1. Blackpool Explorer Scouts

2. Module B – Taking the Lead

3. Module B Objectives To have the confidence to undertake a leadership role within your chosen section. To be able to run programme activities as appropriate to your role. To recognise and understand the different leadership styles, and when each should be used. To know your personal preferred style of leadership. To recognise the effect of different styles of leadership on an activity. To understand the process of evaluation, the need for it, and implement it as necessary.

4. Ice-breaker Using the pens and paper provided, I want you to organise yourself into appropriately sized tutor groups, each of which should be balanced in terms of age, gender and ability etc and record them on the paper.

5. Styles of Leadership? Informal/Supportive Formal/Directive Democratic/Team Based Passive Organiser There are roughly five style of leadership these are

6. Informal / Supportive Using this style, the young people you are leading may not be aware that that is indeed what you are doing. Being there to help and support is a form of leadership.

7. Formal / Directive? This is a style that you would most associate with leading – the regimental sergeant major, giving firm and clear instructions.

8. Democratic / Team Based This style involves leading a discussion and including everyone in the final decision.

9. Passive This is the most subtle form of leadership. It involves knowing when to let go and let your youngsters take the lead. It is used when there is no risk to their safety involved and gives them the opportunity to make their own decisions.

10. Organiser This is a planning style as much as a leadership style. You take responsibility for getting things organised in such a way that the outcome that you desire is achieved.

11. So which one….? This is the secret! You need to master when and where it is appropriate to use each style of leadership. For example, while an informal/supportive role might be useful at a Beaver Scout Colony meeting, the same approach probably shouldn’t be used when a casualty is waiting for someone to go and fetch help!

12. So what are you like – Which Simpson will you be? Its your test now…….

13. Which Simpsons Character are you aligned with? JP Bundle

14. Take the Test You have to select one letter from each of 4 pairs of opposing personality type indicators This will result in a 4 letter code The code will be cross matched to one of 16 Simpsons characters with whom your personality is most closely aligned

15. The first pair – Direction of your Energy Force You prefer to direct your energy to deal with people, things, situations. You prefer to direct your energy to study ideas, information, explanations or beliefs. IE or

16. The second pair – Information Processing You prefer to deal with facts, what you know, to have clarity, a realist in the here & now – for you the force is a tool - a fission screwdriver You prefer to deal with ideas, look into the unknown, to generate new possibilities or to anticipate what isn't obvious, you seek the nature of the force NS or

17. The third pair – Making Decisions You prefer to decide on the basis of logic, using an analytic and detached approach. You prefer to decide using values and/or personal beliefs, letting FT or

18. The fourth pair – Organising your Life You prefer your life to be planned in a stable and organised way You prefer to go with the flow, to maintain flexibility and respond to events PJ or

19. You Should have a 4 letter code e.g. ENTP - Find your Simpson character in the next 4 slides

20. Type ESTJ Chief Wigam ESFJ Ned Flanders ISTJ Principal Skinner ISFJ Marge Simpson Character StrengthEnthusiastic people who are driven to fulfil their obligations and duties. They are committed to relationships which they consider to be lifelong & unalterable – Good in a tight spot Warm hearted individuals who highly value their relationships. Customer focused with the ability to bring out the best of people. Honour their commitments, Able to take constructive criticism well Warm, friendly and affirming by nature, Excellent organizational capabilities WeaknessTendency to always needing to be in charge and maybe controlling of friends & colleagues. Can be self-sacrificing and may not pay enough attention to their own needs Tendency to believe that they're always right, Their value for structure may seem rigid to others Extreme dislike of conflict and criticism,, Unlikely to express their needs, which may cause pent-up frustrations ESTJ - OverseerESFJ - SupporterISTJ - ExaminerISFJ - Defender Protectors (SJ)

21. Type ESTP Bart ESFP Homer ISTP Sideshow Bob ISFP Smithers Character StrengthThey love action and always seem to be doing something. Clear-headed when dealing with emergencies. Enjoy lavishing loved ones with big gifts. good to have on your side, corporate suit Generous & will go out of their way to help a colleagues. Live for the moment & know how to make the most of each moment. Usually self-confident, are not threatened by conflict or criticism Flexible and laid-back, usually willing to defer to their mates, Warm, friendly and affirming by nature WeaknessGet bored easily. Enjoys lavishing loved ones with big gifts Can take conflict personally. Resist relationships that require them to function on a high intuitive or thinking level They thrive on action and excitement, and may stir things up to create it Extreme dislike of conflict and criticism, Tendency to hold back their thoughts and feelings, unless drawn out ESTP - The PersuaderESFP - The EntertainerISTP - The CraftsmanISFP - The Artist Creators (CP)

22. TypeENTJ Krusty the Clown ENTP Kent Brockman INTJ Mr Burns INTP Prof Frink Character StrengthEnjoys lively intellectual conversations - welcoming such interactions as a learning opportunity Laid back and can get along with almost all other types of people. Enjoy dicussing & debating theories and concepts that interests them. Not threatened by conflict or criticism, Able to leave relationships which should be ended, Approach things which interest them very enthusiastically, Richly imaginative and creative WeaknessCan be direct & confrontational Can initiate arguments because they enjoy the debate. May be insensitive at times, Tendency to be unwilling or unable to accept blame Tend to be suspicious and distrusting of others, Tend to "blow off" conflict situations by ignoring them, or else they "blow up" in heated anger ENTJ - The ChiefENTP - The OriginatorINTJ - The StrategistINTP - The Engineer Intellectuals (NT)

23. TypeENFJ Apu ENFP Barney Grumble INFJ Lisa Simpson INFP Ralph Wigam Character StrengthWarm sociable people who are keenly in tune with other’s feeling & perspectives See the best in people and likely to bring out the best in people. Put a lot of effort into making thing work out between people Have very high expectations for themselves and others (both a strength and weakness), Sensitive and concerned for others' feelings Have Driven to meet other's needs, Strive for "win-win" situations WeaknessWell defined value systems can make them inflexible in some areas Extreme dislike of conflict and criticism May tend to be shy and reserved, Perfectionist tendencies may cause them to not give themselves enough credit ENFJ - The MentorENFP - The AdvocateINFJ - The ConfidantINFP - The Dreamer Visionaries (CF)

24. A person’s preferred style of behaviour We are “creatures of habit” So, tend to be consistent over time and situations If behaviour or personality wasn’t reliable, there’d be no point in measuring it One measurement systems is the Myer Briggs Type Indicator – similar to the one just performed What is personality?

25. Myers-Briggs Type Indicator What the MBTI is: Measure of our dominant preferences for taking in information and making decisions May not be polarised clearly between scales So, you can be “a little of both” No profile is better or worse than another Helps explain our working style preferences Based on the theory of Carl Jung What the MBTI isn’t: A measure of abilities – it’s not a test No right or wrong answers Tool is an ‘indicator’ – you can agree or disagree

26. Extraversion (E) Introversion (I) Sensing (S) Intuition (N) Thinking (T) Feeling (F) Judging (J) Perceiving (P) The Scale

27. ISTJ 13.7% ISFJ 12.7% INFJ 1.7% INTJ 1.4% ISTP 6.4% ISFP 6.1% INFP 3.2% INTP 2.4% ESTP 5.8% ESFP 8.7% ENFP 6.3% ENTP 2.8% ESTJ 10.4% ESFJ 12.6% ENFJ 2.8% ENTJ 2.9% UK Population

28. What was I???? StrengthEnjoys lively intellectual conversations - welcoming such interactions as a learning opportunity WeaknessCan be direct & confrontational

29. Now that ’ s what I call …..leadership? Case Study 1 You are taking a group of Cub Scouts to winter camp. There are two Sixes, with six cubs in each. In total there are eight boys and four girls. Two of the boys are 10, two nice and four eight. Two of the girls are eight, one is nine and one 10. The weather is typically British – drizzly and cold (this is a winter camp after all!). You need teach the Cub Scouts how to put up a patrol tent. This is because they need somewhere to sleep! Formal/Directive Case Study 2 You are helping to run a Patrol forum. There are eight members of the Patrol. Two are female. The Patrol Leader, Sam, is very good at activities and sports, but can’t really be bothered running the Patrol forum. He’ll make the decisions anyway won’t he? The Assistant Patrol Leader is called Anne. She has lots of good ideas, which she communicates well in a one-to-one situation, but is very quiet in these meetings. Of the other six members, four do not play an active role in these forums. Joe and Shilpa are 11, and have only just joined the Troop. They are quiet and somewhat intimidated by the older Scouts. Mark and Tom are 12 and 13 respectively. They both seem bored by the programme offered at the moment. Tom has talked about leaving the Troop, and Mark looks up to him. Make sure that everyone’s opinion is heard at this meeting of the Patrol forum. Democratic Case Study 3 A Beaver Scout, Chitin, trips in the hall. He falls awkwardly and puts his hand through a glass window. There is glass on the floor. The injured Beaver Scout is bleeding heavily. Some of the other Beaver Scouts are crying. Some are investigating the broken window. Take control of the situation. Formal/Directive Case Study 4 You are explaining a new game to a group of 20 Beaver Scouts. One boy, Ross, cannot see the point in the game and makes this abundantly clear. His behaviour becomes more and more disruptive. He starts kicking a football round the hall and some of the other Beavers join in. The game cannot start until the Beavers understand it, and this is a vital part of the evenings programme. Make sure that the Beavers understand and enjoy the game. Formal/Directive Case Study 5 You are having a cook-out on the playing field outside your meeting place. The wind is blowing hard and one Six cannot light its fire. The other Sixes have no such problems and are preparing to cook. Each Six gets points for this exercise, so you must be careful not to actually complete the task for them. Help the Cub Scouts start their fire and get cooking. Informal/Supportive

30. What do you think are your personal strengths? What do you think you can bring to any activity or project? Do you think you have any gaps? So what do Leaders do anyway?

31. What are your previous or current leaders like? You don’t have to pick me……. If you think about it, you already know a great deal about leadership. As a Beaver Scout, Cub Scout or Scout you will have come into regular contact with adult leaders, who also have differing styles of leadership. Who are these leaders and what do they do and how do they do it? In what situation? What makes one style better than another?

32. The Good, the Bad and the…… Good Leaders: Generate ideas. Plan. Encourage. Help people learn. ask “Did it work?”, “Why?”, “Would we change anything?” Let people know when they have done a good job. Ask for help. Are team players. Learn by experience Work inside the rules. Give positive feedback. Know their Scouts. Know their Scouts strengths and weaknesses. Take Time. Bad Leaders: Impose. Try to do everything themselves Don’t listen to others. Stick to programmes no matter what. Use rules as an excuse not to do things. Do not learn by experience and from mistakes.

33. You have 5 minutes to devise a plan in order to pass an object of my choice, around a circle, without using your hands! The object must pass directly from one person to the next person without touching the floor until it returns to the beginning! How did it go? Did it work? Didn’t it work? Why? What styles of leadership went on during this exercise? What was the most appropriate style of leadership and did you use it? Now what?

34. Module B Objectives – Did we achieve them? To have the confidence to undertake a leadership role within your chosen section. To be able to run programme activities as appropriate to your role. To recognise and understand the different leadership styles, and when each should be used. To know your personal preferred style of leadership. To recognise the effect of different styles of leadership on an activity. To understand the process of evaluation, the need for it, and implement it as necessary.

35. Hope you weren’t too bored ;) That’s it – Your Done