Leading Change

Both of this week’s readings center on the adoption of new strategies by human services organizations to address the needs of the populations served.

For this initial post:

· Discuss specific leadership strategies associated with positive implementation of changes described in both of this week’s readings.

· Offer advice to a human services leader charged with implementing a major change in the way services are delivered.

· Include recommendations at both the individual leader and collective organizational levels.

3 – Discussion

Career Path

What are the short-term and long-term implications (for you as a developing professional) of having a variety of leadership theories to draw from? Which theory resonates most for you? Explain why. Respond to at least two of your classmates’ posts.

4 – Discussion

Organizational Effectiveness

Review the articles by Gabel (2012) and Raney (2014), which are required readings for this week.

In your initial post, respond to the following questions:

· What is demoralization and why does Raney assert that clinical leaders should attend carefully to the morale of their clinical subordinates and colleagues?

· In what ways might Raney’s findings regarding the integration of mindfulness and adaptive leadership positively impact leaders interested in reducing demoralization in human services organizations?

5 – Discussion 1

What Employees Really Want

Review the article A Call for Leaders: What Employees Really Want (Links to an external site.) , which is a required reading for this week.

Then respond to the items below: Part 1 Have you ever tried to carry on a conversation when no one was listening?

· If so, describe the situation and the participants. What were you trying to say? Why did the others not listen? How did you know they were not listening?

· If you have not been in this type of situation, imagine the type of communication described, describe a fictional scenario, and address the questions above.

Part 2 Address the following items based your personal work experience, if possible. If not, cite or fictionalize an example.

· How well (or not so well) did your supervisor communicate with his/her direct subordinates?

· Provide examples of situations when your supervisor communicated well, resulting in positive outcomes.

· Provide examples of situations when your supervisor did not communicate well, and explain the problems and/or conflicts that arose within your department or organization as a result.

6 – Discussion

The Nonprofit Paradox

Piana (2010) suggests that nonprofits tend to recreate within their own organizational cultures the problems they are trying to solve in society.

1. What implications does this have for staff and overall organizational effectiveness?

2. As a leader, how would you first identify this issue?

3. What would you do to address it?

Required References

Bates Communication Inc. (2012). Are you running meetings or are meetings running you? Retrieved from  http://www.bates-communications.com/articles-and-newsletters/articles-and-newsletters/bid/59464/Are-You-Running-Meetings-Or-Are-Meetings-Running-You (Links to an external site.)

Bates Communication Inc. (2012). A call for leaders: What employees really want. Retrieved from  http://www.bates-communications.com/Portals/25382/docs/art-whatemployeeswant.pdf (Links to an external site.)

Bonner, G., & McLaughlin, S. (2014). Leadership support for ward managers in acute mental health inpatient settings. Nursing Management (2014+), 21(2), 26. http://dx.doi.org/10.7748/nm2014.

Changing Minds. (n.d.). Leadership theories. Retrieved from  http://changingminds.org/disciplines/leadership/theories/leadership_theories.htm (Links to an external site.)  (Read each theory – from “Great Man” to Transformational.)

Co-Intelligence Institute. (2003). Dialogue. Retrieved from  http://www.co-intelligence.org/P-dialogue.html (Links to an external site.)

Gabel, S. (2012). Demoralization in mental health organizations: Leadership and social support help. Psychiatric Quarterly, 83(4), 489-96. http://dx.doi.org/10.1007/s11126-012-9217-3

George, B. (2015). The power of mindful leadership. Huffington Post. Retrieved from  http://www.huffingtonpost.com/bill-george/the-power-of-mindful-lead_b_7878482.html (Links to an external site.)

Guerrero, E. G., Aarons, G. A., & Palinkas, L. A. (2014). Organizational capacity for service integration in community-based addiction health services. American Journal of Public Health, 104(4), e40-7. Retrieved from ProQuest database.

Harker, R., Pidgeon, A. M., Klaassen, F., & King, S. (2016). Exploring resilience and mindfulness as preventative factors for psychological distress burnout and secondary traumatic stress among human service professionals. Work, 54(3), 631

Piana, D. (2010). The nonprofit paradox. Stanford Social Innovation Review, 8(3), 23-24. Retrieved from ABI/INFORM Global. (Document ID: 2063614471).

Power, A. K. (2010). Transforming the nation’s health: Next steps in mental health promotion. American Journal of Public Health, 100(12), 2343-6.

Raney, A. F. (2014). Agility in adversity: Integrating mindfulness and principles of adaptive leadership in the administration of a community mental health center. Clinical Social Work Journal, 42(3), 312-320. http://dx.doi.org/10.1007/s10615-014-0487-0

Sand, T., Cangemi, J., & Ingram, J. (2011). Say again? What do associates really want at work? Organization Development Journal, 29(2), 101-107.

Wilson, J., Clarke, T., Lower, R., Ugochukwu, U., Maxwell, S., Hodgekins, J., Wheeler, K., Goff, A., Mack, R., Horne, R., & Fowler, D. (2017). Creating an innovative youth mental health service in the United Kingdom: The Norfolk Youth Service. Early Intervention in Psychiatry, 12(4), 740-746. https://doi.org/10.1111/eip.12452