{"id":15641,"date":"2017-12-07T09:43:41","date_gmt":"2017-12-07T17:43:41","guid":{"rendered":"http:\/\/blogs.georgefox.edu\/dminlgp\/?p=15641"},"modified":"2017-12-07T09:43:41","modified_gmt":"2017-12-07T17:43:41","slug":"leadership-research-pays-off","status":"publish","type":"post","link":"https:\/\/blogs.georgefox.edu\/dlgp\/leadership-research-pays-off\/","title":{"rendered":"Leadership research pays off"},"content":{"rendered":"

In an effort to elevate leadership to a higher intellectual plane, Nitin Nohria and Rakesh Khurana bring together the most important scholars from fields as diverse as psychology, sociology, economics, and history in an attempt to shape the academic discipline of leadership.[1]<\/a> The Handbook of Leadership Theory and Practice<\/em> is comprehensive and evidenced based \u2013 in that it compiles research and theories and sets the stage for the next generations\u2019 research agenda.[2]<\/a>\u00a0 The majority of reviews of the book were positive (including mine), but I did unearth some concern from the non-academic readers who found the material to be \u201ctoo academic\u201d and from consultant Robert Morris who questioned the styles of leadership highlighted:\u00a0 \u201cI’m not saying that questions such as these should not be asked…and answered\u2026I wondered what non-“scholars” also think about various issues. For example, those who head the leadership development programs for the military services (including the academies located at West Point, Annapolis, and Colorado Springs) and those who head the leadership development programs at major corporate universities (e.g. Accenture, ADP, KPMG, Motorola, and Ritz-Carlton).\u201d[3]<\/a>\u00a0 Morris makes a valid point \u2013 these institutions are experts in their leadership development.\u00a0 Have Nohria and Khurana made a grave error in omitting research and\/or input from them?\u00a0 Perhaps\u2026but I\u2019m of the mindset research is essential and I\u2019m curious if the above mentioned organizations have done due diligence to show assessment and outcomes of their leadership style.\u00a0 The days of anecdotal evidence should be over!\u00a0 Obviously, not everyone will agree on leadership experts, styles, or theories.\u00a0 I, however, am anxious to explore and implement some of the valuable material I gleaned.<\/p>\n

With education and training in social work, I organically navigate towards chapters six (Psychological Perspectives), seven (Clinical Approach), and eight (Classic Sociological Approaches).\u00a0 Surprisingly (because I see myself as more of a sociologist), I connected most with the Psychological perspective.\u00a0 Personally, I know the type of leader I prefer to have as a supervisor and the type of leader I aspire to be.\u00a0 \u201cMore than a means of getting ahead and gaining power, leadership must be understood as a serious professional and personal responsibility.\u201d[4]<\/a> In the social work profession we become experts in human behavior, assertive communication, empathy, and empowerment.\u00a0 These skills appear to align perfectly with the psychological perspective of leadership.\u00a0 Experts in the leadership field may argue, however, that social workers are too \u201csoft and kind\u201d and too \u201cquick to spend money on social issues.\u201d I want to refute that attitude and compare and contrast the psychological leadership perspective to the values of social work.<\/p>\n

According to the Psychological Perspective in The Handbook of Leadership Theory and Practice<\/em>, the following three elements drive leadership success:<\/p>\n

    \n
  1. Leaders as Astute Diagnosticians<\/u> – \u201cLeadership is a diagnostic activity requiring a person to ask, in each situation, \u201cWhat is the maximum and unique value that a leader could bring to this situation?\u201d This also includes the ability to self-regulate and skills of emotional intelligence (ability to assess social and emotional cues in a situation)[5]<\/a><\/li>\n
  2. Flexible and Self-Aware Behavioral Repertoire<\/u> – \u201cOnce a leader has accurately diagnosed a situation, she needs to have a broad and flexible behavioral repertoire to respond appropriately across a wide array of complex situations.\u201d This also includes adaptability and openness. \u201cOne way that leaders may become viewed as reliable by followers is by adhering consistently to their values\u201d[6]<\/a><\/li>\n
  3. Understanding the Leadership Paradox<\/u> – \u201cleaders need to embrace the paradox of leadership; that their success is unequivocally derived through others.\u201d[7]<\/a><\/li>\n<\/ol>\n

    One of the most impactful statements in this section is \u201cWe focus here on the importance of publicizing members\u2019 strengths with the group.\u201d[8]<\/a>\u00a0 This emphasis on strengths in the psychological perspective is a perfect segue to examining the core values of social work practice.\u00a0 The core values of the profession include: service,\u00a0social justice,\u00a0dignity and worth of a person, the importance of human relationships,\u00a0integrity and competence. Ethical social work practice requires the professional to utilize the \u201cstrengths perspective\u201d to empower and uplift others. There are additional similarities as well.<\/p>\n

    \u201cTraining in social work can be valuable for leaders of all kinds and in all fields because the core values of a social worker are often the same qualities that\u00a0make a good leader.\u201d[9]<\/a> What does leadership look like in our profession? According to Julie Goldberg, the following are some performance standards that distinguish strong, professional social work leaders:[10]<\/a><\/p>\n

      \n
    1. Understanding Organizations <\/u>\u2013 \u201cAs any social worker will tell you, at the very foundation of social work is the knowledge of how organizations work at their most basic levels. In order to make change within a system, you need to know how that system works. This means possessing institutional knowledge and understanding both professional and community organizations and resources, as well as having the interpersonal skills necessary to work with a variety of people.\u201d[11]<\/a> I like to connect this with the third element of Psychological Perspective of \u201cUnderstanding the Leadership Paradox.\u201d<\/li>\n
    2. Facilitating Communication<\/u> \u2013 \u201cTo be a good social work leader, you\u2019ve also got to be able to say what you mean \u2014 and vice versa.\u201d According to the website Social Justice Solutions, social workers are trained \u201cto assess the needs of systems and individuals and create an holistic approach to address these needs.\u201d This means strong communication skills are key, especially when you\u2019re constantly working with other people and maintaining relationships with trust and respect. Good social workers and good leaders use verbal and nonverbal communication skills to establish and maintain relationships of mutual respect, acceptance and trust. \u201cAt the same time, a good social work leader is sensitive to other people, showing respect to age, class, disability, ethnicity, family structure, gender, marital status, national origin, race, religion, sex and sexual orientation.\u201d This social work ethic correlates with the first element of the Psychological Perspective of being a \u201cdiagnostician\u201d. Recognizing forms and mechanisms of discrimination and knowing how to take appropriate measures to prevent or mitigate them are at the core of a social worker\u2019s mission. Essentially, a good social work leader possesses the cultural competence to work with people whose backgrounds may be different than their own.\u201d[12]<\/a><\/li>\n
    3. Championing Change<\/u> \u2013 \u201cSo once you\u2019ve got the foundation, what\u2019s next? For a social worker, the main goal is to continually improve the status quo.\u201d This specifically correlates to the second element of the Psychological Perspective of being \u201cflexible and self-aware.\u201d A dedication to social justice in all its forms means that fair leadership is vitally important to social workers. Through this leadership, social workers are able to provide one of the most important services of the profession – addressing unmet needs. From providing quality housing to organizing community support to ensuring that the needs of children are met, social workers become leaders by taking the initiative to make positive change. “Most important, a good social work leader possesses the moral courage to employ strategies that both empower clients and lead others to adopt the promotion of social justice.”[13]<\/a><\/li>\n<\/ol>\n

      \u201cSocial work leadership\u00a0has been defined as \u201cthe capacity to work creatively, constructively and effectively with individuals, families, groups, organizations and communities to promote social justice, catalyze social change, and address individual and social problems.\u201d The qualities that make an effective social worker \u2014 comprehensive organizational knowledge, excellent communication skills and unfaltering commitment to effecting positive change \u2014 are the same qualities that the best leaders in the world possess.\u201d[14]<\/a><\/p>\n

      The opportunity to read, analyze, and apply leadership theories, in a cultural context, is the most exciting and important role of the DMin. program. \u00a0Nitin Nohria and Rakesh Khurana have done an excellent job of compiling not just their thoughts \u2013 but the research and outcomes of many experts \u2013 related to leadership practice.\u00a0 I\u2019m excited to keep this text as a future resource and highly recommend its reading to all developing leaders.<\/p>\n

      [1]<\/a> https:\/\/www.leadershipnow.com\/leadershop\/9781422138793.html<\/p>\n

      [2]<\/a> https:\/\/searchworks.stanford.edu\/view\/8486713<\/p>\n

      [3]<\/a> https:\/\/www.amazon.com\/Handbook-Leadership-Theory-Practice-Nohria\/product-reviews\/1422138798\/ref=cm_cr_arp_d_paging_btm_next_2?ie=UTF8&reviewerType=all_reviews&pageNumber=2<\/p>\n

      [4]<\/a> https:\/\/searchworks.stanford.edu\/view\/8486713<\/p>\n

      [5]<\/a>\u00a0\u00a0\u00a0\u00a0\u00a0 Nohria, Nitin & Rakesh Khurana. Handbook of Leadership Theory and Practice. <\/em>(Harvard Business School Publishing Corporation, Boston). 2010<\/p>\n

      [6]<\/a> Nohria, Handbook of Leadership<\/em><\/p>\n

      [7]<\/a> Nohria, Handbook of Leadership<\/em><\/p>\n

      [8]<\/a> Nohria, Handbook of Leadership. <\/em>loc2042<\/p>\n

      [9]<\/a> https:\/\/socialworklicensemap.com\/why-the-best-social-workers-make-the-best-leaders\/<\/p>\n

      [10]<\/a> https:\/\/socialworklicensemap.com\/why-the-best-social-workers-make-the-best-leaders\/<\/p>\n

      [11]<\/a> https:\/\/socialworklicensemap.com\/why-the-best-social-workers-make-the-best-leaders\/<\/p>\n

      [12]<\/a> https:\/\/socialworklicensemap.com\/why-the-best-social-workers-make-the-best-leaders\/<\/p>\n

      [13]<\/a> https:\/\/socialworklicensemap.com\/why-the-best-social-workers-make-the-best-leaders\/<\/p>\n

      [14]<\/a> https:\/\/socialworklicensemap.com\/why-the-best-social-workers-make-the-best-leaders\/<\/p>\n","protected":false},"excerpt":{"rendered":"

      In an effort to elevate leadership to a higher intellectual plane, Nitin Nohria and Rakesh Khurana bring together the most important scholars from fields as diverse as psychology, sociology, economics, and history in an attempt to shape the academic discipline of leadership.[1] The Handbook of Leadership Theory and Practice is comprehensive and evidenced based \u2013 […]<\/p>\n","protected":false},"author":99,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[1],"tags":[414,195],"class_list":["post-15641","post","type-post","status-publish","format-standard","hentry","category-uncategorized","tag-khurana","tag-nohria","cohort-lgp8"],"acf":[],"_links":{"self":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/15641","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/users\/99"}],"replies":[{"embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/comments?post=15641"}],"version-history":[{"count":1,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/15641\/revisions"}],"predecessor-version":[{"id":15642,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/15641\/revisions\/15642"}],"wp:attachment":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/media?parent=15641"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/categories?post=15641"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/tags?post=15641"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}