janet Vinzant
Denhardt and Maria P. Aristigueta

23. Questions?
Comments?
Concerns?
Thoughts?
Reflections?

24. Thank you!!!
Margaret A. Brunson, MPA
Training Director
Fidelity Community Support Group, Inc.