1. Some Thoughts on Leadership in Direct Service & Direct Action Organizations

2. Leadership We sometimes view a leader as someone who helps show us the directions we want to go and who helps us go in those directions Some believe that leaders are born to lead, others that leaders are developed through experience, work, and training. He who thinks he leads, but has no followers, is only taking a walk. Leverage: rank, position and authority do not work well in volunteer organizations e.g. churches. Strong leadership through influence is necessary for success in such organizations.

3. Who is (was) more influential Prince Charles or Princess Diana? Ron Popeil, salesman of the century, but not a leader. Leadership is influence, not sales. Margaret Thatcher once said: Being in power is like being a lady… If you have to tell people you are, you aren’t. You can’t get too much done in life if you only work on days when you feel good. Jerry West Leadership is a potent combination of strategy and character. But if you have to be without one, be without strategy. Norman Schwartzkopf Some people may disagree with Billy Graham, but few would say they distrust him.

4. Some commonly held views of a good leader  people person  good listener  makes friends  builds trust  speaks well  builds confidence of coworkers  gives credit to others  works hard  doesn’t get discouraged  has a sense of her or his own identity  asks questions  open to new ideas  flexible  honest  self-disciplined  mature  courageous  visionary  has a sense of humor

5. Historic Organizational Leadership Traditional Model - Few leaders, many followers - Leaders are born New model - Many leaders, shared decision-making - All people can learn to become leaders - Encourages leaders from diverse backgrounds, not just white males

6. A social change organization needs leaders, as many leaders as it can get. Ideally a social change organization is seen as representing collective power, not individual leaders. However, in practice the image of a social organization often lies in its leader. Charismatic leadership can have a powerful effect; however, it can also leave a difficult void when leadership changes. Without a visible leader the organization may have difficulty gaining public attention.

7. A leader should have power from the organization, but not personal power A good leader can help an organization by - Providing vision and giving a sense of direction - Inspiring staff and other leaders -Inspiring others to join One of the most valuable things a leader can do for an organization is train future leaders

8. Leadership Development Four stages: 1. Identification 2. Mutual sharing 3. Confidence building 4. Technical training

9. Four Behavioral Leadership Styles North – The Warrior The North represents take charge people who see a problem and go after the solution. They are individuals who live courageous lives and are willing to take risks by initiating and taking charge when others are more likely to retreat. They are individuals who are tenacious, independent thinkers, and self starters. They shape their environment by overcoming opposition to accomplish their goals.

10. South – The Nurturer These individuals are concerned with making relationships work; with warmth, friendship, and hospitality. They are people who support and care for others and believe that when individuals feel valued and trusting of each other, they will have more energy for work, are more motivated, and are willing not only to risk but to make sacrifices for each other. These are individuals who cooperate with others to make the “process” work; and they are interested in maintaining harmony.

11. East – The Visionary These individuals are creative, spontaneous, and able to see possibilities when others are stuck in the status quo. They are visionaries who love to dream up and initiate creative acts. They shape their environment by influencing and persuading others. They often have a strong spiritual awareness.

12. West – The Critical Thinker These individuals are interested in how things work, the implementation of plans, and follow through. They tend to be conservative, methodical, and interested in facts and data. They ponder consequences and analyze information while attempting to bring order and understanding to a rather unpredictable and sometimes chaotic world. These cerebral, rational, “feet on the ground” individuals look for stability rather than change.

13. North, The Warrior + Strong Takes Charge Takes Initiative Risk Taker Courageous Persistent Goal Oriented - Stubborn Callous Cruel Insensitive Hard Nosed Arrogant Impatient + Thorough Cerebral Organized Methodical Introverted Detail Oriented - Indecisive Decision Averse Cynical Loves Process Critical Impatient West, The Critical Thinker East, The Visionary + Creative Optimistic Spontaneous Playful Extroverted Future Oriented - Unstable Flaky Spaced Out Process Averse Irresponsible Detail Averse South, The Nurturer + Trusting Friendly Warm Supportive Hospitable Relationship Oriented - Too Trusting Gullible Martyr Takes Blame Sentimental Procrastina tes

14. North: Action “The Warrior” Likes to be in control; comfortable in the lead, strong Quick and to the point Enjoys challenges and newness Perseveres; not easily deterred Can grow defensive Can overlook details, logic and strategy Can produce hasty, incomplete work May disregard others' feelings May take too much responsibility

15. South: Empathy  Understands others' feelings and capabilities  Heeds and integrates work and thoughts of others  Use relationships to progress  Willingness to trust others  Supportive and receptive  Able to focus on current activities  Non-competitive  Can put too much emphasis on relationships over goals  May over-compromise or have difficulty saying "no"  May internalize personal issues and take the blame  May have difficulty dealing with anger  May become too focused on the now and lose track of the long-term

16. East: Vision  Sees the big picture  Creative and idea-oriented  Understands mission and purpose  Looks for main themes  Great at solving problems  Likes to try new things  May put too much emphasis on the future and lose track of time  May burn out over time  May become easily frustrated, especially when working on something they don't consider contributing to main goals

17. West: Analysis  Understands and analyzes information well  Practical, logical and thorough; notices problems  Resourceful and helpful  Sees all sides of an issue  Examines needs  May get stuck with too much information to analyze  Can be stubborn or indecisive  May become aloof or uncaring of others

23. Final points No style is better than any other, each has unique strengths and areas to improve. Everyone has some characteristics of each style. Recognize behavior, but don’t label.