1. Leadership and Administrative Dynamics
Eckerd Fall 2011

2. Agenda
Strategic What is strategic planning? Defining
Planning vision, mission, goals, objectives, outputs, and units of service.
How leaders guide staff in strategic planning exercises.
PEST/SWOT
Strategic planning tools reviewed in class
Logic Model Program planning reviewed in class
Planning
Exercise Predicting future behavior and prevention.
Memo Writing Read memos in class.

3. Visioning
Enabling Analyzing
Inventing Relating

4. 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

5. Where does it go wrong?
• Imposed vision
• Acting on assumptions – not data-
drive decision making
• Discounting or disregarding key
stakeholders
• If it’s not broke, why change?
• Forced internal competition for
resources

6. Vision Statement
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
people.

7. 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
self-sufficiency.

8. 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.

9. Elements of a Vision Statement
• Big Picture
• What we want to BECOME
• Clear vision provides the road to a clear
mission statement
• One statement
• Statement is greater than what
is possible

10. Mission Statement
• 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
interactive websites.

11. 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
kids.

12. 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

13. 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
mission statement
• Should establish the organizational
climate and culture

14. 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

15. Components of a Mission Statement
Customers
Markets
Products or Services Technology
Concern for Public
Philosophy
Image
Survival, Growth, and
Self-concept Concern for Employees
Profitability

16. STAKEHOLDERS

17. Community
Business
Employees
Partners
CEO
Board of
Clients
Directors
Provider
Community

18. 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.

19. LEADERSHIP ANALYSIS
Culture and Values
Flexibility
Clan Culture Adaptability Culture
Values: Cooperation Values: Creativity
Consideration Experimentation
Agreement Risk-taking
Fairness Autonomy
Social equality Responsiveness
Internal focus External focus
Bureaucratic Culture Achievement Culture
Values: Economy Values: Competitiveness
Formality Perfectionism
Rationality Aggressiveness
Order Diligence
Obedience Personal initiative
Stability

20. Knowledge
• 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

21. 7 principles of Community Design
• Design for evolution.
• Open a dialogue between inside and outside
perspectives.
• Invite different levels of participation.
• Develop both public and private community
spaces.
• Focus on value.
• Combine familiarity and excitement.
• Create a rhythm for the community

22. Knowledge
• Explicit knowledge
• Objective, rational, technical
• Examples, Policies, goals, strategies, papers, reports, directions
• May be Codified
• Easier to share
• Tacit knowledge
• Subjective, cognitive, experiential learning
• Highly personalized
• Difficult to formalize
• Harder to share
© 2005 Prentice
Hall, Decision 9-22

23. What are ethics?
• Ethos – conduct, customs or character
• The kinds of values and morals an individual or
society finds appropriate or desirable.
Northouse
• Are ethics relative?
• Virtue (defined): a trait of character, manifested
in habitual action, which is good for a person to
have.
• Examples of Virtues:
Benevolence, Fairness, Self-Discipline
Self-Reliance , Honesty, Tolerance
Conscientiousness, Loyalty, Justice

24. Northouse
• “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
ethics.”

25. Ethical Theories Based On Self-
Interest vs. Interest For Others
High •Ethical Egoism
Ethical Egoism
Self-Interest
Concern for
Medium •Utilitarianism
Utilitarianism
Low •Altruism Altruism
Low Medium High
Concern For The Interest of Others

26. Examples
• 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
for him/her.

27. Virtue based ethics
• Leaders should develop virtues
such as perseverance, public-
spiritedness, integrity, truthfuln
ess, fidelity, benevolence and
humility.
Velasquez

28. • “Whereyour treasure lies, there your
heart shall also be.”
actions
good
worthy
human
being
virtues

29. •Leadershave more
power and so more
responsibility for their
actions with others.

30. 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
responsibility.

31. Moral Environment
• How is this decided?
• What about gray areas?
• What if staff individual morals are
not consistent with the leader’s
desired actions.

32. Servant Leadership
Leader Servant
first first

33. 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?

34. Servant Leader
• Removes inequalities
• Shifts authority to staff
• Values marketplace of ideas
• Listens
• Is Empathetic
• Establishes an unconditional
covenant with staff

35. Principles of Ethical Leadership
Respects
Others
Builds Serves
Community Others
Ethical
Leadership
Manifests Shows
Honesty Justice

36. How do we treat staff?
• Treat
staff as an “end”, not as a
“means to our end.”
• Discussion

37. Senge
• Leaders should be stewards of the
vision.
• Integrate vision with staff.
• These leaders see themselves as a
part of the agency and not THE
agency.

38. Justice
Staff
Staff
Staff
Are all equal

39. Example
• Describe an example from work
where staff were obviously
treated differently.

40. Rawls
• If
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
the arrangement.

41. 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
share.

42. Obligations
• Voluntary
• Defined by rules
• Are owed to those cooperating
within a structure or institution.

43. To Each Person
Equal share
Person’s Individual
right need
Decision
Individual
Merit
effort
Societal
contribution

44. Honesty
• 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
dishonest.

45. Builds Community
• Leaders seek to reach out to wider
social collectivities and seek to
establish higher and broader
moral purposes.
• Goals of the agency are bound up
in the common good and
public interest.