Understanding Different Approaches to 4H Leadership

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Understanding Different Approaches to 4-H
Leadership
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Workshop Goals

• Understand leadership as a relationship between
  leaders and followers.
• Recognize the difference between managing and
  leading.
• Create our own leadership framework/definition
• Discover how you demonstrate leadership.
• Identify four dynamic areas that capture a
  leaders attention.
• Gain insights into identifying leadership needs
  at different times and places.

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Shadows and ShapesWhat shapes create these
shadows?
The moral of the example That which appears to
be similar, may in fact be rather different and,
different structures can sometimes create similar
results.
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Managers, Leaders Followers

• Locate the Managers, Leaders Followers
  worksheet in your packet.
• Answer the three questions. (4 minutes)
• When you are done writing, find a partner and
  share your responses with each other (3-4 minutes
  per person for all of the questions).

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Managers and Leaders

• Managers have influence due to the authority of
  their position and title.
• Leaders are influential because people choose to
  follow them.

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Choosing a Leadership Framework

• Your perspective.
• Share with others
• Bob Terrys Video Response

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• Leadership is a reciprocal relationship between
  those who choose to lead and those who decide to
  follow.

? Kouzes Posner Credibility How Leaders Gain
and Lose It, Why People Demand It, 1993
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Key Points of Understanding Leadership

• Leadership is a dynamic relationship between
  leaders and followers.
• Effective leaders focus on different things in
  response to changing needs.
• Leaders and followers may exchange roles as the
  needs of the situation change.

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Characteristics of an Admired Leader

• First, view point of someone else as a Leader.
• Second, view point as myself as a Leader.
• Third, view point of need for leadership in a
  particular situation.

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Someone Else as a Leader

• How you see the other person in his or her job.
• How you see him/her contributing to the success
  of a group to which you belong.
• What you expect of a person in a leadership role.
• What type of leader you would follow.

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You as a Leader

• How you see yourself in your role.
• What type of leadership is required.
• What type of leadership you offer others.
• How you behave when you lead.

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Leadership Needs of a Situation

• How you believe a leader should respond in this
  situation.
• How you perceive the people involved, the goals
  to be met, and any special challenges or
  opportunities.

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Focus of Attention

• What gets your attention?

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What most often caught your attention as you were
traveling to and entering the Youth U
Conference?
Rural Building and Structures
People
Feelings about Others
Other Ideas
Conference Agenda
Problems to Solve
Rooms
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Leaders Respond to WhatGets Their Attention

• Character
• Leaders respond to their conscience.
• Analysis
• Leaders respond to ideas.
• Accomplishment
• Leaders respond to problems.
• Interaction
• Leaders respond to people.

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Character

• We want leaders who are credible. We must
  believe that their word can be trusted, that they
  are personally excited and enthusiastic about the
  direction in which they are headed.

? James M. Kouzes and Barry Z. Posner, Seven
Lessons for Leading the Voyage to the Future
from The Leader of the Future
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Character

• Responds to own conscience
• Has internal concerns
• Reflects values of followers
• Focuses on mission
• Finds sources of hope and enthusiasm
• Is open to learning

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Analysis

• Leaders of the future must be deep thinkers who
  are smart enough to see new possibilities and to
  conceptualize them.

? Rosabeth Moss Kanter, World-Class Leaders,
from The Leader of the Future
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Analysis

• Responds to ideas
• Has intellectual concerns
• Looks toward the future
• Sees implications, not just facts
• Evaluates risks and opportunities
• Follows intuitive leads

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Accomplishment

• When the conditions are ambiguous and decisions
  are difficult, leaders must decide, choose, and
  act.

• Judith M. Bardwick, Peacetime Management and
• Wartime Leadership, from The Leader of the
• Future

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Accomplishment

• Responds to problems
• Has external concerns
• Gets things done
• Overcomes obstacles
• Gets people working together
• Takes control

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Interaction

• The leader of the future will excel as
  cheerleader, supporter, and encourager rather
  than as a judge, critic, or evaluator.This
  results in an ultimate organization where people
  not only know where they are headed but are
  empowered to get there.

• Ken Blanchard, Turning the Organization Pyramid
  Upside Down, from The Leader of the Future

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Interaction

• Responds to people
• Has social concerns
• Understands wants and needs of others
• Knows what motivates
• Monitors feelings
• Encourages followers
• Communicates caring

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Leadership Process(Out-In-Out)

• Out
• Something gets your attention (Focus)

In You process observations, thoughts, and
feelings, and you make choices
Out You respond by doing something (Dimension)
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Small Group Work

• As a small group, generate a list on a flip chart
  page answering the questions,
• 1.What words or phrases would people use to
  describe your leadership strengths?
• 2. What are some situations where your leadership
  behavior served as a great asset for your group?
• 3. What are some situations where your leadership
  behavior was problematic for your group?

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Leader/Follower Response Grid
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Reasons Why PeopleChoose Not to Lead

• May already be committed as a leader in other
  aspects of his or her role.
• May believe someone else is more effective as a
  leader in this particular area.
• May have decided it is time to let someone else
  step forward to take the lead.
• May not be interested in reaching out to people
  in a particular way.
• Organization may be set up so that only managers
  or others with certain titles are allowed take on
  leadership responsibilities.

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• It is a terrible thing to look over your
  shoulder when you are trying to lead and find no
  one there.
• ? Franklin Delano Roosevelt

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Key Concepts

• Leadership is a relationship in which someone
  chooses to lead and others decide to follow.
• Leaders respond to four constantly changing
  Focuses of Attention in their environment
• Character
• Analysis
• Accomplishment
• Interaction

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Leader/Follower Action Cycle

• How to choose your contributions
• 1. Perceive the situation.
• 2. Evaluate your Dimensions of Leadership in
  terms of this situation.
• 3. Choose to lead or follow.
• 4. Identify contributions and specific action
  steps.
• 5. Evaluate your contributions and the current
  situation.
• 6. Repeat, beginning with step 1.

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Team Development

• Your handout packet contains a worksheet you may
  choose to use and discuss 4-H Leadership.

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Questions and Comments

• What additional questions and comments do you
  have related to understanding more about the
  different approaches to 4-H Leadership?