3. WHO IS THE GREATEST
LIVING LEADER?
Illinois Institute for
Maternal and Child
4. S o c i a l J u s t i c e
H u m a n S e r v i c e s P r i v a t e S e c t o r M C O P u b l i c H e a l t h
Illinois Institute for
Maternal and Child
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
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
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
9. The Tasks of Leadership
(Gardner, 1990)
1. Envisioning Goals
2. Affirming Values
3. Motivation
4. Managing
5. Achieving workable vision
6. Explaining
7. Serving as a symbol
8. Representing the group
9. Renewing
Illinois Institute for
Maternal and Child
10. Leadership’s Guiding Principles
(Murphy, 1996)
1. BE AN ACHIEVER
2. BE PRAGMATIC
3. PRACTICE STRATEGIC HUMILITY
4. BE [COMMUNITY]-FOCUSED
5. BE COMMITTED
6. LEARN TO BE AN OPTIMIST
7. ACCEPT RESPONSIBILITY
Illinois Institute for
Maternal and Child
11. The New Leadership Competencies
(Scholtes, 1998)
1. The ability to think in terms of systems and knowing
how to lead systems
2. The ability to understand the variability of work in
planning and problem solving
3. Understanding how we learn, develop, and
improve, and leading to true learning and
improvement.
4. Understanding people and why they behave as
Illinois Institute for
Maternal and Child
they do.
5. Understanding the interdependence and interaction
between systems, variation, learning, and human
behavior. Knowing how each affects the others.
6. Giving vision, meaning, direction and focus to an
organization.
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
13. Comparison of the Characteristics and
Responsibilities of Practitioners,
Managers, and Leaders
Practitioners Managers Leaders
The practitioners
implements
The manager administers The leader innovates
The practitioner follows The manager is a copy The leader is an original
Illinois Institute for
Maternal and Child
The practitioner
synthesizes
The manager maintains The leader develops
The practitioner focuses
on programs and services
The manager focuses on
systems and structures
The leader focuses on
people
The practitioner relies on
compliance and behavior
chance
The manager relies on
control
The leader inspires trust
14. Continued….
Illinois Institute for
Maternal and Child
The Practitioner has a
narrow view
The manager has a
short-range view
The leader has a long-range
view
The practitioner asks who
and where
The manager asks
how and when
The leader asks what
and why
The practitioner’s eye is on
the client and the
community
The manager’s eye is
always on the bottom
line
The leader’s eye is on
the horizon
The practitioner separates
programs from services
The manager
imitates
The leader originates
The practitioner protects
the status quo
The manager
accepts the status
quo
The leader challenges
the status quo
15. Continued….
Illinois Institute for
Maternal and Child
The practitioner is in
the infantry
The manager is the
classic good soldier
The leaders is his or
her own person
The practitioner is a
conflicted pessimist
The manager is a
pessimist
The leader is an
optimist
The practitioner is a
reflective thinker
The manager is a
linear thinker
The leader is a
systems thinker
The practitioner
follows the agency
agenda
The manager does
things right
The leader does the
right things
16. LEADERSHIP IS MORE THAN
DISGUISED MANAGEMENT.
(ROWITZ, 1997)
Illinois Institute for
Maternal and Child
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
18. SITUATIONAL LEADERSIP
INDIVIDUALS CAN ADAPT
THEIR LEADERSHIP STYLE TO
VARYING SITUATIONS IN
APPROPRIATE MANNERS
Illinois Institute for
Maternal and Child
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
