Leading Others Flashcards
3 P’s
Personalization: Listen, provide choice, relevance
Peers: Support and relationships
- Share success and be accountable
Participation - Get involved
Motivation and Appeal
Understand clients to serve them Appeal to all → appeal to none Reflective practice Why do they care What are their strengths/weaknesses Ways to appeal to them
Co-creation
Crowdsourcing, involvement in decisions, incentives
Social Media Benefits
- Practical service delivery To fill seats/inventory with last minute service deals Information delivery Manage facility waits Reminders Promotions - Building connections Develop deep relationships Prototype program changes Membership privilege Trusted source Co-creation Share clients success/inspire
Social Media Drawbacks
Increased screen time
Target audience must be considered
Considerations for social media:
Age/generation/lifestyle Type of service Ability Program area/type How does the program help? Does it act to solve a problem? Encourage marginalized populations
Framework
Model the way Inspire a shared vision Challenge the process Enable others to act Encourage the heart
Top-down approach
Lower levels far removed from decision making process - Encourage initiatives Challenge with purpose Intrinsic motivation Innovation and challenge Key outside communication
Lewin’s Leadership Styles
Authoritarian : Clear expectations, less creative Novices, coaching scenarios Participative : Similar to co-creation Some report decreased productivity but increased quality More effective
Blake Mounton Leadership Grid
Concern for people vs concern for production (1 [low]-9 [high])
5 options:
- 1 impoverished management
- 9 country club management
- middle of the road
- 1 task management
- 9 team management
Hersey and Blanchard’s Tridimensional Leader Effectiveness Model
Account for the leader, the follower and the situation
Supportive behaviours vs directive behaviour dependent on followers developmental level (D1 [developing] - D4 [developed])
Directing (high directive, low supportive behaviour)
Coaching (high directive and supportive behaviour)
Supporting (low directive, high supportive)
Delegating (low directive, low supportive)
Charismatic Leader
Self-confidence, a vision, strong conviction, change agent, out of ordinary behaviour
Transactional
Clear chain of command
Rewards/punishment
Carefully monitored
Transformational
Intellectual stimulation
Individual considerations
Inspire motivation
Idealized influence (role model)
Poor decision practices
Casual Benchmarking
Status Quo
Following deeply held but unexamined beliefs/ideologies
Half truths may be hard to disprove
