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Who Am I?Dana Johnson, MSW

Social WorkerCommunity Organizer

Dedicated Public ServantHuman Services Leader

• Name• Agency

• Length of service in your current role• Provide an example of a time in your life

that you felt powerless

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LEARNING OBJECTIVES

Identify characteristics of effective leaders

Understand the use of power in effective leadership

Understand ethical leadership and the connection to the NASW Code of Ethics

NASW CODE OF ETHICS – POWER & EFFECTIVE LEADERSHIP CONSIDERATIONS

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1.3.01

Supervision and Consultation2.

3.07Administration3.

3.09Commitments to Employers4.

4.04Dishonesty,

Fraud, Deception

5.4.05

Impairment6.

4.08Acknowledging

Credit7.5.01

Integrity of the Profession8.

6.04Social and

Political Action9.

Respect

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ACTIVITY

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1MULTIDIMENSIONAL CONCRETE

POSSESSED BYALL

CAN BE DISTRIBUTED

FUNCTION OF

LEADERSHIP

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IS POWER NEGATIVE OR POSITIVE?

A

B

How is power positive?How is power negative?

Is power good?Is power bad?

Which is better – having power or using power? 4.05Impairment

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This Photo by Unknown Author is licensed under CC BY-NC-ND

17BASES OF POWER

RELATIONSHIPConnection through networks, coalitions, and influence inside or outside the organization

EXPERTISEExpert knowledge, talent, skills

LEGITIMATEPositionpower based on position, office, or title

COERCIVECharisma inspired but based on

fear or complicit following

REFERENTReferred or association to influence

based on personal traits

REWARDRewards given to others

INFORMATIONALInformation give and get that is

necessary for followers

3.09Commitments to

Employers4.

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ACTIVITY

Write about a time when you have felt or used each different type of power listed above. This will create awareness.

When you need to act or need to lead, recall one of those situations where you have felt or used power. This will put you into a mindset that can tackle anything.

4.04Dishonesty,

Fraud, Deception

5.

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19ROLE POWERImplicit and Explicit

COERCIVE

REWARD

LEGITIMATE

GROWS & DIMINISHES

ESSENTIAL & DETRIMENTAL

COMPLIMENTARY

Badges of Authority

3.01Supervision and

Consultation2.

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22RESOURCE & INFORMATION POWER

RWhat are the sources of resource power in your organization?

DA IOShould information be free?

What information in your organization is free?

What information in your organization costs?

What types of costs are associated with those who wish to obtain information?

How does information flow in your organization?

Do some have access to information that can influence decision making?

Does possessing information cause conflict with those dispossessing it?

4.08Acknowledging

Credit7.

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360 LEADERSHIP ASSESSMENT

ACTIVITY

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LEVEL 5 LEADERSHIP

STEP ONE: HIGHLY CAPABLE INDIVIDUAL

STEP THREE: COMPETENT MANAGER

STEP TWO: CONTRIBUTING TEAM MEMBER

STEP FOUR: EFFECTIVE LEADER

STEP FIVE: LEVEL 5 EXECUTIVE

Confront the Brutal Facts

A Culture of Discipline

Retain faith that you will prevail in the end, regardless

of the difficulties.

The Hedgehog Concept

Technology Accelerators

First Who…Then What

Flywheel & Doom Loop

From Good to Great to Built to Last

Hedgehogs create simplicity and rally others around its

ease and inevitability.

Hire self-disciplined people who do not need to be managed, and in turn give you the greatest

ideas through entrepreneurship.

Give people the technology they need to enhance their ability to fulfill their job

responsibilities.

It is a marathon, not a sprint.

Values and purpose driven for sustained and everlasting positive

change.

3.07Administration3.

27LEVERAGING POWER IN EFFECTIVE LEADERSHIP

01Make

relationships a priority

02Don’t

overplay your personal agenda

03Maximize your communication

network

04Be generous

with information

05Make the

most of your position

The most effective leaders are those that leverage power in positive, productive, and meaningful ways that empower others, share power and information, and embark on self-reflection.

5.01Integrity of the

Profession8.

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28LEVERAGING POWER IN EFFECTIVE LEADERSHIP

06Develop your

brand of charisma

07Be the expert on leadership,

not on everything

08Tailor your power to

reward others

9Reward with

words, punish with purpose

10Teach others

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PERSONAL ETHICAL COMPETENCIESFOUNDATIONAL CHARACTERISTICS

FUTURE ORIENTATION

ACTS WITH INTEGRITY

COMPASSIONATE

TOLERATES CONTRADICTION

TRUSTWORTHINESS

UNDERSTANDING OTHERS

COMMUNICATION

INTERDEPENDENCE

ECONOMIC CONSIDERATIONSRELATIONSHIPS WITH THE WORKFORCERELATIONSHIPS WITH CONTRACTORS

SOCIAL ETHICAL COMPETENCIESEMPATHY

GLOBAL ETHICAL COMPETENCIES

SOCIAL SKILLS

CONNECTIONS

FUTURE ORIENTATION

ETHICAL LEADERSHIP COMPETENCIESRELATIONSHIP TO SELF

RELATIONSHIP TO OTHERS

RELATIONSHIP TO THE WHOLE

ETHICAL ORGANIZATION

6.04Social and Political

Action9.

5.01Integrity of the

Profession8.

2.011.

Respect

Ethical Leadership Scale

6.04Social and

Political Action9.

5.01Integrity of the

Profession8.

2.01

1. Respect

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This Photo by Unknown Author is licensed under CC BY-SA

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1How does the use of power impact your core value?

Does your role power ever conflict with your core value - - if so/not, why?

How will you utilize Informational Power to improve your overall leadership within your organization?

Which leadership competencies impact your ability to share power?

Which leadership competencies are you planning to improve and what is the next step you will take to be successful?

How will you build trust using empathy, authenticity, your authentic self within ‘role power’?

What do you see as the number 1 area of improvement you can make in building trust, and which Base of Power will help you achieve it? – Will you need to give up power to achieve it?

Which Ethical Competence Scale do you feel you and your organization needs the most improvement and what do you need/what will you do to make this a priority?

How does power shape the ethical competence and characteristics you express to others, versus those that are hidden and unspoken?

How can you enhance your ethical characteristics so that others can feel they are Always in Place?

How will you amplify power to be an effective, transformational leader?

How will you reduce power to be an effective, transformational leader?

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