1 LEADING ACC CHAPTERS and COMMITTEES The Leadership Challenge: Legacy or Languor? Presented by Stephen R. Chitwood, Ph.D., J.D. Professor Emeritus The.

Slides:



Advertisements
Similar presentations
An Introduction to Teamwork
Advertisements

Addressing the needs of the local.  members new in their role  previous training  local issues and culture  prior knowledge and information  work.
Note: Lists provided by the Conference Board of Canada
Situational Leadership Donna Shea, M.Ed.. Objectives By the end of this presentation you should be able to: Discuss the four leadership styles Discuss.
Hackman & Oldham’s Job Characteristics Model Core DimensionsPsychological StatesOutcomes Skill Variety Task Identity Task Signif. Autonomy Feedback Meaningfulness.
A Matter of Motivating People to Prepare and Work as a TEAM
Interpersonal skills & Communication Edina Nagy Lajos Kiss Szabolcs Hornyák.
Leadership Development Nova Scotia Public Service
Leading, Motivating and Controlling
Management and Leadership
Introduction to Team Building Presented by Margo Elliott Momentum Performance Solutions 6 September 2001.
Leadership Organizational Behaviour Social Behaviour.
Schermerhorn - Chapter 11
Leadership as a Contingency: “It Depends on the Situation” An Example of a Model.
The Manager as Leader 3.1 The Importance of Leadership
DEFINITIONS OF MOTIVATION:
PARTICIPATIVE LEADERSHIP BEHAVIOR
Human Resource Management Lecture-40 Summary of Lecture-39.
LEADERSHIP STYLES.
Chapter 9: Teams and Teamwork
Copyright c 2006 Oxford University Press 1 Chapter 10 Providing Leadership in Groups Defining leadership The use of positive interpersonal influence to.
Chapter 8 Motivation Through Needs, Job Design & Intrinsic Rewards What Does Motivation What Does Motivation Involve? Involve? Need Theories of Need Theories.
Section B: Psychology of sport performance 2. Group dynamics of sport performance.
LEADERSHIP DEVELOPMENT (34 SLIDES).
Defining Leadership.
Adapting Boards for a New Day
Develop your Leadership skills
Chapter 13. Leaders Individuals who… establish direction for a group gain the group members’ commitment motivate them to achieve goals to move in that.
TOP 10 LEADERSHIP SKILLS Interpersonal Skills Patience Considerate Flexibility Creativity Credibility Encouraging Sense of Humor Self Confidence Assertiveness.
Working in Groups Decision-making processes. Why work in a group? Working in groups is a vital part of every job Groups are more productive than individuals.
Roles & Responsibilities of Club Managers Developed by: Texas 4-H & Youth Development Strengthening Clubs Initiative Team.
TEAMWORK WORKSHOP ICOM5047 Design Project in Computer Engineering J. Fernando Vega-Riveros, Ph.D. Associate Professor – ECE Dpt.
IT Leadership and Management: Strategies for Success 21st Annual Minnesota Government Information Technology Symposium Presented by: Ruffin Veal III, President,
TEAMWORK AND TEAM BUILDING KEYS TO GOAL ACHIEVEMENT AND SUSTAINABILITY.
Chapter 10 LEADERSHIP. 2 Types of Power 1. Legitimate (authentic right) 2. Reward (control of valuable rewards) 3. Coercive (control over punishments)
Human Services Integration Building More Effective Responses to Peoples’ Needs.
Chapter 19: The Gerontological Nurse as Manager and Leader
TEAMWORK Training the Programme Developers. Teamwork: why do we need it? Responsibility, potential and delegation Your optimal potential Resposibility.
Teamwork and Leadership Skills
MGMT 371 Groups and Teams  Group & Team defined, compared  Formal group functions, benefits  Group development  Member roles, norms  Teams and trust.
Understanding Team Presented By G.GOUTHAMAN
Teambuilding For Supervisors. © Business & Legal Reports, Inc Session Objectives You will be able to: Recognize the value of team efforts Identify.
Teamwork Goal 4.01: Demonstrate characteristics of effective leadership.
Administrative Leadership l Managers vs. Leaders l Motivation »Needs »Achievement drive »Expectancy l Job Satisfaction l Leadership »Leadership qualities.
New Game Solutions Team 5 Leadership – Lester Frederick September 2010.
Understanding Groups & Teams Ch 15. Understanding Groups Group Two or more interacting and interdependent individuals who come together to achieve particular.
The Manager as a Leader Chapter 12. The Importance of Leadership Definition: Leadership is the ability to influence individuals and groups to cooperatively.
© BLR ® —Business & Legal Resources 1408 Motivating Employees Tips and Tactics for Supervisors.
Improvement Leaders Collaboratives Residential Module Effective teams.
Management & Leadership
Welcome.
MOTIVATION. OBJECTIVES Understand motivation theory Understand motivation theory Apply motivation theory to actual situations Apply motivation theory.
+ Understanding Canadian Business Chapter 11 Motivating Employees.
Groups Dynamics and Teams Development. Groups, Teams and Organizational Effectiveness Group –Two or more people who interact with each other to accomplish.
MultiMedia by Stephen M. Peters© 2002 South-Western Leadership.
Leadership. Leadership: final exam take-home question What is your theory, model, philosophy of leadership? Tell your story: how did you form your view.
LECTURE 4 WORKING WITH OTHERS. Definition Working with others : is the ability to effectively interact, cooperate, collaborate and manage conflicts with.
FIGURE 13-1 Leading viewed in relationship the other management functions. Schermerhorn/Management, 7e Chapter 13, Figure
Foundations of Group Behavior Week 6 lecture 11,12.
Job review What is it? Formal management process Review & planning
Room Supervisor: Leadership training
An Introduction to Teamwork
Professional Management in the Entrepreneurial Firm
Team Building and Leadership Standards 8.21 and 8.22
Hackman & Oldham’s Job Characteristics Model
Hackman & Oldham’s Job Characteristics Model
Nursing Leadership & Management
Roles and Responsibilities of a Project Manager
Administrative Leadership
Presentation transcript:

1 LEADING ACC CHAPTERS and COMMITTEES The Leadership Challenge: Legacy or Languor? Presented by Stephen R. Chitwood, Ph.D., J.D. Professor Emeritus The George Washington University Washington, D.C.

2 Lifetime Leadership: --Motivating Board Members: How do you energize the members of your leadership team, and how do you deal with members who potentially become “de-energizers? --Resolving Conflict: Working with Difficult Board Members. --Where are you leading your members, and why would they want to go with you? --Executing Your Vision for the Chapter of the Committee: How to make your mark and create a better chapter or committee in the year that you serve on the board. --When and how should you adapt your leadership approach?

3 Energizing Board Members: A Question of Motivation Motivation is BEST WAYS TO GET VOLUNTEERS TO DO THEIR BEST WORK CHAPTERS COMMITTEES 1. Have set goals and outcomes. 2. Recognize good work. 3. People are motivated internally—Cater to passions, interests, desires and strengths. 4. Give volunteers meaningful responsibilities and communicate them clearly. 5. Keep a fresh board—have terms and term limits.

4 MOTIVATION Behavior is caused. Behavior is caused by people attempting to meet unsatisfied needs. Unsatisfied needs are motivators. Behavior is goal directed, directed toward meeting unsatisfied needs. Motivation, then, is the internal process whereby energy is created and directs our behavior toward meeting unsatisfied needs.

5 FREDERICK HERZBERG’S JOB MOTIVATORS Provide volunteers with a job whose duties and responsibilities provide a sense of: ACHIEVEMENT RECOGNITION INTRINSICALLY SATISFYING WORK RESPONSIBILITY GROWTH ADVANCEMENT

6 Build Motivators Into Volunteers’ Jobs By Increasing: Skill variety required to do the job. Task identity (a piece of work from beginning to end or otherwise specifically identifiable). Task significance. Autonomy in doing the job. Feedback on performance in the job.

7 Building Motivators into Jobs How You Supervise the Volunteers. --General Supervision. --Delegation: A specific task or area of responsibility. --Management by Objective. --Participative Management. --Consultation. --Consensus.

8 SOURCES OF BOARD MEMBER JOB DISSATISFACTON AND TECHNIQUES FOR REDUCING THEM DissatisfiersTechniques To Reduce 1.Problem: Volunteers not following through. Solution: Confront the person through talking, respect your relationship with them person. 2. Problem: Wasting energy; Asking the same people to do all the work because they deliver. Solution: Communicate responsibilities more clearly. 3. Problem: People feeling unwelcomed. Solution: Use pictures/video when communicating online. Have a welcome meeting with ice breakers.

9 FREDERICK HERZBERG’S JOB DISSATISFIERS Attempt to minimize or eliminate these sources of volunteer dissatisfaction: CHAPTER AND COMMITTEE POLICIES AND ADMINISTRATION TECHNICAL SUPERVISION RELATIONSHIPS W/ OFFICERS WORKING CONDITIONS RELATIONSHIPS W/ PEERS EFFECTS OF CHAPTER AND COMMITTEE WORK ON FAMILY LIFE AND ON THEIR DAY JOB

10 DE-ENERGIZING MEMBERS AND WHAT TO DO ABOUT THEM Foster relationships: Host annual board retreat Talk to people in an informal way, reach out to them personally Get annual feedback from the Board Lead by example: Emotions are contagious; Have a positive, motivated attitude and others will follow your lead.

11 Where are you leading your members? Why would they want to go with you? The Question of Leadership!

12LEADERSHIP The process whereby: A relationship is established in which A relationship is established in which One person sets the purpose or direction for one or more other people; and One person sets the purpose or direction for one or more other people; and Influences them willingly to move forward Influences them willingly to move forward Cooperatively together with each other; and Cooperatively together with each other; and With accountability, commitment and mutual respect. With accountability, commitment and mutual respect. LEADERSHIP IS THE FUNCTION OF A ROLE, BUT NOT ALL ROLES!

13 Why People Are Persuaded to Follow: Channels of Persuasion 1.Self-Interests. 2.Rationality. 3.Emotion and Inspiration. 4.Relationships. 5.Political Alliances. 6.Authority.

14 Do you have a vision or an hallucination? The Question of Management!

15 MANAGEMENT Management is the process whereby tasks, people and other resources are interrelated over time to achieve specific end results or objectives

16 Three Criteria of a Visionary Chapter/Committee Goal or Objective 1.A clearly defined end result that is measurable either quantitatively or qualitatively. 2.A specific date by which the end result will be achieved. 3.An accurate assessment and the availability of the maximum resources required to achieve the end result desired.

17 Kotter’s Take on Management and Leadership: Distinct and Complementary Systems of Action Management Leadership --Coping with Complexity --Coping with Change --Planning & Budgeting --Setting Direction --Organizing & Staffing --Aligning People --Controlling & Problem- --Motivating &Inspiring Solving

18 CHOOSING A LEADERSHIP DECISION PATTERN AUTHORITARIAN PARTICIPATIVE FREEDOM FOR THE PRESIDENT/CHAIR FREEDOM FOR THE VOLUNTEERS TELL SELL CONSULT DELEGATE CONSENSUS

19 ALTERNATIVE LEADERSHIP PATTERNS Characteristics Of the Officer Characteristics of the Volunteers Task and/or Situation TELL -- Expert --Trusted --Experienced --Charismatic --New --Inexperienced --Team Player --Trust Officer --Crisis --Little Time --Achievable --No Flexibility SELL --Knows Volunteers --Knows What Is Sold --Knowledgeable --Experienced --Need Acceptance & Support --Specific Task CONSULT --Open To Change --Good Listening Skills --Group Mgt. Skills --Experienced --Will Implement --Affected By Decision --Complex Task --Time To Consult --Need Volunteers’ Support DELEGATE --Knows Volunteers & Task Being Delegated --Trusts Volunteers --Experienced --Reliable --Good Judgment --Used To Train/Develop Volunteers --Officer Lacks Time CONSENSU S --Same As Consult + --Will Devote Time --Want Creative Solution --Same As Consult + --Flexible To Approach --Will Commit Needed Time --Same As Consult + --Need Total Volunteer Support --Needs Lots Of Time