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Microsoft PowerPoint - Leadership in uncertain times

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Microsoft PowerPoint - Leadership in uncertain times

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									 Leadership in uncertain times:
implications for staff, managers
  & boards, and policy makers
         Lesley Chenoweth
         Griffith University
             Leadership




                    RIGHT leadership?

YOUNG leadership?
              Leadership




                   BRAVE leadership?
COURAGEOUS
leadership?
             Leadership




WISE leadership?   NOT SO WISE
                   Leadership?
                  Leaders




HOPEFUL leader?             NEW leader
       Different leaders
                •




CHARISMATIC         INDEFATIGABLE
leader?             leader?
Ordinary people as leaders
             •
                   Leadership
•   leadership is a process
•   leadership is both science and art
•   leadership is different from management
•   leadership is about partnership
•   leadership involves both the rational and
    emotional sides of human experience.
    Key elements


       LEADERS




FOLLOWERS   SITUATION
      Leaders or leadership?


We know all too much about leaders but
 not enough about leadership
                           (Burns, 1999)
             Uncertain times
Just how uncertain are our times?
  – The wider global context
  – Australian context
  – Community and human services context
  – Disability sector in Queensland
          The wider global context

•   Climate change
•   Conflicts
•   Refugees and human migration
•   HIV Aids
•   Fundamentalism
•   Terrorism
•   Pace of technological change, especially in
    communication
            Australian context

• Climate change
• Water
• Demographic changes – ageing population,
  falling birth rates
• Changes in distribution of power, income and
  resources
      Shift in distribution of
   income, power & resources

• The public sector   • The private sector
• The bottom 70 %     • The top 10 %
  wage /salary          corporations
  earners
• Small business      •   Big business
• The ‘bush’          •   The city
• Consumers           •   Producers
• Households          •   The market
                                   (Pusey 2003)
     Community and human services
               context
•   More demand for health and human services
•   Stretched to capacity and beyond
•   Impacts of managerialism over last 20 years
•   Devolution to non-government sectors
•   Increasing for profit sector
•   Workforce capacity – quantitative and qualitative
•   Reliance on volunteers
Disability services in Queensland
•   Funding - amount and models for distribution
•   How can we provide the best supports to all the people
    with disabilities and their families in need?
•   How can we ensure that supports are available to
    people in rural and remote communities?
•   Future of advocacy?
•   Where will the next leadership come from?
•   How can services be sustainable?
What happens to people in uncertain
             times?
•   Uncertainty leads to fear
•   Focus on personal survival and safety
•   Withdraw, want to take less responsibility
•   Risk averse
•   Focus on smaller and smaller things
•   Stress affects the brain – cannot see patterns as easily
•   Lose capacity to work in teams or see the larger picture
•   More sick days, stress leave, absenteeism
What happens to people in uncertain
             times?
•   Increased pressure on leaders
•   More demands from staff – we want answers, security,
    save us!
•   Unrealistic and unreasonable expectations of leaders
•   Fire the leader!
•   Leader often struggling to inspire confidence
•   Fewer people want to step forward
•   Dislike /cringe about being identified as a leader
Finding the firm foot holes in
  the swamp of uncertainty
    Implications for staff, managers,
       boards and policymakers
• The importance of working together
• Gather people together regularly
• Need to (re)discover what we care about
• Need to (re)discover how great it is to work
  together
• Bring new people into the conversations
• Relocate the old feisty activists!!!
   Implications for staff, managers,
      boards and policymakers
• We need leadership at all levels – anyone willing
  to help
• Power of reflection – allow space and time to do
  this
• Ensuring coherence across values , mission,
  policy and practice –
  – That makes sense and is a solid basis for making
    decisions
• Relationships are fundamental
                Contact details
Lesley Chenoweth BSW MSocWk PhD
Professor of Social Work
School of Human Services
Griffith Abilities Research Program
Research Centre for Clinical and Community Practice Innovation
Griffith University
Logan Campus
University Drive
MEADOWBROOK Q 4131
Australia

Phone +61 7 3382 1485
Fax +61 7 3382 1210
l.chenoweth@griffith.edu.au

								
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