Adding VALUE to the UCF Experience: The Social Change Model of

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RCC Leadership (LEAD) Certificate
Leadership, Excellence, and Development
Introduction to Leadership
Theories
Why should YOU pursue the LEAD
Certificate?
• A LEAD Certificate from the RCC can give you the
knowledge to succeed at Temple and beyond
• LEAD Certification will allow you to:
– Develop an understanding of major leadership theories
– Determine your own personal leadership philosophy
– Practice leadership skills
Spring 2012 LEAD Series – 3 Phases
• Phase I: Intro to Leadership Theory
– Review 3 major leadership theories
– Choose which 1 or 2 theories you would
like to pursue
• Phase 2: Foundations of Leadership
Theory
– Attend 2 workshops to delve deeper into
the theory you chose
• Phase 3: Culmination
– Complete your written assessment
– If completed successfully, attend
celebration & receive certification
Welcome to Phase 1
• The goal of this workshop is to introduce
you to the 3 major Leadership Theories
you will have the choice to pursue:
– Social Change Model of Leadership
– Servant Leadership
– Transformational Leadership
The Social Change Model (SCM) of
Leadership
Briana Chang
Lin Lawson
Defining the Social Change Model
• “Leadership is ultimately about change, and effective leaders
are those who are able to affect positive change on behalf of
others and society.” (Higher Education Research Institute,
1996, p.10)
• Change is the ultimate goal of the creative process of
leadership- to make a better world and a better society for
self and others.” (HERI,p.21)
”How wonderful it is that nobody need wait a single moment before starting to improve the world.”
-ANNE FRANK
What is SCM of leadership?
• http://www.youtube.com/watch?v=PpjGCP
5ee-k
• Directions
– While you watch, jot down what you think are
key ideas in the SCM of leadership
development
The 7 C’s of Social Change
•
•
•
•
•
•
•
Citizenship
Collaboration
Common Purpose
Controversy with Civility
Consciousness of Self
Congruence
Commitment
Social Change Model of Leadership- Basic
Premise
• Inclusive- of people in positional and
non-positional roles
• Leadership is a process (not a position)
• Promotes values of: equity, social
justice, self-knowledge, service,
collaboration
Overall Goal of the Model
• Change: Believing in the importance of
making a better world and a better
society for oneself and others. Believing
that individuals, groups, and
communities have the ability to work
together to make that change.
Why get involved in social change?
• Gain knowledge and opportunity
• Have an impact
• Form relationships
Real Life examples
• Uganda Project
• Pink Gloves
Future ideas for SCM…What are your
thoughts?
• What are the needs of Temple or
Philadelphia that should be
addressed?
• What has been done to address
these needs?
• What resources do you need to
make change happen?
Servant Leadership
Developing your model
Correy Brown
Jay Lou
Definitions of Leader
• A person or thing that leads.
• A guiding or directing head, as of an army,
movement, or political group.
• One that leads or guides.
• One who is in charge or in command of others.
• One who heads a political party or organization.
• One who has influence or power, especially of a
political nature.
• A person who rules or guides or inspires others
• A person who is in front or goes first
• A person who is the head of, organizes or is in
charge (of something)
• The head …of any body… as of a tribe, clan, or
family; a person in authority who directs the
work of others…
“The Servant as Leader”
• THE SERVANT-LEADER IS SERVANT FIRST
– It begins with the natural feeling that one wants to serve, to serve first.
– Then conscious choice brings one to aspire to lead. That person is sharply
different from one who is leader first…
Servant Leadership Traits
• Listening
• Foresight
• Empathy
• Stewardship
• Healing
• Commitment to the
Growth of People
• Awareness
• Conceptualization
• Building
Community
• Persuasion
Leader
Characteristics
Focusing on Leading others through these characteristics
Awareness
 Self & Organization
 “Sharply awake and reasonably disturbed”
(Greenleaf)
Persuasion
 Opposite of positional authority
 Convince and build consensus – quickly
Conceptualization
 B.H.A.G. but S.M.A.R.T.
◦
Big Hairy Audacious Goal & Specific, Measurable, Achievable, Realistic, and Time bound
Make time for strategy
Foresight
 Consequences of present decisions on future
outcomes

Combined Characteristics
Characteristics emerging from the combined Servant & Leader dimensions
Stewardship
 Entrusted with resources of others
 Return on investments
Commitment to the Growth of People
 “Green and growing or ripe and dying”
(Hunter)
 Not just your favorites
Building Community
 Effectiveness
 Camaraderie
The best test, and difficult to administer, is:
• Do those served grow as persons?
• Do they, while being served, become healthier,
wiser, freer, more autonomous, more likely
themselves to become servants?
• Will they benefit or at least not be further deprived?"
Characteristic Breakout
Breaking out Spears’ characteristics into 3 dimensions…
SERVANT-LEADER
Servant
Leader
Listening
Stewardship
Awareness
Empathy
Commitment to People
Persuasion
Healing
Building Community
Conceptualization
Foresight
†
Servant Characteristics
Focusing on serving others through these characteristics…
Listening
 Active, not just passive
 360°, top to bottom
 Listen completely before deciding
Empathy
 Separate person from their work
 Walk a mile in their shoes
 Personable with appropriate individuals
Healing
 Help your staff become whole
 Consider their history
 Build a future together
Paradoxes
Servant-Leadership, itself a paradox, requires a constant balance…
Great
Be Without Pride
Planned
Be Spontaneous
Discipline
Compassionate
Say, “I’m Wrong”
Right
Serious
Enough To
Laugh
Wise
Admit You Don’t Know
Busy
Listen
Strong
Leading
Be Open To Change
Serve
Examples of Balance
Paradoxes are not easy to balance. Here are a few examples…
Great Enough to be Without Pride
 Team gets the credit, you get the blame
Compassionate Enough to Discipline
 Must not be soft – set high expectations and follow
through
Right Enough to Say, “I’m Wrong”
 Leaders make mistakes too, admit you are human
Wise Enough to Admit You Don’t Know
 Find out quickly, but do not mislead
Busy Enough to Listen
 Beware the busy manager – they do not lead
Leading Enough to Serve
Focus on the Organization
Humble, no ego or pride
Emphasize the role of others in success
Accept responsibility in failures
Constantly seek opportunities for improvement
Roll up your sleeves
Stress what is best for the organization, not the
few
360° Support
Listen to Stakeholders
No job too big, no job too small
Participate, listen and build consensus to lead,
not manage
Far more…
Transformational Leadership
"Your time is limited, so don't waste it
living someone else's life….”
~ Steve Jobs, Transformational
Leader
Prepared by:
Quanda Garrison
Transformational Leadership
1)
2)
3)
4)
What is Transformational Leadership
The four components
Recognizing Transformational Leaders
How to be a Transformational leader
Transformational Leadership
• Question: What is one thing you would change
about the world if you could?
– It doesn’t have to be big, but it should be something
you care about.
What is Transformational Leadership?
“leaders inducing followers to act for certain goals
that represent the values and the motivations –
the wants and needs, the aspirations and
expectations – of both leaders and followers”
- James MacGregor Burns
What does that mean?
• Leaders and followers work together to pursue
a common goal.
– Bottom up vs. Top down:
– The outcome is its own reward
4 Components
• Be a role model for others through your actions
• Motivate and Inspire
– Generate enthusiasm for your cause!
• Empower
– Solicit input, share decision making
– Stimulate others to take charge
• Individual Consideration
Recognizing Transformational Leaders
How to be a Transformational Leader
• Find something you care about
• Inspire others to join your cause
• Empower others to take charge
So how will you change the world???
Now What?
Which Leadership theory or theories suit you best?
• Social Change?
• Servant?
• Transformational?
To find out, complete the survey at the following link:
https://docs.google.com/a/temple.edu/spreadsheet/viewform?
formkey=dGNYRjFnd3NIUURIelVES3VMdXVmZEE6MQ
You may need to sign in with your
AccessNet username and password.
Thank you!
• The RCC will analyze your results and will be in
contact with you about your results.
• Based on these results, you will know what
Foundations of Theory Workshops you should
attend.
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