2. Leadership for Supervisors
Tracy Boricchio, Child Support Supervisor II
Alameda County
Mary Lawrence – Jones, Assistant Director Sacramento County
Ignacio J. Guerrero, Director
Santa Clara County

3. Objectives Upon completion of the class, you will be able to define:
Key concepts of supervision
Leadership styles and how they impact employee satisfaction and productivity
The skills needed to be a “great” leader
Strategies needed to become a more effective leader

4. Discussion
What is Supervision? What is Leadership? Is there a difference between Supervision and Leadership?

5. Responsibilities of a Supervisor
Definition of Supervisor:
Getting things done through others
Monitor and maintain productivity
Prepare and deliver performance evaluations
Implement and apply policies and procedures
Train and development staff
Manage performance
Develop a cohesive team
Monitor and approve leave

6. Exercise
Definition of Leadership: Influencing others Think of the people who are successful and demonstrate effective leadership skills in your organization…

7. Leadership Attributes
Communicate effectively
Delegate
Coach/Feedback
Manage conflict
Lead by example
Initiative
Creative
Collaborate
Trustworthy

8. Leadership
"People ask the difference between a leader and a boss. The leader leads, and the boss drives."
- Theodore Roosevelt
"Leadership is the art of getting someone else to do something you want done because he wants to do it." Dwight D. Eisenhower
“Leadership is communicating to people their worth and potential so clearly that they come to see it in themselves.” - Stephen R. Covey

9. Leadership Styles & Frameworks
Leadership Style Frameworks
Lewin’s Leadership Styles
Autocratic leaders
Democratic leaders
Laissez-faire
Hersey – Blanchard Situational Leadership
Different styles are needed depending on the team maturity
Source:

10. Leadership Styles and Frameworks
Blake-Mounton Managerial Grid
Focuses on the concern for people

11. Leadership Styles and Frameworks
Servant Leadership by Robert Greenleaf
Focused on others
Leads by meeting the needs of the team
Sometimes describes a person without formal recognition as a leader
Has high Integrity, leads with generosity, can achieve power because of their values, ideas, and ethics
Source:

12. Leadership
“A key question you must continuously ask yourself is… am I a serving leader or a self-serving leader?”
- Ken Blanchard & Mark Miller
Source: “The Secret…What Great Leaders Know – And Do” by Ken Blanchard & Mark Miller

13. Leadership Styles and Frameworks
10 Characteristics of a Servant Leader
Listening
Empathy
Healing
Awareness
Persuasion
Conceptualization
Foresight
Stewardship
Commitment to the growth of people
Building community

14. Leadership
“True leadership has nothing to do with one’s level in the organization.”
- Ken Blanchard & Mark Miller
Source: “The Secret…What Great Leaders Know – And Do” by Ken Blanchard & Mark Miller

15. Leadership Styles Transactional Leadership
Known as managerial leadership, is a style of leadership in which the leader promotes compliance of his/her followers through both rewards and punishments.
Source:

16. Leadership Styles Transformational Leadership
Style of leadership in which the leader identifies the needed change, create a vision to guide the change (through inspiration), and executes the change with the commitment of the members of the group.
Source:

17. Leadership Styles Transactional vs Transformational
Leadership is responsive
Leadership is proactive
Works within the organizational culture
Works to change the organizational culture by implementing new ideas
Employees achieve objectives through rewards and punishments set by leader
Employees achieve objectives through higher ideals and moral values
Motivates followers by appealing to their own self-interest
Motivates followers by encouraging them to put group interests first
Management-by-exception: maintain the status quo; stress correct actions to improve performance.[4]
Individualized consideration: Each behavior is directed to each individual to express consideration and support.[4] Intellectual stimulation: Promote creative and innovative ideas to solve problems.[4]
Source: James MacGregor Burns/

18. Leadership Approach The 7 Habits of Highly Effective People
by Stephen R. Covey
First published in 1989, focused on an approach to being effective in attaining goals by aligning oneself to a “true north” principle of
character ethics.

19. Leadership Approach The 7 Habits of Highly Effective People
Dependence to Independence
Habit 1 – Be Proactive: Roles and Relationships
Habit 2 – Begin With the End in Mind: Reality to Future
Habit 3 – Put First Things First: Time and Management

20. Leadership Approach The 7 Habits of Highly Effective People
Dependence to Independence
Habit 4 – Think Win-Win: Multiple Benefits and Solutions
Habit 5 – Seek First to Understand: Then to be Understood
Habit 6 – Synergize: Combining the Strength of Positive Teamwork

21. Begin with the End in Mind
Leadership Approach 3
Put First Things First
Private Victory 1
Be Proactive 2
Begin with the End in Mind
Dependence

22. Seek First to Understand…
Leadership Approach
INTERDEPENDENCE 5
Seek First to Understand…
Then to be Understood 6
Synergize
PUBLIC VICTORY 4
Think Win/Win
INDEPENDENCE

23. Leadership Approach The Pacific Institute – “Investment in Excellence”
Founded – 1971, Seattle, Washington,
by Lou and Diane Tice
Focus – Delivering solutions that empower organizations and individuals to improve performance and reach their full potential.

24. Leadership Approach
“Investment in Excellent” Builds your understanding with a structured process of how your mind works, and how you can control the way you think to achieve success.

25. Leadership Approach “Investment in Excellence” A Few Units….
Grow Into It
Belief is the Key
Habits and Attitudes
How Beliefs are Formed
Disputing Negativity
The Next Time
The Structure Process – Affirmation Workshop

26. Leadership Approach “Investment in Excellence” Creating a New Normal
Creating Future Memories
Choices
The Captain of the World
Expanding the Container
Goal Setting
The Best is Yet to Come

27. The Leadership Challenge
Leadership Approach
The Leadership Challenge
by James M. Kouzes and Barry Z. Posner
1983 – Researched thousands of leaderships best experiences
Found remarkably similar patterns of action
Forged those practices into a model of leadership
What must every leader practice to achieve success?

28. The Leadership Challenge
The Five Practices of Exemplary Leadership
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
Encourage the Heart

29. The Leadership Challenge
Model the Way
Most fundamental way leaders earn and sustain credibility: DWYSYWD
Model behavior effectively
Clarify your values
Find your own voice
Express values to everyone in the organization
Believe in the values
Values should represent what the organization stands for
Follow it with your actions!
Set the example – words & deeds must be consistent

30. The Leadership Challenge
Inspire a Shared Vision
Envision the future
Imagine & believe in an exciting and attractive future
Must be confident you can make that future come true
Exemplary leaders imagine futures that do not yet exist
Enlist others in a common vision
Leadership is dialogue, not monologue
Have intimate knowledge of your staff’s hopes, aspirations, & values
Create a unity of purpose
Make your enthusiasm contagious!

31. The Leadership Challenge
Challenge the Process
Most leadership involves change in the status quo
Not one leader interviewed claimed to achieve a personal best by keeping things the same!
Challenge the current process
Search for opportunities to innovate, grow & improve
Listen to your staff, customers, and folks on the front lines
Look outside yourself and your organization for new processes
Experiment & take risks
Look for small victories = build confidence
Failure is also a valuable learning experience

32. The Leadership Challenge
Enable Others to Act
Success requires a team effort
Group collaboration & individual accountability
Count the number of times you use the word “WE”
Foster collaboration & build trust
Be the 1st to trust, be open, show vulnerability & be the 1st to let go of control
Engage others - peers, staff, managers, customers, etc.
Make it possible for others to do good work
Increase self-determination & competence of others
Good leaders do not hoard power; instead, they give it away!

33. The Leadership Challenge
Encourage the Heart
Create conditions of success
Genuine acts of caring
Uplift the spirits of your team
Bring others to life
Recognize contributions
Expect the best
Personalize recognition
Show appreciation for individual excellence
Celebrate values & victories through creating a spirit of community
Align behavior with desired values

34. The Leadership Challenge
Credibility is the Foundation of Leadership!
Qualities of a Leader that would inspire others to follow willingly?
Over 75,000 surveyed
All over the world
Across many cultures

35. The Leadership Challenge
For people to willingly follow a leader…
A leader must be:
Honest
Forward-looking
Inspiring
Competent

36. Tips for Success Starts with YOU Develop your own leadership style
Look for opportunities for continual development both professionally and personally
Develop a network of peers
Utilize mentorship programs
Be resourceful

37. Resources TED Talks CSDA Conference Workshops Regional CSDA Trainings
Internal LCSA Trainings
- Essential skills for an excellent career
The Seven Habits of Highly Effective People by Steven Covey
The Leadership Challenge by Jim Kouzes and Barry Posner

38. Resources
The Leader’s Companion, Insights on Leadership Through the Ages by J. Thomas Wren
The One Minute Manager by Ken Blanchard,
Leadership: The Power of Emotional Intelligence by Daniel Goleman
Coaching & Mentoring for Dummies by Marty Brounstein
Insights on Leadership by Larry C. Spears
From Good To Great by Jim Collins
The Fifth Discipline, The Art & Practice of the Learning Organization, Peter Senge

40. Tracy Boricchio Mary Lawrence-Jones Ignacio J. Guerrero
Mary Lawrence-Jones
Ignacio J. Guerrero