Lisa Sahulka - Leadership and-administrative-dynamics-sixthandseventhclass
Leadership and Administrative Dynamics
Eckerd Fall 2011
Strategic What is strategic planning? Defining
Planning vision, mission, goals, objectives, outputs, and units of service.
How leaders guide staff in strategic planning exercises.
Strategic planning tools reviewed in class
Logic Model Program planning reviewed in class
Exercise Predicting future behavior and prevention.
Memo Writing Read memos in class.
Five Core Leadership Capabilities
• Visioning: Fostering individual and collective aspiration
toward a shared vision
• Analyzing: Sense-making and strategic planning in complex
and conflictual settings
• Relating: Building relationships and negotiating change
across multiple stakeholders
• Inventing: Inventing new ways of working together – social
and technical systems
• Enabling: Ensuring the tools and resources
to implement and sustain the shared visions
Where does it go wrong?
• Imposed vision
• Acting on assumptions – not data-
drive decision making
• Discounting or disregarding key
• If it’s not broke, why change?
• Forced internal competition for
What it is and what it is not
We seek a world of hope, tolerance and social
justice, where poverty has been overcome and
people live in dignity and security. CARE will
be a global force and partner of choice within
a worldwide movement dedicated to ending
poverty. We will be known everywhere for our
unshakeable commitment to the dignity of
Vision Statements continued
• Weare committed to serving all
youth who come to us,
acknowledging our special
commitment to the young adults of
New York City. Our services will
address the immediate needs of
young people in crisis, and facilitate
their transition to adulthood and
Vision Statements continued
• Tobe a national model for community
engagement generating financial and
voluntary contributions to meet local
needs and make lasting improvement
to our quality of life.
Elements of a Vision Statement
• Big Picture
• What we want to BECOME
• Clear vision provides the road to a clear
• One statement
• Statement is greater than what
• Jazz at Lincoln Center is dedicated to inspiring and growing
audiences for jazz. With the world-renowned Jazz at Lincoln
Center Orchestra and a comprehensive array of guest
artists, Jazz at Lincoln Center advances a unique vision for
the continued development of the art of jazz by producing a
year-round schedule of performance, education and
broadcast events for audiences of all ages. These
productions include concerts, national and international
tours, residencies, a jazz hall of fame and concert
series, weekly national radio programs, television
broadcasts, recordings, publications, an annual high school
jazz band competition and festival, a band director
academy, jazz appreciation curriculum for students, music
publishing, children’s concerts and classes, lectures, adult
education courses, student and educator workshops and
Mission Statements continued
• We who recognize God's providence and
fidelity to His people are dedicated to
living out His covenant among ourselves
and those children we serve, with
absolute respect and unconditional love.
That commitment calls us to serve
suffering children of the street, and to
protect and safeguard all children. Just as
Christ in His humanity is the visible sign
of God's presence among His people, so
our efforts together in the covenant
community are a visible sign that effects
the presence of God, working through
the Holy Spirit among ourselves and our
Mission Statements continued
• CARE’s mission is to serve individuals and families
in the poorest communities in the world. Drawing
strength from our global diversity, resources and
experience, we promote innovative solutions and
are advocates for global responsibility. We
promote lasting change by:
• Strengthening capacity for self-help
• Providing economic opportunity
• Delivering relief in emergencies
• Influencing policy decisions at all levels
• Addressing discrimination in all its forms
Elements of a Mission Statement
• This answers the question: What is our business?
• Statement of purpose
• Clearly establishes reason for being
• Provides the road to establishing goals
• Staff should agree with this statement of purpose
• Resources should be allocated based on the
• Should establish the organizational
climate and culture
When a Mission Statement works…
• Reconciles interests of a variety of departments,
stakeholders and staff in general
• Motivates people to action
• Should make people passionate about “their” work
• Basis for strategic decision making
Components of a Mission Statement
Products or Services Technology
Concern for Public
Survival, Growth, and
Self-concept Concern for Employees
Communities of Practice
• Groups of people who share a concern, a set of
problems or a passion about a topic and who
deepen their knowledge and expertise in this
area by interacting on an ongoing basis.
• Lives in the human act of knowing
• Tacit as well as explicit
• Social requiring multiple perspectives
• Dynamic – rate of change in what we know and how
we do it is accelerating
7 principles of Community Design
• Design for evolution.
• Open a dialogue between inside and outside
• Invite different levels of participation.
• Develop both public and private community
• Focus on value.
• Combine familiarity and excitement.
• Create a rhythm for the community
What are ethics?
• Ethos – conduct, customs or character
• The kinds of values and morals an individual or
society finds appropriate or desirable.
• Are ethics relative?
• Virtue (defined): a trait of character, manifested
in habitual action, which is good for a person to
• Examples of Virtues:
Benevolence, Fairness, Self-Discipline
Self-Reliance , Honesty, Tolerance
Conscientiousness, Loyalty, Justice
• “Inany decision-making
situation, ethical issues are
either implicitly or explicitly
involved. The choices leaders
make and how they respond
in a given circumstance are
informed and directed by
Ethical Theories Based On Self-
Interest vs. Interest For Others
High •Ethical Egoism
Low •Altruism Altruism
Low Medium High
Concern For The Interest of Others
• Ethical egoism – upward aspiring manager who
wants her team to be the best in the company
• Utilitarianism – We should create the greatest
good (happiness) for the greatest number of
people. (What did Rawls say about this?)
• Altruism - Leader does what is best for others
even when it conflicts with what is good
Virtue based ethics
• Leaders should develop virtues
such as perseverance, public-
spiritedness, integrity, truthfuln
ess, fidelity, benevolence and
• “Whereyour treasure lies, there your
heart shall also be.”
power and so more
responsibility for their
actions with others.
What do leaders do?
• Model ethical behavior.
• Mobilize staff to face challenges.
• Maslow – leader’s role in assuring staff
motivation and moral development.
• Move staff to a higher bar for moral
• How is this decided?
• What about gray areas?
• What if staff individual morals are
not consistent with the leader’s
The BEST Test
• Do those served grow as persons? Do
they, while being served, become
healthier, wiser, freer, more
autonomous, more likely themselves to
become servants? And, what is the
effect on the least privileged in society?
Will they benefit or
at least not be further deprived?
• Removes inequalities
• Shifts authority to staff
• Values marketplace of ideas
• Is Empathetic
• Establishes an unconditional
covenant with staff
Principles of Ethical Leadership
How do we treat staff?
staff as an “end”, not as a
“means to our end.”
• Leaders should be stewards of the
• Integrate vision with staff.
• These leaders see themselves as a
part of the agency and not THE
• Describe an example from work
where staff were obviously
we are “cooperating” with each other, we
must be concerned with issues of fairness to
promote the common interest.
•A person is required to do his part as defined
by the rules of the institution when one has
voluntarily accepted the benefits of
What does this mean?
• When we cooperate for mutual
gain, we agree to restrict our
liberties for the greater good.
• We should not gain from this
relationship without doing our fair
• Defined by rules
• Are owed to those cooperating
within a structure or institution.
To Each Person
• Do not promise what you can’t deliver.
• Do not misrepresent.
• Do not “spin” situations for your gain.
• Accept obligations.
• Accept accountability.
• Do not use “survival of the
fittest” as an excuse for being
• Leaders seek to reach out to wider
social collectivities and seek to
establish higher and broader
• Goals of the agency are bound up
in the common good and
Notes de l'éditeur
Help the community developInvolve outside experts, leadersQuantifying new techniques – why is the group important. What is it contributingPlace to think, reflect and consider new ideasBeat not too fast or too slow
Virtue: is a habit, acquired over time, in particular situations, of responding appropriately and exemplifying excellence. Flourishing (excellence) has do with fulfilling all that we most have in us to become Ethics:IntuitiveAppropriate to the situationCan’t explainOccurs without deliberationInvolves emotionsSpecific history brought to bearMoralityMoralityUniversal TruthsRationalUniversal principleSubject to justificationSubject to deliberationDetached from body and emotionsDevoid of self-interestCultureHegel (1770-1831)“Situational”Ethical life (“sittlichkeit”) is embedded in culture/ social institutions and demonstrates intention, desire,or belief of collective spirit (“Geist”). Universal truthKant (1724-1804)“Categorical imperative”Requires unconditional moral action
Utilitarianism: Bentham (1748-1832) and Mill (1806-1873)Acts are morally right when they produce the most good (greatest happiness) for the most people. Morality Universal TruthHabermas-(1924-) Frankfurt School of Critical Theoryand Discourse Ethics Rawls-Theory of Justice (Published in 1971)Social and economic inequalities are to be arranged so that they: (a) provide the greatest benefit to the least advantaged, and (b) conditions of fair equality of opportunity.
Business Ethics: Concepts & CasesDr. Manuel G Velasquez Santa Clara UniversityCharles J. Dirksen Professor Business Ethics, Management Department
How does a leader do this in a human services environment?
Robert Greenleaf"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, perhaps because of the need to assuage an unusual power drive or to acquire material possessions…The leader-first and the servant-first are two extreme types. Between them there are shadings and blends that are part of the infinite variety of human nature.""The difference manifests itself in the care taken by the servant-first to make sure that other people’s highest priority needs are being served. 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? And, what is the effect on the least privileged in society? Will they benefit or at least not be further deprived?"
Staff’s unconditional worth. Respect to other’s ideas. Defer to others.Treat staff in ways that confirm the values set for the agency.
When staff are treated different the grounds for different treatment must be clear, reasonable and based on sound moral values.
Establish clear rules for rewarding staff.
John Dalla Costa is the founder of the Centre for Ethical Orientation (CEO), a Toronto-based consultancy working with business, the public sector Book the ethical imperative.
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