Linda Helm, MSW, PhD, LISW-S Richard Boettcher, MSW, PhD, LISW-S Leadership Styles and Personality Qualities of the NSWM’s Monday Morning Managers Paper Presented at the 28th Annual Conference of the Network for Social Work Management June 15, 2017 Linda Helm, MSW, PhD, LISW-S Richard Boettcher, MSW, PhD, LISW-S This paper is a draft and not intended, in its present form, for duplication or publication. However, permission to cite or quote from its contents is freely given by the authors

Purpose of Study To determine: 1.To explore the leadership styles of Social Work managers as lived by NSWM Monday Morning Managers 2. To identify the personality qualities and career pathways of the NSWM MMM’s 3. To stimulate dialogue about the conclusions of the study in relation to social work education and practice

Demographic and Descriptive Features of the Survey Sample Study Universe 99 Surveys sent July/14 - April/17 69.8% Sample Return Mean Age= 45.6 years Mean Management Experience= 14.8 years Study Universe: 99 MMM’s from July, 2014 –April, 2017, less 6 invalid addresses. U = 93 Survey Sample: from March15 to April 15, 65 surveys returned by email = 69.8% sample Mean age and management exp.= 45.6 and 14.8. Gender: 60% female; 40% male

Demographic and Descriptive Features of the Survey Sample Subjects hold 81 degrees: BSW (6); MSW (42); PhD in SW( 13); PhD other (8)MBA(1);MPA ( 2) MPH (1);MS in Org Psych(1) ; MS in Psych. (1) Professional licenses :38 of 65(58.4%)

Demographic and Descriptive Features of the Survey Sample Positions: CEO( 19) Exec. level (11); Mid. Man.(17); Line sup. (6) Trainer, educator, consultant(7) Retired /not specified(4)

Demographic and Descriptive Features of the Survey Sample Agencies: Pub.(14);Private(21); Ed. Inst.(13) For-Profit(13) Not specified(1)

MMM’s tend to be middle aged, Demographic and Descriptive Features of the Survey Sample MMM’s tend to be middle aged, well educated, female, high level, and experienced managers Findings consistent with 2016 study in terms of age, education, experience, gender, for-profit positions (18%)

Community Collaboration Educational Preparation for Management Did your education prepare you in some specific way for social service management? YES (74%) MSW Management Track MSW Content *Supports NSWM Management Certificate Competencies MPA PhD 19 Leadership Resource Management Strategic Management Community Collaboration Relationship Skills 1 8 6 3 Did Your education prepare you in some specific way for social service management? 74% said “yes”; 23% said “no”. Of the 45 “yes” 19 specified “MSW Management Track 26 Other Affirmers specified MSW content, e.g. Leadership (8) Resource Man.(6) Strat.Man(6) Comm. Collab. (3); Relationship Skills (3). Supports NSWM Man. Certificate Curric. Areas Other degree: MPA (1) PhD(1

Paths to Management Subjects Paths to Management (n=65) Frequency % Social Work Degree Direct Service First Management   32 52.5 Non-Social Work Degree Direct Service 9 14.8 Social Work Degree Management 14 23 Non- Social Work Degree Management 2 3.2 Management Social Work Degree 3 4.9 Indeterminate 1 1.6 Total (26% -Directly into Management/ 24% in first study) 61 100 Paths to Management N % SW degree--DS—Man. 32 52.5 Non SW--DS--Man. 9 14.8 SW degree---Man. 14 23.0 Non SW---Man. 2 3.2 Man prior to SW degree 3 4.9 Indeterminate 1 1.6 Total 61 100 26% went directly into management ( 24% in first study based on content analysis)

Perceived Leadership Styles Personal- Leads with passion for mission, vision, creativity, trust, efficiency Organizational- Leads by building alliances, shared decision making, collaboration Combination of personal and organizational “You need both.” “Must manage both work and people, not one or the other.” “Lead by personal actions and help staff build consistently excellent service systems.” Per5ceived Leadership Styles 11( 18%) focus mainly on leading by their personal qualities such as their passion for mission, vision, creativity, trust, efficiency 18(30%) focus mainly on organizational culture, building alliances, shared decision making and collaboration 32(52%)combine personal and organizational “ You need both”; “Must manage both work and people, not one or the other”; “ Lead by personal actions and help staff build consistently excellent service systems”

Favored Approaches to Motivating Staff   Favored Approaches to Motivating Staff (n=59) Frequency % Primarily through Personal Interaction 40 68 % Praise, Recognition, Brainstorming Collaboratively, Positive Affirmation   Primarily through Structural Arrangements 10 17% Focus on Team to support each other, Focus on Individualized Professional Development, Empower staff to work independently, Create Monitoring and Communication Systems to Support Self-Motivation Both 9 15% Favored Approaches to Motivating Staff 40 (68%) mainly seek to motivate staff through personal interactions using praise, recognition, positive affirmation and collaboration 10( 17%) rely mainly on structural arrangements such as team building , professional development, and systems to support self-motivation. 9(15%) use some of both

Mentors who Guided Subjects to Leadership Roles 49 (85%) No Mentors 9 (15%) Sources of Professional Mentors Frequency % Work Related Supervisor 39 37   College Professor   20 19 College Field Instructor   17 16 Work Related Colleague 29 28 Mentors 49( 85%) acknowledge having professional mentors who have guided them into leadership positions. 9(15%) say “none” Sources of Professional Mentors: Work-related supervisor 39; Work-related colleague 29; College professor 20; Field instructor at internship 17( some indicated more than one mentor source)Predominance of work as source for mentors consistent with first study.

Networking Networking is extremely or very important to career 43 (74%) Benefits of Networking Secure new position 32 responses Develop network of colleagues 44 responses Aided with organizational challenges 34 responses “Brought me new consulting work” “Supported me emotionally” “Got referrals” “Not having a network has resulted in isolation and financial instability at times” Networking 43 (74%) indicate that networking was extremely or very important to their careers. Benefits include: (multiple responses) Helped me secure a new position (32) Developed a network of colleagues (44) Aided me with organizational challenges (34) Other: “Brought me new consulting work”; “Supported me emotionally”; “Got referrals” “Not having a network has resulted in isolation and financial instability at times”.

Over the past 3 decades research psychologists have concluded that 5 personality traits are highly correlated with successful leadership known as: The 5-factor model Over the past 3 decades research psychologists have concluded that 5 personality traits are highly correlated with successful leadership on the part of supervisors and managers, viz.: Extroversion Agreeableness Conscientiousness Emotional stability Openness to New Experience Known as the “big Five”

Personality Extroversion: A tendency to seek stimulation and to enjoy the company of other people. This reflects a dimension ranging from energetic, enthusiastic, sociable, and talkative at one end, to retiring, sober, reserved, silent, and cautious on the other. (i.e., introversion). Agreeableness: A tendency to be compassionate toward others. This dimension ranges from good-natured, cooperative, trusting, and helpful at one end, to irritable, suspicious, and uncooperative at the other. Conscientiousness: A tendency to show self-discipline, to strive for competence and achievement. This dimension ranges from well organized, careful, self-disciplined, responsible, and precise at one end, to disorganized, impulsive, careless, and undependable at the other. Emotional Stability: A tendency to experience unpleasant emotions easily. This dimension ranges from poised, calm, composed, and not hypochondriacal at one end, to nervous, anxious, high-strung, and hypochondriacal at the other. Openness to experience: A tendency to enjoy new experiences and new ideas. This dimension ranges from imaginative, witty, and having broad interests at one end, to down-to-earth, simple and having narrow interests at the other.

Correlations of the Big Five Strongly related to work performance in multiple occupations Leaders in commerce, business, manufacturing, medical administration, education, law, etc. score high in extraversion, openness to new experience, agreeableness and willingness to trust others. No formal research on social service leaders/managers until this study Respondents to the present survey completed the Ten Item Personality Inventory, a measure of the “Big 5” Correlations of the Big Five Strongly related to work performance in many different occupations Leaders in commerce,business,manufacturing, medical administration, education, law, etc. , score high in extraversion, openness to new experience, agreeableness and willingness to trust others. No formal research on social service leaders/managers until this study Respondents to the present survey completed the Ten Item Personality Inventory, a measure of the “Big 5”

Results of the Ten Item Personality Measure of the“BIG 5” Model Ten Item Personality Measure of the Big Five Factors Extraversion Introverts- 4 (<4) “Swingers”- 16 (4s) Extraverts – 35 (>4) Mean= 4.59 TIPI Mean 4.44 Agreeableness 5 (<4) 55 (4.50-7) Mean= 5.3 5.23 Conscientiousness 6 (<4) 35 (4) 14 (>4) Mean= 4.14 5.4 Emotional Stability 3 52 Mean= 5.7 4.83 Openness Mean= 5.76 5.38 *Score Averages from TIPI authors Results of the TIPI 7 Point ScaleExtraversion: 4 introverts (<4), 16 “swingers”(4’s); 35 extraverts , ( i.e. > 4) Mean 4.59 Agreeableness: 5 below 4; 55 from 4.50-7.00 Mean: 5.3 Conscientiousness: 6 below 4; 35 at 4; 14>4. Mean:4.14 Emotional stability: 3 below 4; 52 >4 Mean=5.7 Openness: All 4 or greater. Mean 5.76

The Blake and Moulton Managerial Grid Explained Respondents rate themselves on 18 items designed to measure proclivity of subject to attend to two dimensions of management: attention to people and attention to task. The Grid has 4 distinct styles of leadership: Impoverished style(low on people and on task) Country Club style(high on people, low on task) Authoritarian style or Task Master ( low on people and high on task Team Leader style( high on attending to both people and top task) The Blake and Mouton Managerial Grid Explained Respondents rate themselves on 18 items designed measure proclivity of subject to attend to two dimensions of management: attention to people and attention to task. The Grid has 4 distinct styles of leadership: the Impoverished style(low on people and on task) the Country Club style(high on people, low on task); Authoritarian style or Task Master ( low on people and high on task; The Team Leader style( high on attending to both people and top task)

Results of The Blake and Moulton Managerial Grid Measurements-Consistent with Self-perception of Leadership Style/ Both Personal & Organizational n=51 n=1 n=0 n=4 N=0

Conclusions and Implications for Education and Practice First 100 MMM’s tend to be middle aged, female, educationally prepared, high level and experienced managers (next 100?) 75% of the MMMs report they were prepared for leadership/management roles by their SW curricula, either by a management track or by subjects infused in their curricula. Schools should pay attention to this finding. Most MMM’s (66%) did direct service before management. A significant # (26% of sample) went directly into management after SW degree with no direct service work. Schools, are you listening? Conclusions and Implications for Education and Practice First 100 MMM’s tend to be middle aged, female, educationally prepared, high level and experienced managers (next 100?) 75% of the MMMs report they were prepared for leadership/management roles by their SW curricula, either by a management track or by subjects infused in their curricula. Schools should pay attention to this finding. Most MMM’s (66%) did direct service before management. A significant # (26% of sample) went directly into management after SW degree with no direct service work. Schools, are you listening?

More Conclusions Most MMM’s had mentors who steered them into management. Mentors come from the workplace, the educational institution, and field placements Mentors also come from networking. Networking has been extremely important to the careers of the MMM’s and should be emphasized in Social Work programs. More Conclusions Most MMM’s had mentors who steered them into management. Mentors come from the workplace, the educational institution, and field placements Mentors also come from networking. Networking has been extremely important to the careers of the MMM’s and should be emphasized in Social Work programs.

Still More Conclusions MMM’s score well on the 5 Factor Model. They are predominantly extraverts (though not exclusively). Perhaps they are not well suited for the role of therapist? If schools of SW offered stronger management tracks, would extraverts enroll in greater #’s? MMM’s tend to be “Team Leaders” on the B/M scale. As leaders they attend to both people and tasks. . More Conclusions Most MMM’s had mentors who steered them into management. Mentors come from the workplace, the educational institution, and field placements Mentors also come from networking. Networking has been extremely important to the careers of the MMM’s and should be emphasized in Social Work programs.

Advice from MMMs . Advice from the MMM’s was offered in 4 areas: Professional development: have a mentor; find a good mentor network; work the network; read on management; take classes. Leadership processes: watch leaders you admire; develop a vision for your leadership; get comfortable with money, and budgets; keep learning. Just do it!: you can learn by doing it. Persevere and go for it; You can learn along the way. Personal qualities to cultivate: follow your passions; be open and embrace change; operate with integrity and be nice to others; be persistent. Amen! . Advice from the MMM’s was offered in 4 areas: Professional development: have a mentor; find a good mentor network; work the network; read on management; take classes. Leadership processes: watch leaders you admire; develop a vision for your leadership; get comfortable with money, and budgets; keep learning. Just do it!: you can learn by doing it. persevere and go for it; You can learn along the way. Personal qualities to cultivate: follow your passions; be open and embrace change; operate with integrity and be nice to others; be persistent. Amen!

Any Comments, Questions, Thoughts? Thank You Any Comments, Questions, Thoughts?