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
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
Discussion
What is Supervision?
What is Leadership?
Is there a difference between Supervision and
Leadership?
Responsibilities of a Supervisor
Definition of Supervisor:
Getting things done through others
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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
Exercise
Definition of Leadership:
Influencing others
Think of the people who are successful and
demonstrate effective leadership skills in your
organization…
Leadership Attributes
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Communicate effectively
Delegate
Coach/Feedback
Manage conflict
Lead by example
Initiative
Creative
Collaborate
Trustworthy
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
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: http://www.mindtools.com/pages/article/newLDR_84.htm
Leadership Styles and Frameworks
Blake-Mounton Managerial Grid
 Focuses on the concern for people
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: http://www.mindtools.com/pages/article/newLDR_84.htm
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
Leadership Styles and Frameworks
10 Characteristics of a Servant Leader
1. Listening
2. Empathy
3. Healing
4. Awareness
5. Persuasion
6. Conceptualization
7. Foresight
8. Stewardship
9. Commitment to the growth of people
10. Building community
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
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: http://en.wikipedia.org/wiki/Transactional_leadership
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: www.businessdictionary.com/...onal-leadership.html
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 selfinterest
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/
http://en.wikipedia.org/wiki/Transactional_leadership#Transactional_vs._transformational_leadership
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.
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
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
Leadership Approach
3
Put First Things
First
Private Victory
2
Begin with the
End in Mind
1
Be Proactive
Dependence
Leadership Approach
INTERDEPENDENCE
5
Seek First to
Understand…
Then to be
Understood
6
Synergize
PUBLIC VICTORY
4
Think Win/Win
INDEPENDENCE
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.
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.
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
Leadership Approach
“Investment in Excellence”
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Creating a New Normal
Creating Future Memories
Choices
The Captain of the World
Expanding the Container
Goal Setting
The Best is Yet to Come
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?
The Leadership Challenge
The Five Practices of Exemplary Leadership
1. Model the Way
2. Inspire a Shared Vision
3. Challenge the Process
4. Enable Others to Act
5. Encourage the Heart
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
The Leadership Challenge
Inspire a Shared Vision
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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!
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
The Leadership Challenge
Enable Others to Act
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Success requires a team effort
Group collaboration & individual accountability
Count the number of times you use the word “WE”
Foster collaboration & build trust
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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!
The Leadership Challenge
Encourage the Heart
 Create conditions of success
 Genuine acts of caring
 Uplift the spirits of your team
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Bring others to life
 Recognize contributions
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Expect the best
Personalize recognition
 Show appreciation for individual excellence
 Celebrate values & victories through creating a spirit of
community
 Align behavior with desired values
The Leadership Challenge
Credibility is the Foundation of Leadership!
 Qualities of a Leader that would inspire others to follow
willingly?
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Over 75,000 surveyed
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All over the world
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Across many cultures
The Leadership Challenge
For people to willingly follow a leader…
 A leader must be:
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Honest
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Forward-looking
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Inspiring
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Competent
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
Resources
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TED Talks
CSDA Conference Workshops
Regional CSDA Trainings
Internal LCSA Trainings
 http://www.mindtools.com - Essential skills for an
excellent career
 http://www.thepacificinstitute.com
 The Seven Habits of Highly Effective People by
Steven Covey
 The Leadership Challenge by Jim Kouzes and Barry
Posner
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
Tracy Boricchio
tracy.boricchio@acgov.org
Mary Lawrence-Jones
LawrenceM@saccounty.net
Ignacio J. Guerrero
iguerrero@dcss.co.santa-clara.ca.us