Strengths-Based Leadership Strategies|Quick homework help

Posted: February 9th, 2023

5340- U5 D1 Strengths-Based Leadership Strategies

Strengths-Based Leadership Strategies

In most organizations and programs today, leaders are acutely aware of the limitations that political, bureaucratic, organizational, and training challenges place on effective service delivery and effective interagency collaboration.

Based on the reading about a strengths-based focus for leadership and supervision, in your initial post, examine how you would leverage strengths in building a coalition to pursue important community objectives. Describe how you have used a strengths-based approach or have observed the use of a strengths-based approach in a project within your organization or community.

NOTE: Minimum of 350 words and 1 scholarly journal

4Leadership

INTRODUCTION

Being a leader in a nonprofit organization is challenging. You must acquire a host of skills and use them well to be successful. There are few “right” answers, and conditions change constantly, bringing new opportunities and issues each day (Hopkins & Hyde, 2002). Part of the genius of successful nonprofit leaders lays in knowing which skills are called for in which situations. Rewards most often come from doing your best to fulfill your organization’s mis- sion, not from the pay and benefits, which are often considerably less than comparable work in the for-profit world. This chapter provides guidance for nonprofit leaders to be more suc- cessful in their jobs by discussing what leadership is, what it is used for in a nonprofit setting, what skills nonprofit leaders should possess, and other topics.

WHAT IS LEADERSHIP?

The term leadership is bandied about so frequently that it is easy to think that strong agree- ment exists in what it means. Shelves at libraries are filled with books on the subject, some written by business leaders, some by officers in the military, and others by elected officials. Leadership is usually seen as a generic skill—that is, leadership is leadership, whether in the commercial sector, military, or government arenas. Most of this material is not academically rigorous—in fact, it is little more than entertaining storytelling, with a few kernels of wisdom amidst the large amount of chaff that readers have to sift through. Still, leadership is important, and learning more about it is good for organizations and society. Poertner (2006) shows that client outcomes vary in connection with the leadership ability of agency manag- ers. Warren Bennis (2009), a respected business leadership guru, indicates that leaders shape the effectiveness of organizations, provide inspiration and restore hope, and are able to recognize problems, yet rise above the current context of society (and their organizations) to see a better tomorrow.

A classic definition of leadership was given by renowned organizational theorist Richard Cyert (1990): “Leadership is the ability to get participants in an organization to focus their attention on the problems that the leader considers significant” (p. 29). In a similar vein, Shenkman (2007) argues, “The leader’s real work is to create followers” (p. 13).

In nonprofits, however, the aim of leadership is not merely to create followers, but rather to create followers to accomplish something useful, such as quality services for clients. The centrality of values in the nonprofit sector is widely recognized and supported (Rothschild & Milofsky, 2006). Thus, being a leader in the nonprofit sector requires a personal commitment to the core values inherent in the nonprofit sector and the particular nonprofit organization in which you work.

Watson, Larry D. (Dan), and Richard A. Hoefer. Developing Nonprofit and Human Service Leaders : Essential Knowledge and Skills, SAGE Publications, Incorporated, 2013. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/capella/detail.action?docID=1921122. Created from capella on 2023-02-08 17:43:10.

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38 LEADERSHIP AND COMMUNICATIONS

Leadership in a nonprofit often requires working closely with staff members, funders, and other stakeholders. A successful executive values their input for the additional insights they have and the opportunities they offer to come to better decisions. In addition, people who are involved in workplace discussions are more likely to go along with the final decision, even if it wasn’t their preferred option. While made in a different context, President Dwight D. Eisenhower’s observation is apt: “Leadership is the art of getting someone else to do some- thing you want done because he wants to do it” (quoted in Hughes, Ginnet, & Curphy, 2006, p. 405). Leadership in nonprofits is not about commanding but rather influencing others.

In this book, we do not make clear distinctions between the terms leaders, administrators, and managers, although there are differences in meanings described in the literature. Foremost among the differences discussed is the sense that leaders chart the overall direc- tion of organizations, administrators lay out the plans for moving forward, and managers get the front-line workers to implement the plans. Naturally, there is less difference in practice as a person who is a manager at one level may be seen as a leader at a different level. We believe that the roles are interdependent and often interchangeable, depending on the exact situation. We also believe that putting too much emphasis on “leadership” compared to “administration” or “management” discourages people from taking on appro- priate activities that may be outside of their job description.

SOLUTION

A strengths-based approach to leadership and supervision focuses on identifying, utilizing, and developing the strengths and talents of individuals within a team or organization. This approach can be particularly useful in building a coalition to pursue important community objectives.

To leverage strengths in building a coalition, it’s important to first assess the strengths and abilities of the individuals involved. This can be done through one-on-one discussions, surveys, or team-building exercises. This information can then be used to identify areas where individuals can contribute their skills and expertise to the coalition.

Once the strengths of the individuals have been identified, leaders can use this information to create a coalition that is structured around those strengths. For example, if one individual is strong in communication, they can be designated as the primary spokesperson for the coalition. If another individual has strong organizational skills, they can be responsible for coordinating the coalition’s efforts.