Leadership in Youth Program Management: What is Your Style

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Leadership in Youth Program Management What is
Your Style ?

• Agricultural Education 643
• Spring 2005
• Beverly Kelbaugh, Ph.D.
• Franklin County Extension Director

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A leader is

• someone you choose to follow to a place you
  wouldnt go by yourself.

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Evolution of Leadership Theory

• Trait Theory 1940s 1950s
• Behavioral Styles Theory
• Mid 1960s
• Situational Theory 1970s
• Transactional Theory 1990s
• Transformational late 1990s

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• More than anything else, leaders build bridges
  that help us move from where we are to where we
  want to be.

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Trait Theory

• Leaders are born, not made
• Historical perspective
• Great-man approach
• Search for universal traits of great leaders
• Popular during 1925-1950
• Kreitner, 1998

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Leadership Traits

• Intelligence
• Scholarship
• Dependability in exercising responsibility
• Activity and social participation
• Socioeconomic status
• Stogdill, 1948

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Behavioral Styles Theory

• Focused on patterns of leadership behavior (not
  personal traits)
• Early theory Authoritarian, Decomocratic,
  Laissez-faire styles
• Lewin, Lippitt, White, 1939

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Development Level of Follower

• High Moderate Low

D1 D2 D3 D4
D4 High Commitment High Competence
D3 Variable Commitment High Competence
D2 Low Commitment Some
Competence
D1 High Commitment Low Competence
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Behavioral Styles TheoryThe leadership grid
high
Consideration
low
high
Production

• Low-low Impoverished management
• Low-high Country Club management
• High-low Authority-compliance
• High-high Team management
• -Blake Mouton, 1991

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Situational Theory

• Directive Behavior - the amount of direction and
  control a leader gives
• Supportive Behavior the amount of support and
  encouragement a leader provides
• Developmental Level the competence and
  commitment that a follower exhibits in performing
  a specific task.

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Situational Leadership

• Directive Behavior
• Sets goals objectives
• Plans organizes in advance
• Identifies priorities
• Clarifies roles
• Establishes time lines
• Evaluation processes
• Demonstrates how to do specific tasks

• Supportive Behavior
• Listens to employee
• Encourages, affirms
• Seeks input
• Communicates feelings
• Discloses self information
• Facilitaties problem solving
• Aids employee team building

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The Four Leadership Styles
High Supportive Low Directive Behavior
High Directive High Supportive Behavior
(HIGH)
SUPPORTING
COACHING
S2
S3
SUPPORTIVE BEHAVIOR
S4
S1
DELEGATING
DIRECTING
High Directive Low Supportive Behavior
Low Supportive Low Directive Behavior
(HIGH)
DIRECTIVE BEHAVIOR
(LOW)
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Transactional Leadership

• Based upon previous assumptions
• Leaders control own destinies
• Leaders function in a stable, predictable
  environment
• Beckhard Pritchard, 1992

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Transactional Leadership

• Stresses exchange between leader, colleagues,
  followers
• Leader specifies what is expected of followers
• Simple lines of communication
• Highly hierarchical
• Bass, 1995

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Transformational Leadership

• Stresses personal values/beliefs shared
  values/beliefs
• Transforms organizations/communities by first
  transforming oneself
• Getting followers to transcend their own
  self-interest for the sake of the team or
  organization
• Capacity based (can be developed)

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Role Competencies of the New Managerial Mentor
ROLE Innovator FOCUS Change COMPETENCIES
Visioning, Championing, Diffusing

TRANSFORMATIONAL
ROLE Collaborator
FOCUS Relationships
COMPETENCIES Facilitating Coaching
Dialoguing
Learning Leadership
MARKETPLACE
INFRASTRUCTURE
ROLE Integrator FOCUS Alignment COMPETENCIES
Organizing Improving
Bridging
ROLE Producer FOCUS Results COMPETENCIES
Targeting Improvising
Measuring
TRANSACTIONAL
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Five Lessons for Leaders in the 21st Century

• Focus the majority of your efforts on the future.
• Understand the nature of fundamental change.
• Appreciate complex systems and how they work.
• Examine your leadership style to seehow it
  affects productivity.
• Create shared vision to build bridges to the
  future.

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Characteristics of a leader never change.

• Loyalty
• Compassion
• Communication
• Courage
• Commitment
• Trust
• Inspiration
• Integrity

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Five Fundamental Practices of Exemplary Leadership

• Challenging the Process
• Inspiring a Shared Vision
• Enabling Others to Act
• Modeling the Way
• Encouraging the Heart
• Kouzes and Posner - 1995

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The Ten Commitments of Leadership

• Search out challenging opportunities to change,
  grow, innovate and improve
• Experiment, take risks, and learn from the
  accompanying mistakes
• Envision an uplifting and ennobling future

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Ten Commitments of Leadership cont.

• Set the example by behaving in ways that are
  consistent with shared values.
• Enlist others in a common vision by appealing to
  their values, interests, hopes and dreams.
• Achieve small wins that promote consistent
  progress and build commitment

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Ten Commitments of Leadership Cont.

• Strengthen people by giving power away, providing
  choice, developing competence, assigning critical
  tasks, and offering visible support.
• Recognize individual contributions to the success
  of every project.
• Celebrate team accomplishments regularly.
• Foster collaboration by promoting cooperative
  goals and building trust.

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• The final test of a leader is that he leaves
  behind him in other men the conviction and
  will to carry on.
• Walter Lippman, 20th century American Journalist,
  author and public philosopher