Exploring Servant Leadership (ALR #5)

The Servant Leader Approach is one that is quite fascinating to me because it has so many intricate characteristics and closely relates to my position as a 4-H Agent.  This previous statement is not accurate, rather this type of leadership suggests that the leader is one whom is aware of their surroundings, their image, and various outcomes that accompany a servant leader. This type of leadership may cause some initial confusion, as the name may be misleading.

Servant Leadership can be described as, “an approach focusing on leadership from the point of view of the leader and his or her behaviors” (Northouse, 2013). This excerpt suggests that this approach is not so much directed at those being influenced by a leader; instead it is used to understand leadership ability based on how the leader acts. This article provides exceptional insight about this approach and the ten characteristics associated with it. I have found this leadership approach to be effective while working in youth development.

The servant leadership approach is similar to other leadership styles in that in order to be effective, followers have to buy into what message the leader is trying to relay. My position as a 4-H Agent is no different because I’m not just targeting the youth in the community, but other stakeholders as well. These stakeholders include; classroom teachers, school board administrators, parents, and 4-H office support staff. Each of these groups is instrumental in proving relevance and stability of current and future programs within Floyd County. It is important that leaders understand how to reach and engage these stakeholders; this guide will assist in understanding what servant leaders can do.

Having identified that my current job is one that is conducive to the servant leadership approach, I can now move forward in using this method effectively. Each of the previously mentioned ten characteristics are tools that a servant leader must be aware of and know how to use efficiently. The knowledge to make a difference using this approach and actually implementing its principles are two completely different things. I suggest reading this article from the Journal of Extension to better understand how to use this approach and where to go next. As I sit and reflect on my first two years as a 4-H Agent, I can pinpoint exact instances where I have used each of these characteristics. I am confident of enhancing my own leadership abilities using this approach as the new 4-H programming year approaches. I feel that I can be a more effective community leader by understanding each characteristic and using appropriate implementation.

 

 

 

 

Understanding the Psychodynamic Leadership Approach (Applied Learning Reflection #4)

The Psychodynamic Leadership approach is one that is different from other leadership styles or approaches because its foundation is based on a leader’s personality. The psychodynamic approach is described as, “personality types are emphasized and evidence is presented that suggests that various personality types are better suited to particular leadership positions or situations”, (Northouse, 2013).

The psychodynamic leadership approach begins with understanding that the leader’s style reflects their personality, which has been developing since they were an infant and various stages of life. “Childhood and adolescent experiences are reflected in reactions to paternalistic, maternalistic, and familial patterns of leadership and management”, (Northouse, 2013). Effective leadership using this approach will be exhibited by leaders that know and understand their own traits and tendencies. This concept is better defined by referring to this guide by Hazem Abolrous.

The four personality types that leaders can be identified with are erotic, obsessive, marketing, and narcissistic. Each of these personality types can be useful in a given situation depending on the situation and ideal outcomes from a particular leader. This excerpt explains these personality types and what each of them means. This article suggests that everyone has traces of each personality type within them. A leader’s personality type will directly affect their follower’s and who how they are received amongst their peers and subordinates. These personality types have pros and cons and it is important to understand that one’s personality has been defined long before they were considered in a leadership position.

Now that we know what the psychodynamic leadership approach is, an effective leader using this approach will need to know what personality type they are. One should start by taking a personality test such as the Myers-Briggs Type Indicator. Successful leaders will be able to identify and utilize the strengths and weaknesses of their personality in the leadership situation they are involved in. They will also understand which situations are most conducive for the type of personality they possess, which can help direct them in career paths and choices. For instance, one who is identified as a narcissistic leader may not be the best fit for a job that they are forced to work with youth. People should understand that their personality types are not something they could control, rather something they adapted to early on, based on influences early in their development.

Understanding the Situational Leadership Approach (Applied Learning Response #3)

The situational leadership approach is one that has been around for some time and is quite effective. To understand situational leadership one must first gain knowledge as to what it is and how it is used. “Situational Leadership stresses that leadership is composed of both a directive and supportive dimension and that each has to be applied appropriately in a given situation” (Northouse, 2013).

Not all styles or approaches of leadership can be used in every situation and be effective. For instance, when working with younger students, one would not want to use the same leadership approach that would be used with adults and vice versa. An effective leader will understand this concept and be able to distinguish when it is appropriate and necessary to use. Each style of this leadership approach is different than the next and we refer to the Hersey-Blanchard Theory to gain more perspective on this approach.

Each day in a professional setting presents a unique and differing challenge the previous day. Great leaders need to be prepared for each challenge and situation that they will face when dealing with their subordinates. As previously mentioned, the leader of an organization will need to know when it is appropriate to use which style of situational leadership. This document provides suggestions as to ways one can manage challenges at hand with situational leadership. To become a great leader, one must realize attributes and qualities they will need to possess to achieve their leadership and organizational goals.

Now that we have established what situational leadership is and why it should be utilized, we change focus to what we can do with this knowledge. In any instance that requires a revamping in leadership style or a complete overhaul, leaders of the organization should know what change they would like to see moving forward. This leadership approach is easy to follow with styles S1-S4 and is helpful in determining what level of this approach is to be used. Styles will differ amongst organizations, for instance; working with 4-H youth will require the S2 (Coaching) or S3 (Supporting) style a majority of the time. If the organization is focused on completing tasks and accomplishing their goals, they may want to take an S1 (Directing) style approach. Again, understanding each style is a key factor in using the Situational Leadership Approach and recommendations as how to implement this style can be found here. 

LDRS 5454 Applied Learning Response #2

The literature for Module #2 provides great insight to the many approaches associated with successful leadership practices. The approaches that were identified this week include; trait, skills, style, and transformational leadership. Although these are just a few of available approaches, they allow readers to gain a basic understanding of a variety of leadership practices. Any of these examples can be utilized given the appropriate situation. Leaders need to determine which approach will best fit their style and effectively serve their organization or program.

These many types of leadership date back to centuries prior to today. Effective leadership is a major key to the successes of businesses, organizations, nations, and people worldwide. Before one can discover and perfect their style of leadership, they must first understand what “leadership” is needed. Leadership may be defined differently given the sources or context in which is delivered.  This resource although dated, provides a better initial understanding of leadership and what it is.

The literature for this module suggests that no matter which approach is utilized, the leader of that program needs to be able to justify and understand why this method is appropriate. This document suggests various leadership approaches and why one would want to use them. The skills approach is one that 4-H Agents such as myself may utilize to build a successful program because, “the skills approach is a leader-centered perspective that emphasizes the competencies of leaders” (Northouse, 2013). Programs that distinguish a single defined leader, would be able to use this approach as it focuses more on what they can bring to the table. Identifying the leadership needs of the organization will allow those leaders the ability to determine which leadership approach will be most efficient, given that particular situation.

Now that the leadership needs of the organization have been identified, leaders can decide and implement the best fit leadership approach. The text (Leadership Theory and Practice) suggests through several case studies that organizational leaders need to choose the best available candidate to serve as their leader. As it has been alluded to in our literature, leaders must understand the different approaches and how what positives and negatives are associated with that style. Not all styles will be effective for all situations. This guide will assist those who might want to determine the best route of leadership. There are various resources on the internet and in libraries that can provide assistance in evaluating and implementing leadership approaches within an organization.

Applied Learning Reflection #5

Program evaluations are important in assessing the progress and necessary improvements needed in any volunteer organization. Evaluations are valuable to program and volunteer managers that are concerned about the state of their organization. Evaluations will allow the organization to determine if they are meeting the needs of their clientele and the success of each individual program.

Evaluations of programs will provide program managers, leaders, and supporters with information that will allow them to rate the successes of their programs. In many cases, evaluations provide supervisors or funding sources with the necessary information to determine whether programs are meeting the desired goals and expectations of the community and its participants. Here is a great resource for understanding why there is a great emphasis on program evaluation.

The text in Chapter 11 supports the need for program evaluations by stating, “The easiest day-to-day approach to defining the concept of evaluation is to equate it with the concept of measuring” (Seel P.318). The main purpose of program evaluations is to measure the progress and success of the organization. The text also suggests that this process is important to participants and volunteers because it can give them the opportunity to provide honest feedback.  In many instances, participants are hesitant to be truthful in their responses concerning the program, because they do not want to hurt anyone’s feeling or have them think they do not appreciate what is going on. Anonymous feedback can prove to be more effective when gathering information about the organization because the participants are able to provide in depth reflection of their experience.

Organizations that provide programming need to consider and implement a proper evaluation plan. The most important facet of evaluation is assessing the needs and expectations of programming and ensuring that these programs are entirely effective. Evaluations may also provide the program managers and staff with new insight and feedback that they would not have thought of from the planning perspective. When dealing with shareholders and various partnerships, those that invest monetary or other donations want to see that their investment to your program is being used appropriately. The evaluation concept applies especially for youth development professionals such as myself, because investors are likely to assist with bettering our youth and providing new opportunities. Evaluations measure impacts of the program but also require accountability to be accepted and taken seriously. In order to ensure continuous support and funding for programs an adequate program evaluation system is a necessity for non-profit organizations especially since they rely on donations and investments to fund future programs.

Applied Learning Response #4

Is it worth the risk? This is a question that is commonly asked when providing programs for profit and non-profit organizations. If the answer is yes, program managers and volunteers must decide the appropriate methods for assessing, planning, and implementing protocols that will assist them in managing risk.

Depending on the organization, various forms of risk may be involved in programs and provided activities. In this day and age, it may be tough to find programs that do not deal with some kind of risk. As a youth development professional, a high percentage of activities offered by my organization contain some form of risk although it may be minute. People in charge of planning and implantation of programs are encouraged to develop a risk management plan in the event of an accident, an example may be found here.

Risk management plans are helpful in assisting the organization in determining expectations and allow them to “plan for the best, but expect the worst”. Program managers will often have an idea for an excellent program that has the potential to attract new faces to an organization.  Each program that an organization offers, their reputation for safe, informational, and appropriate experiences is on the line. Program staff that is involved with the planning needs to consider all things that can go wrong and plan accordingly. An example would be if an organization is facilitating a cooking workshop, they need to consider the risks of working with sharp objects, boiling temperatures, and food allergies as potential risks to that program. Risk management plans are not only effective in planning of programs but also in recruiting volunteers for programs.

The program manager must follow these important steps to develop a risk management plan and to ensure the success of a given program. Program managers must first identify all risks. Secondly, they must assess those risks and this includes assessing the likelihood/consequences and classifying these risks. Classification of risk levels would include determining low, medium, or high risk opportunities and the program manager would need to determine if any of those risks are too great for a successful program. The third step is to control the risks. An example of controlling risks from the previous example of a cooking program would be to use plastic knives as opposed to metal. The last step to having a successful risk management plan is to evaluate the risk.The program manager, volunteers, and staff must evaluate their program to determine its success based on the risk once a program has been completed. If a program is considered too “risky” then a new and safer alternative to that program may need to be developed. When working with the public in any organization it is also best to error on the side of safety.

Applied Learning Reflection # 3

Thousands of organizations depend of volunteers to provide services and opportunities to clientele they serve and appropriate volunteer management is a necessity for success. With millions of people volunteering their time each year in the United States, volunteer managers have to be sure that each person fits well in the organization.  In order to determine whether a potential volunteer will be beneficial to an organization, proper screening techniques may be the most important step in the volunteer management process.

As a youth development professional, it is evident that volunteer managers have to be absolutely sure that a potential volunteer is the right person for the job. A potential volunteer will express interest in assisting with a specific program or organization, and it is the task of the volunteer manager to discover everything they can about the person and determine their effectiveness. Screening should come in the form of the following: personal interviews; job history checks; criminal background checks; and when working with youth a sex offender registry review. Here are some tips for developing volunteers.

Volunteer managers should not accept “just anybody” into their program without prior knowledge of the person’s abilities or history. As previously mentioned, a thorough review of the person should be completed before they are presented the opportunity to volunteer for an organization. The volunteer manager must find out why the person wants to work for the organization and an example of a screening technique can be found here. The potential volunteer will have an opportunity to market themselves to the volunteer manager. It is at the discretion of the volunteer manager to make the decision whether to move forward in the review process or to respectfully decline this person’s service. A thorough background check has to be completed and this includes work, volunteer, and criminal history. An organization cannot afford to have their reputation tarnished by someone who cannot be trusted to make appropriate decisions in favor of the organization.

In any organization that depends on volunteer services to achieve a goal or a mission, the person in charge of managing volunteers has to be diligent in searching for the right person. The volunteer manager should ensure that protocols are in place for determining the right fit for their organization. Refer to this for supporting literature. The steps that were mentioned previously will allow the volunteer manager to find the most qualified person for the job. When working with any clientele especially youth, the volunteer manager must pay attention to minute details as the organizations reputation depends on reliable leadership. Volunteers for youth programs should be subjected to strenuous screening processes to not only protect themselves but the youth that they serve. Child abuse, neglect, and sexual predators are becoming more common in today’s society and thorough screening processes will ensure that these people are disqualified from volunteer leader positions.

Applied Learning Reflections 2

The literature presented in Unit 2, discusses the importance of various developmental models for effective volunteer management. Each model presents a different element, but each have the common them and that is developing successful volunteers for a specific organization. Out of the various models discussed, the GEMS, SERVE, ISOTURE, and LOOP models can be affective towards volunteer management.

As a 4-H Agent, an important part of my job is working with and developing successful volunteer leaders to facilitate programs in the name of 4-H. Each person that volunteers for a 4-H program has something special to offer the youth that we serve and my program could not achieve success without them. These models provide insight and perspective in how to achieve goals and missions of programs through effective volunteer management. Though each model is different, each one presents similar ideas from; searching for volunteers, training, and management. Each of these are great references to building appropriate volunteer training resources.

Each volunteer that is involved in any program needs to feel that they are needed and also appreciated. This starts with effective training, providing necessary materials, and being an effective support system for each volunteer. Volunteer appreciation goes a long way in keeping volunteers interested, engaged, and happy in their roles within an organization. Volunteer management is a continuous process that cannot be neglected if an organization’s purpose is to remain effective. Keeping volunteers up to date on information and providing opportunities for them to grow and develop is crucial. Volunteers play an important role in the success of a program and it is the 4-H Agent’s (or Volunteer Manager’s) responsibility to properly manage these people as it is a direct reflection on them as a leader.

Implementing an effective volunteer management program is essential to the success of any program and can make or break a program. Volunteers not only provide programming, but provide insight, experience, and leadership. A program manager is responsible for seeking ways to engage a volunteer to appropriately serve the clientele in each of the previous areas. It is important that volunteer managers relate to the various models previously mentioned to ensure the success of their volunteers and programs. The literature presented in this unit has given me insight to all aspects of successful volunteer management. I will pay more attention to important details such as; promoting/recruiting, training, providing additional resources, and recognizing my volunteers for their service. Each of these components is important to the success of a program because every volunteer needs to know and understand that their service does not go unnoticed. It should also be clear that the volunteer manager sincerely appreciates the dedication and time they devote to the program.

Supporting resources:

http://www.joe.org/joe/2004april/a4.php

http://agrilifecdn.tamu.edu/od/files/2010/09/Developing-Leadership-Skills-in-Volunteers.pdf

http://pubs.aged.tamu.edu/jae/pdf/vol40/40-02-38.pdf