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Social Change Model of Leadership Development

Presentation for WE LEAD orientation workshop

Katie Loudin

on 21 August 2010

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Transcript of Social Change Model of Leadership Development

Common Purpose
Controversy with Civility
Consciousness of self
Social Change Model of Leadership Development
Let's explore leadership...
Is he a leader?
What about him?
Or her?
What about you?
Can you be a leader?
Leadership is a relational and ethical process of people together attempting to accomplish positive change.
"Never doubt that a small group of thoughtful committed citizens can change the world. Indeed, it is the only thing that ever has." Margaret Mead
Introductions and Discussions
Why are you here?
What interests you about your issue area?
Set ground rules
Expectations for workshop and the year
What is leadership to you? Activity: Leadership Barometer
Debunking some myths
Leaders are made, not born.
In today's fluid organizations, leadership occurs at all levels.
Having a charismatic personality is not a prerequisite for leadership.
There is not one right way to lead an organization or group. Effective leadership will be determined by personal experience and the context of the setting.
Being a manager and being a leader are not the same things.
Leadership is a teachable discipline
Let's move to a working definition (one I personally happen to really like)...
Based on what we've learned...
And this guy?
Assumptions of the Model
"Leadership" is concerned with effecting change on behalf of others and society.
Leadership is collaborative.
Leadership is a process rather than a position.
Leadership should be value-based.
All students (not just those who hold formal leadership positions) are potential leaders.
Service is a powerful vehicle for developing students' leadership skills.
Leaders must be tough enough to fight,
tender enough to cry,
human enough to make mistakes,
humble enough to admit them,
strong enough to absorb the pain,
and resilient enough to bounce back
and keep on moving.
-Jesse Jackson
Seven C's Represent Critical Values
the value "hub" which gives meaning and purpose to the 7 C's. Change is the ultimate goal of the creative process of leadership--to make a better world and a better society for self and others
means being aware of the beliefs, values, attitudes, and emotions that motivate one to take action.
refers to thinking, feeling, and behaving with consistency, genuineness, authenticity, and honesty toward others. Congruent persons are those whose actions are consistent with their most deeply-held beliefs and convictions. Clearly, personal congruence and consciousness of self are interdependent.
WE LEAD Workshop 2010
is the psychic energy that motivates the individual to serve and that drives the collective effort. Commitment implies passion, intensity, and duration. It is directed toward both the group activity as well as its intended outcomes. Without commitment, knowledge of self is of little value. And without knowledge of self, commitment is easily misdirector. Congruence, in turn, is most readily achieved when the person acts with commitment and knowledge of self.
is to work with others in a common effort. It constitutes the cornerstone value of the group leadership effort because it empowers self and others through trust. Collaboration multiplies group effectiveness by capitalizing on the multiple talents and perspectives of each group member and on the power of that diversity to generate creative solutions and actions. Collaboration empowers each individual best when there is a clear-cut "division of labor."
means to work with shared aims and values. It facilitates the group's ability to engage in collective analysis of the issues at hand and the task to be undertaken. Common purpose is best achieved when all members of the group share in the vision and participate actively in articulating the purpose and goals of the leadership development activity. Recognizing the common purpose and mission of the group helps to generate the high level of trust that any successful collaboration requires.
recognizes two fundamental realities of any creative group effort: that differences in viewpoint are inevitable, and that such differences must be aired openly but with civility. Civility implies respect for others, a willingness to hear each other's views, and the exercise of restraint in criticizing the views and actions of others. This is best achieved in a collaborative framework and when a common purpose has been identified. Controversy can often lead to new, creative solutions to problems, especially when it occurs in an atmosphere of civility, collaboration, and common purpose.
is the process whereby the individual and the collaborative group become responsibly connected to the community and the society through the leadership development activity. To be a good citizen is to work for positive change on behalf of others and the community. Citizenship thus acknowledges the interdependence of all who are involved in or affected by these efforts. It recognizes that the common purpose of the group must incorporate a sense of concern for the rights and welfare of all those who might be affected by the group's efforts. Good citizenship thus recognizes that effective democracy involves individual responsibility as well as individual rights.
Who are you?
Activity: Write your eulogy
Bridging the Individual and the Group
Crossing the Line
Leadership Compass
Inclusive conversations
Group Development
Community- Moving to Action
-Midwest Academy
What is collaboration?
Collaboration is a strategy for building relationships and getting things done. It involves people with diverse interests working together to achieve mutually satisfying outcomes.
Decisions are made by consensus...not to be confused with consent or everyone's preffered option. It means a decision everyone can support--> one that will give everyone a common purpose. It takes time, but is required for true collaboration.
Collaboration is an on-going series of negotiations. Negotiation doesn't bring about change in beliefs. It leads to agreed-upon changes in behaviour through commitments. Problem solving negotiation can be an effective collaboration tool as you consider others' interests as well as your own.
Review "Guidelines for Effective Collaboration" on p. 27
Don't forget about culture and diversity. How might the WE LEAD group culture affect collaborations with community partners and student groups? Before collaboration can occur, it is imperative that you pro-actively name norms and standards with your collaborators so that the group chooses them, thus identifying the thinking of the group as a whole (p. 28). Does this remind you of any activity from yesterday?
Collaborative Process Stages and Steps
I. Prepare
Identify Assets and Capabilities your organization might provide in collaborations (see Worksheet 1)
Determine Benefits your organization might seek in Collaborations (see Worksheet 2)
List your organization's current relationships (worksheet 3)
Delegate responsibilities for guiding collaboration development
II. Plan
At this state you are ready to research potential organizations to assess the strategic fit and opportunities (see worksheet 4)
III. Develop
In Stage III, the collaborating organizations are ready to develop shared expectations on projects and to determine how to contribute strategic benefits to each organization. See the seven steps to project collaboration.
IV. Renew
After your organization has engaged in strategic collaborations, it is important to appraise and renew them. This allows your organization to maximize the benefits, update your planning, and continue to incorporate collaborations into long-range planning.
Collaboration Reflection Questions
Think iof ineffective collaborations you may have experienced. What went wrong?
If you had to do it over the next time, what steps would you take?
Reflect on your own cultural norms and standards. Can you think of times when they were not helpful? What would you do differently to balance differing norms and standards?
The Stages of Group Development
1. Orientation (Forming)
Feeling moderately eager with high expectations
Testing the situation and central figures
Depending on authority and hierarchy
Needing to find a place and establish oneself
Excited about new possibilities
2. Dissatisfaction (Storming)
Experiencing a discrepancy between hopes and reality
Feeling dissatisfied with dependence on authority
Feeling frustrated around goals, tasks and action plans
Feeling incompetent and confused
Competing for power and/or attention
3. Resolution (Norming)
Resolving discrepancies between expectations and reality
Resolving polarities and animosities
Developing harmony, trust, support, and respect
Developing self-worth and confidence
Giving more openly and providing more feedback
Sharing responsibility and control
4. Production (Performing)
Feeling excited about participating in team activities
Working cooperatively and interdependently with peers and subgroups
Feeling team strength
Sharing leadership
Feeling positive about task successes
Performing at high levels
5. Termination (Adjourning or Mourning)
Feeling concern about impending dissolution
Feeling sadness or gratification
Decreasing or increasing task activity
Experiencing a decrease or increase in morale
Feeling exhilaration about accomplishments
Feeling close to other members of the group
Movement through the group development stages is NOT ALWAYS LINEAR.
Group Development Reflection Questions
What are positive techniques I can use when a group is Storming--and we need to be Norming or Performing?
What personal responsibility do I have as a group member to help other group members learn and grow?
How might I handle conflict or tension within a group?
Full transcript