Illinois Institute for Maternal and Child Health Leadership Introduction to Situational Leadership Louis Rowitz, PhD Director

Illinois Institute for Maternal and Child Health Leadership What is Leadership?

Illinois Institute for Maternal and Child Health Leadership WHO IS THE GREATEST LIVING LEADER?

Illinois Institute for Maternal and Child Health Leadership

Fruits of Success Exercise

Illinois Institute for Maternal and Child Health Leadership 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 Health Leadership 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 Health Leadership 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 Health Leadership 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 Health Leadership 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 Health Leadership 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 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.

Illinois Institute for Maternal and Child Health Leadership 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 Health Leadership Comparison of the Characteristics and Responsibilities of Practitioners, Managers, and Leaders PractitionersManagersLeaders The practitioners implements The manager administersThe leader innovates The practitioner followsThe manager is a copyThe leader is an original The practitioner synthesizes The manager maintainsThe 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

Illinois Institute for Maternal and Child Health Leadership Continued…. 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

Illinois Institute for Maternal and Child Health Leadership Continued…. 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

Illinois Institute for Maternal and Child Health Leadership LEADERSHIP IS MORE THAN DISGUISED MANAGEMENT. (ROWITZ, 1997)

Illinois Institute for Maternal and Child Health Leadership 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 Health Leadership SITUATIONAL LEADERSIP INDIVIDUALS CAN ADAPT THEIR LEADERSHIP STYLE TO VARYING SITUATIONS IN APPROPRIATE MANNERS

Illinois Institute for Maternal and Child Health Leadership

Leadership Behavior Analysis II-Self Three Components Style Flexibility Leadership Styles Style Effectiveness

Illinois Institute for Maternal and Child Health Leadership Strategic Leadership Worksheet

Illinois Institute for Maternal and Child Health Leadership 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 Health Leadership