1. Leadership and Administrative
Dynamics
Eckerd Fall 2010

2. Agenda
Who are Myers Briggs exercise
you?
The Client Who are we serving? Discussion of Kozol excerpt
The Status of Review of data from Kids Count and the Children’s Defense
Children Fund
Asset Analysis of local data (Asset Mapping) Needs Assessment
Mapping
Sharing your Three ways brains create meaning
Vision
Memo Read memos in class
Writing

3. Review of material
• How
do we make decisions in a
human services context?
• Complexity of decision making:
• Situation – You have $20,000 and two
children in the foster care system. The
average cost of foster care per client is
$10,000. One child is mentally
Ill and requires $15,000 in care.
What do you do?

4. Externalities

5. Market Failures
Who pays the full cost
of illegal drug sales?

6. John Farmer and Mary Organic
John Farmer
Has 10 acres of land where he
grows apples, peaches , pears
and vegetables. He uses
pesticides.
Mary Organic
Has 3 acres of land
where she grows
blueberries, corn
and tomatoes
100% organically.

7. “REAL Income”
Nominal Income
$14 per hour x 2090 hours = $29K
Rate of Inflation 3%.
Purchasing Power
What the wage or salary can buy
Real Income is
Nominal Income – Inflation
Real Income = Salary/Rate of Inflation
29K/1.03 =$28K

8. RAWLS
The discussion is about how leaders make decisions.
• Rawls is talking here about how to make moral
decisions.
• Morality is not always cost efficient.
• Laws are not always moral.

9. Decision making situation
• “The loss of freedom for some can never be made
right by a greater good shared by others”
• Promoting, in policy decision making, the well-being
of the least advantaged.
• Considered Judgments (screening bias)
Child A is white, middle class with relatively good behavior
Child B is poor, black and due to abuse has relatively bad
behavior
What are the screening steps you would go through?

10. Decision making in Human Services
• Rawls says there is an obligation on public
administrators and human service leaders to
provide an equitable distribution of public
services.
• He has also provided a framework for
administrative ethics.
• Provides ways in which a mediating model of
public reason might be developed for public
administrators working on deeply divisive
social and economic issues.

11. Myers Briggs
• It is important to know yourself as
a supervisor.
• It is equally important to know who
you are supervising.

12. Extrovert / Introvert
Extrovert – 70% US Introvert – 30% of US
population population
• Let’s talk about it. (extracts Let me think about it.
•
information externally) • Quiet please!
• Loud
• Prefer to work alone.
• Prefer environments where
• Even if they know working in
co-workers are talking.
a team is important, they will
• Do not like long intervals of still need “alone time” to re-
working alone. energize.
• Want to work with other
people in teams.

13. Dark Side – particularly in a leader
I E
• Seems to have decided • Seems to have
but is really just
thinking. decided but are
• Staff observe introverts just processing out
to be aloof and loud.
unfriendly.
• Can overwhelm
• If dismissed in
discussions, they will • Can
dominate the
retreat and not provide conversation
valuable input.

14. Sensing Intuitive
 Work NEEDs to be  Thinks conceptually at the
organized from 30,000 foot level.
point A to point B
 Policies, procedures,
and so on.
repetition and rules are
 Loves policies, boring.
procedures,
 May start by considering the
repetition and rules
outcome first.
 Have to start from
point A.

15. S I
• Do the work. • Conceive the work
• Prefer to work at one project • Major multi-taskers
at a time and even better if the • Energy bursts
projects are in order.
• Long-term stamina to
complete a project.

16. Dark Side
S I
• Future oriented tasks • Details and simplistic
are not appealing. explanations are
points of frustration.
• Can’t see the forest
for the trees • Get to the bottom line!
syndrome. • May make decisions
that are unrealistic
based on what could
be vs. what is.

17. Thinkers and Feelers
Logical Fair
• Logic and analysis • How will staff feel
rule decision making. about it?
• The decision has to • We can break the
be generalized to all rules if the rules are
staff. not right for the staff
or individual staff
member.

18. T F
 Decisions are made  Decisions will be made
from a business from the “personal
perspective not on persective”.
emotion.
 Decisions can be
 Facts and details vs subjective (considers
emotion are how they the staff involved).
need to process
issues.  Staff values are
important.
 Will consider a wide
range of options in
making a decision.

19. T F
 Think Spock • Warm
 Competent staff  Relationships with
staff
 Needs direct
interactions with  Will implement a
staff solution with an
eye to avoiding
 Do not deal well hurt feelings
with patronizing
behavior

20. Dark Side
T F
• Can be perceived as • May appear naïve
uncaring and cold • Poor decision
• Staff may have hurt making to spare
feelings feelings
• No crying! • Time not effectively
utilized trying to
make staff feel
better.

21. Judging vs. Perceiving
J P
• Makes decision in • Delays decision making
order to solve the to gain more information.
problem and move on. • Last minute vs. planners
• Strong planners
• Personal life/having a
• Strong organizers good time
• Work is much more is more
important than important
personal life/having a
good time. than work.

22. J P
• Routine • Adaptable
• Order • Process and
• Do not like open processing is good.
ended issues • Need motivation
• Can motivate from others.
themselves • Life is a sojourn and
• The goal is getting so is work.
there.

23. Dark Side
J P
• Resistance to change • May not get things
• Decisions made to accomplished in a
quickly timely way.
• Focus is not at 30,000 • May be off on
foot level enough another tangent
while staff are still
working
on the first
idea.

24. Leadership Traits:
Listen to Podcast: Lessons on Leadership from Mandela to Obama
• Forgiveness
• Measuredness
• Flexibility
• Luck
• “Mass Leader”
• Determination
• Calm
• Fluidity
• Experience
• Appeals to people’s hearts
• Self-discipline
• Embody the role you want to
be / Stage craft

25. Leadership
Senge
• Influence of a group
• Staff are the leader
• Attention to goals
• Seed carriers
• Power
• Designers
• Reality as a medium for creating
Northhouse staff’s vision
• Referent
• Expert
• Legitimate Kouzes/Posner
• Reward • Clarify values
• Coercive • Set the example
• Envision the future
• Enlist others

26. Blake and McCanse
Resources Relationships Results

27. Discussion
• Kozol
• State of Children Data

28. Three ways brains create
meaning
• Make meaning – use images
• Make images interactive
• Use images to develop visual
persistence and continuity