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Multiday Webinar

F21-602 Understanding Your Leadership Style and Building Your Potential to Lead


Total Credits: 12 including 9 Category I CE, 3 Category II

Category:
600 Leadership and Management |  800 Online
Course Levels:
Intermediate
Duration:
12 hours
Original Program Date :
Dec 02, 2021
Target Audience:
Social Workers, LCPCs and Psychologists

Dates


Description

This two-day module will expose participants to leadership frameworks, practices, and competencies that span the fields of business, nonprofit management, and community practice. Using nationally recognized assessment tools and problem-based learning exercises, participants will emerge with a clearer understanding of their personal leadership style, assets, and blind spots and expand their potential to effectively build, manage, and lead teams. Completion of leadership assessments are required prior to the Thursday session meeting (counts as half-day on Thursday morning)

 

Agenda & Learning Objectives

AGENDA

Day One:

9:30 am - 10:00 am
Registration/Log On
10:00 am - 11:20 am

Lecture:

  • Leadership Theories
11:20 am - 11:30 am Break
11:30 am - 1:00 pm

Lecture (Continued)

  • Case Write Up
1:00 pm - 2:00 pm
Break
2:00 pm - 3:30 pm

Lecture (Continued)

  • Moon Landing Group Activity
  • Teaming
3:30 pm - 3:40 pm
Break
3:40 pm - 5:30 pm

Lecture (Continued)

  • DiSC Assessments
  • Questions & Answers
5:30 pm Adjournment

 

Day Two:

9:30 am - 10:00 am
Registration/ Log On
10:00 am - 11:20 am

Lecture:

  • Bolman & Deal's Four Frames
  • Human Systems Leadership Principles
11:20 am - 11:30 am
Break
11:30 am - 1:00 pm

Lecture (Continued)

  • Systematic Leadership Group Activity
  • Circles of Influence Method
1:00 pm - 2:00 pm
Break
2:00 pm - 3:30 pm

Lecture (Continued)

  • Conflict Management
  • Case Analysis
3:30 pm - 3:40 pm
Break
3:40 pm - 5:30 pm

Lecture (Continued)

  • Leadership Definition and Development Plan
  • Questions & Answers
5:30 pm Adjournment

 

LEARNING OBJECTIVES:

Upon the completion of this workshop, participants will be able to:

  • Restate popular leadership theories that have applications in human services
  • Demonstrate theoretical and practical understanding of teaming principles and applications to leadership
  • Demonstrate theoretical and practical understanding of Bolman and Deal’s Four Frames and applications to leadership
  • Give examples of systems thinking and systemic leadership and begin to apply concepts to their organization and leadership behaviors
  • Explore how to approach conflict management as a leader

Bibliography & References

BIBLIOGRAPHY & REFERENCES

  • Bass, B. M., & Riggio, R. E. (2006). Transformational leadership. Psychology press. 
  • Blome, W. W., & Steib, S. D. (2014). The organizational structure of child welfare: Staff are working hard, but it is hardly working. Children and Youth Services Review, 44, 181– 188. doi:10.1016/j.childyouth.2014.06.018 
  • Bodtker, A.M. & Jameson, J.K. (2001). Emotion in conflict formation and its transformation: Application to organizational conflict management. 
  • Bolman, L.G. and Deal, T.E. (2017). Reframing organizations: Artistry, choice, and leadership, 6th Ed., Josey-Bass: Hoboken, NJ.
  • Booker, R. (2012). Leadership in children’s services. Children & Society, 26, 394–405. doi:10.1111/j.1099-0860.2011.00355.x 
  • Brimhall, K. L., & Lizano, E. L. (2014). The mediating role of inclusion: A longitudinal study of the effects of leader–member exchange and diversity climate on job satisfaction and intention to leave among child welfare workers. Children and Youth Services Review, 40, 79–88. doi:10.1016/j.childyouth.2014.03.003 
  • Choi, Y. (2013). The influence of conflict management culture on job satisfaction. Social Behavior and Responsibility, 41(4), 687-692.
  • Deutsch M. 1973. The Resolution of Conflict. New Haven, CT: Yale Univ. Press
  • Enact Lifelong Learning Programme. Learning material on interpersonal conflict: Rahim’s model. Retrieved from http://www.mondodigitale.org/files/Rahim-interpersonal-conflict.pdf
  • Dickinson, N. S. (2014). Child welfare leadership development to enhance outcomes for children, youth and families. Human Service Organizations: Management, Leadership & Governance, 38, 121–124.
  • Foster, A. (2013). The challenge of leadership in front line clinical teams struggling to meet current policy demands. Journal of Social Work Practice, 27, 119–131. doi:10.1080/02 650533.2013.798147
  • Gray, I., Parker, J., Rutter, L., & Williams, S. (2010). Developing communities of practice. Social Work and Social Sciences Review, 14, 20–36. 
  • Greenleaf, R. K. (2002). Servant leadership: A journey into the nature of legitimate power and greatness. Paulist Press. 
  • Gronn, P. (2002). Distributed leadership as a unit of analysis. The leadership quarterly, 13(4), 423-451.
  • Hackman, J. R., & Hackman, R. J. (2002). Leading teams: Setting the stage for great performances. Harvard Business Press. 
  • Heraud, B.J. (2014). Sociology and Social Work: Perspectives and Problems. Jean P. Nursten (Ed.). Oxford: Pergamon Press.
  • Ingram, R. (2013). Emotions, social work practice, and supervision: An uneasy alliance? Journal of Social Work Practice, 27, 5–19. doi:10.1080/02650533.2012.745842
  • Knee, R. T., & Folsom, J. (2012). Bridging the crevasse between direct practice social work and management by increasing the transferability of core skills. Administration in Social Work, 36, 390–408. doi:10.1080/03643107.2011.604402
  • Lawler, J., & Bilson, A. (2013). Social work management and leadership: Managing complexity with creativity. New York, NY: Routledge. 
  • Lazzari, M. M., Colarossi, L., & Collins, K. S. (2009). Feminists in social work: Where have all the leaders gone? Affilia, 24, 348–359. doi:10.1177/0886109909343552 
  • Luthans, F., & Avolio, B. J. (2003). Authentic leadership development. Positive organizational scholarship, 241, 258. 
  • Mehl-Madrona, L., Mainguy, B. (2014). Introducing healing circles and talking circles into primary care. The Permanente Journal, 18, 4-9.
  • Peters, S.C. (2015). Validation of a set of principles for social work leadership (Doctoral Thesis).
  • Peters, S.C. (2017a). Social Work Leadership: An Analysis of Historical and Contemporary Challenges. Human Service Organizations: Management, Leadership & Governance. DOI: 10.1080/23303131.2017.1302375
  • Peters, S.C. (2017b). Defining Social Work Leadership: A Theoretical and Conceptual Review and Analysis. Journal of Social Work Practice DOI: 10.1080/02650533.2017.1300877.
  • Peters, S.C. and Hodorowicz, M. (2018). Conceptualizing social work leadership with a focus group of social workers. Unpublished manuscript.
  • Peters, S.C. and Hopkins, K. (2018). Validation of a measure of social work leadership. Unpublished manuscript.
  • Price, M. (2018). Change through curiosity in the insight approach to conflict. Revista de Mediacion, 11, 1 (7 pages). 
  • Rahim, M. A. (2011). Managing conflict in organizations. Third Edition. Transaction Publishers. 
  • Ruch, G. (2012). Where have all the feelings gone? Developing reflective and relationship-based management in child-care social work. British Journal of Social Work, 42, 1315– 1332. doi:10.1093/bjsw/bcr134
  • Spitzer, W., Silverman, E., & Allen, K. (2015). From organizational awareness to organizational competency in health care social work: The importance of formulating a “profession-in environment” fit. Social Work in Health Care, 54, 193–211. doi:10.1080/00981389.2014.990131
  • Straw, C. Team or organizational commitment? Mediate.com. April 2018. Retrieved from https://www.mediate.com/articles/strawcbl20180420.cfm Tjosvold, D., Wong, A.S.H., and Chen, N.Y.F (2014). Constructively managing conflict in organizations. Annual Review of Organizational Psychology and Organizational Behavior, 1:545-568.
  • Tony, D.E. and Hayes, L.J. (2017). A behavioral analysis of apologies, forgiveness, and interpersonal conflict. Behavior and Social Issues, 26, 128 – 155. Webster, M. (2012). Complexity approach to frontline social work management. Social Work and Social Sciences Review, 14, 27–46. 
  • Yliruka, L., & Karvinen-Niinikoski, S. (2013). How can we enhance productivity in social work? Dynamically reflective structures, dialogic leadership and the development of transformative expertise. Journal of Social Work Practice, 27, 191–206. doi:10.1080/0 2650533.2013.798157

Live Interactive Webinar Platforms

 

LIVE INTERACTIVE WEBINAR PLATFORMS

 

The Office of Continuing Professional Education hosts Live Interactive Webinars through two platforms: Zoom and WebEx.

Both platforms offer high quality and user-friendly webinar platforms for our registrants.

 

System Requirements:

  • Operating Systems: Windows XP or higher; MacOS 9 or higher; Android 4.0 or higher.
  • Internet Browser: Google Chrome; Firefox 10.0 or higher.

Our system is not compatible with the Safari web browser.

  • Broadband Internet Connection: Cable, High-speed DSL and any other medium that is internet accessible.

**Please have your device charging at all times to ensure that your device does not lose power during the webinar.

 

Course Interaction Requirements:

To participate in Live Interactive Webinars, you MUST have a device that allows you to view the presentation on screen and hear the instructor at all times. We do not allow participants to call-in from their phones or mobile devices and solely listen to the presentation. Participation in Live Interactive Webinars is mandatory.

Late Fees and Refunds

Fee & Registration:

Cost is $250 and includes CE credit. Registering after November 18, 2021 will incur an additional $20 late fee. *Cancellations must be received 24 hours in advance prior to the live interactive webinar to receive a refund or a credit letter.

 

*All cancellations will be subjected to a $35.00 administration fee

Course Completion & CE Information

Category I and Category II Maryland BSWE Requirement

The Office of Continuing Professional Education at the University Of Maryland School Of Social Work is authorized by the Board of Social Work Examiners in Maryland to sponsor social work continuing education programs. This workshop qualifies for 9 Category I  and 3 Catetgory II Continuing Education Units. The Office of Continuing Professional Education is also authorized by the Maryland Board of Psychologists and the Maryland Board of Professional Counselors to sponsor Category A continuing professional education.

 

ASWB Approved

Course completion requirements: To earn CE credit, social workers must log in at the scheduled time, attend the entire course, and complete the online course evaluation located in your account. After the online course evaluation is completed, you are then able to download your certificate. Partial Credit will not be given for participants who arrive late or leave early.

 

Unversity of Maryland School of Social Work, Office of Continuing Professional Education, provider #1611, is approved to offer social work continuing education by the Association of Social Work Boards (ASWB) Approved Continuing Education (ACE) program. Organizations, not individual courses, are approved as ACE providers. State and provincial regulatory boards have the final authority to determine whether an individual course may be accepted for continuing education credit. UMSSW Office of CPE maintains responsibility for this course. ACE provider approval period: 02/11/2021 to 02/11/2024. Social workers participating in this course receive 9 Category I  and 3 Catetgory II continuing education credits.

 

Please refer to the tab "Live Interactive Webinar Policies & FAQs" for UMSSW Office of CPE policies regarding all live interactive webinar related matters.

Target Audience

Social Workers, LCPCs, and Psychologists

Webinar Policies & FAQs

Click The Link to View The Webinar Policies & FAQs

https://umbsswcpe.ce21.com/Page/live-interactive-webinar-procedures-policies-4129

 

 

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