1	Developing Leadership Rhonda Richards and Emily Coleman
2	Challenging the Process
3	"What is Leadership" What is Leadership?
4	Our definition of LEADERSHIP:
5	Leadership Qualities
6	1. Skills of Personal Behavior. The effective leader: Is sensitive to feelings of the group. Identifies self with the needs of the group Learns to listen attentively Refrains from criticizing or ridiculing members’ suggestions Helps each member feel important and needed. Does not argue.
7	2. Skills in Communication The effective leader: Makes sure that everyone understands not only what is needed but why. Makes good communication with the group a routine part of the task.
8	3. Skills in Equality The effective leader recognizes that: Everyone is important. Leadership is to be shared and is not a monopoly. A leader grows when leadership functions are dispersed.
9	4. Skills in Organization The effective leader helps the group: Develop long-range and short-range objectives. Break big problems into small ones. Share opportunities and responsibilities. Plan, act, follow up and evaluate.
10	5. Skills of Self-Examination The effective leader: Is aware of motivations and motives guiding actions. Is aware of members’ levels of hostility and tolerance so that appropriate counter measures are taken. Is aware of their fact-finding behavior. Helps the group to be aware of their own forces, attitudes and values.
11	Leadership Assessment
12	For effective leadership, Communication is the KEY!
13	Communication Activity
14	How did I do? 5 points---exact reproduction 4 points—1-2 mistakes 3 points-3-4 mistakes 2 points- 5-6 mistakes 1 point--7 or more mistakes 4-5 points---GOOD COMMUNICATOR
15	"Reflection" Reflection: Has your definition of leadership changed? Is collaboration important? What are some leadership activities at your institution? Homework: Complete reflection questions.
16	Next Meeting Insert Date Here
17	Inspiring A Shared Vision
18	"How Do We Enlist the..." How Do We Enlist the Help of Others?
19	To rally around a common vision, leaders will:
20	"What do you feel is..." What do you feel is the instinctual attitude of society towards work?
21	Theory X & Theory Y Theory X: The average human being doesn’t like to work and will avoid it if at all possible. Due to the dislike of work, most people must be coerced, controlled, and threatened with punishment to get them to work. The average human being prefers to be directed, avoids responsibility, has relatively little ambition, and just wants a paycheck.
22	Theory X & Theory Y Theory Y: The desire to work is natural. The average person does not naturally dislike work. Depending upon controllable conditions, work may be the source of satisfaction (and will voluntarily be performed) or a source of punishment (and will be avoided if possible). People will be self-motivated to work on jobs which they feel are valuable. Commitment to work is related to the rewards received. The best regards are feelings of satisfaction that the individual has helped achieve goals that have made the company successful. The average employee learns, when supported, not only to accept assignments but also to seek responsibility. All employees have the potential to use imagination, ingenuity, and creativity in solving work problems.
23	Putting Theory to Practice
24	Communicating Expectations
25	"What are common" What are common non-verbal cues used in society? How can your cues be taken in a positive and negative way in a leadership setting?
26	Communicating Expectations
27	The Four Behaviors
28	Expectations are transmitted through four behaviors: Climate: body language Input: coaching from leaders Output: growth opportunities offered to others Feedback: what’s right, what needs improvement
29	Egg Drop Activity
30	Reflection How can you use your differences to create a shared vision? Homework: Reflection questions under Shared Vision. Complete the Humanmetrics Test and bring results with you.
31	Next Meeting Insert Date Here
32	Enabling Others to Act
33	Agenda: Enabling Others to Act
34	"Leaders have a choice" Leaders have a choice: they can hold onto their power and use it purely for selfish ends, or they can give their power away to others.
35	5 Leadership Essentials to sharing power with others:
36	"Understanding yourself before Enabling Others" Understanding yourself before Enabling Others Humanmetrics Test
37	Humanmetrics Review What’s your Leadership Type? Were you surprised? How does knowing your type help you as a leader? How does knowing the leadership types of your group members help in leading a group? Can knowing leadership types of group members hinder progress and group development? Does knowing the types of your group give you a since of “power” over the group?
38	Types of Power
39	The Five Sources of Power Legitimate Power Authority vested in a role or office which is accepted and recognized by the members of the group/organization. Reward Power Based on the leader’s use of positive sanctions, both tangible and intangible. Coercive Power The opposite of reward power and involved negative sanctions such as threats of harm, punishment or withholding rewards. Expert Power Founded on valid knowledge or information. Referent Power Based on attractive personal characteristics which lead others to emulate or please the person.
40	Locus of Control And Who Owns the Zebra?
41	Becoming A Leader in My Profession
42	Charging Your Own Path How do I present myself in ways that LEAD to a job: Look: First impressions matter. Energy: Look like you are excited to be there. Attitude: Have a positive attitude about the interview and possible position. Desire: In your interview, show you strong desire to work for that company.
43	Reflection How does enabling others empower me as a leader? Homework: Reflection questions.
44	Next Meeting Insert Date Here
45	Modeling the Way
46	"Qualities an individual who models..." Qualities an individual who models the way include the following: They are open about their actions and share their values with others; They are dramatic in actions being sure to be heard; They tell stories and share teachable moments; They take personal interest in things; They create models and plans for others to learn from; They make clear what the value in a group is; They are genuine.
47	Cross-Cultural Examination
48	How to Prepare for a Board Membership Assess your interests and strengths. Get involved in an area meeting. When attending, observe, listen and learn. Offer your expertise and support to a group in a realistic manner. Exercise patience and persistence as you see you accomplish your goal.
49	LASTing on a Board Loyalty to an organization. Advocacy for the organization. Studying as a student. Taking the Time.
50	Encouraging the Heart
51	Encourage the Hearts of Your Team Members Praise people for a job well done. Express confidence in people’s abilities. Creatively reward people for their contributions. Recognize people for commitment to shared values. Find ways to celebrate accomplishments. Give team members appreciation and support.
52	"What is Servant Leadership" What is Servant Leadership?
53	Qualities of Servant Leadership Clear on goals and good at pointing direction. Servant, helper, and teacher first, then leader. Listens and wants to understand. Takes time to think, rather than just reacting. Chooses words carefully, so as not to damage those being led. Uses intuition and foresight. Keenly aware of all that is going on.
54	Our definition of SERVANT LEADERSHIP:
55	Servant Leadership How does servant leadership differ from other leadership styles? Can you be a quality leader and not a servant leader?
56	Implementing A Servant Leadership Project
57	Reflection How does service factor into leadership skill development? Homework: Complete an Oral History and be prepared to share with the group at our wrap up meeting/dinner.
58	Next Meeting Insert Date Here