Transcript LEADERSHIP – CHAP. 3 Jessica Kay Caldwell College http://www.youtube.com/watch?v=Z7O8s6NgAck&lis t=PLGDUqZHPyKrkS-_svRUyaSF_EhWErzslK • Introduction OVERVIEW • Leadership behaviors • Visual leadership • Invisible leadership • Questions/Comments.

LEADERSHIP – CHAP. 3
Jessica Kay
Caldwell College
http://www.youtube.com/watch?v=Z7O8s6NgAck&lis
t=PLGDUqZHPyKrkS-_svRUyaSF_EhWErzslK
• Introduction
OVERVIEW
• Leadership behaviors
• Visual leadership
• Invisible leadership
• Questions/Comments
SOURCES
• Bailey, J., & Burch, M. (2010). 25 essential
skills and strategies for the professional
behavior analyst. New York, NY:
Routledge.
“The single most important leadership function is
to create focus for the group’s behavior”
WHAT MAKES A GOOD LEADER?
• Intelligent
• Confident
• Enthusiastic
• Not afraid to take risks
• Good social skills
• Lead by example
• Ability to overcome
obstacles
• Ability to empower
• Emotionally stable
• Instill trust
• See the “big picture”
Bailey & Burch, 2010
WHAT MAKES A GOOD LEADER?
• Effective leadership skills must translate to
observable behaviors
HOW TO GET STARTED
• Observe current leaders in your organization
• Demonstrate that you are a leader
• Volunteer for a project with a short
deadline
• Lets you size up colleagues to determine
how to best use their skills
Bailey & Burch, 2010
HOW TO GET STARTED
• Sharpen your skill at motivating people
• Cant TELL them what to do
• Motivate through antecedent control and
reinforcement!!
Bailey & Burch, 2010
ANTECEDENT CONTROL
• A “vision”
• The ability to describe a task in a way that people “buy
in” to the outcome
• Provide a task analysis
• Visible enthusiasm
• REINFORCEMENT, REINFORCEMENT,
REINFORCEMENT!!!
Bailey & Burch, 2010
INTEGRITY
• Commitment to a set a goals that is unwavering in the
face of pressure
• Code of ethics
• Coach as Leader
• Guiding instead of using authority
Bailey & Burch, 2010
VISIBLE LEADERSHIP: MEETINGS
• As an employee, this is a good time to observe
• Practice business etiquette, show assertiveness, and
demonstrate leadership
• TIMING  show up 10 minutes early
• SEATING  close enough to make eye contact, but not
too close
• SOCIAL SKILLS  acknowledge people, introduce
yourself, exchange business cards
Bailey & Burch, 2010
VISIBLE LEADERSHIP: MEETINGS
• Observe leadership skills
• Small talk?
• Is there an agenda?
• Time limit set?
• Someone taking meeting minutes?
Bailey & Burch, 2010
VISIBLE LEADERSHIP: MEETINGS
• Managing people -->
responsibility of the leader
• Leaders are clear in their
objectives about the meeting and
meeting behaviors
Bailey & Burch, 2010
LEADERSHIP 101
• Participate effectively in a meeting
• Take notes and look for opportunities
• Volunteer on small tasks
• Appear on board
• Selfless in your approach
• Reinforce the ideas of your colleagues and
contributions  subtle is better
Bailey & Burch, 2010
LEADERSHIP 101
• Be ready to talk about tasks that are relevant to you
• Acknowledge others
• If you are expected to talk don’t go over your allotted
time
• End of meeting, confirm briefly with people that you will
be working with
• Compliment the leader  BROWNIE POINTS
RUNNING A MEETING
• Send out agenda 24 hours in advance
• Allocate time to each item appropriately
• Don’t put too much on the agenda
GETTING OTHERS TO PARTICIPATE
• Motivate people to participate 
shaping
• Reinforce suggestions that
colleagues make while also making
constructive comments
GETTING OTHERS NOT TO
PARTICIPATE…
• “What’s wrong here? Don’t any of you have any
suggestions?”
• Asking the person who made the suggestion to follow
through
• Punishes behavior of making suggestions
DELEGATING
• Key skill  easier said than done?
• Engage others as partners  their own leadership
positions
• Establish a history of publicly recognizing people
LEADERSHIP FOR BEHAVIOR ANALYSTS
• Many behavior analysts work up the ladder quickly
• working with families, teachers, and nonbehavioral professionals
• Working on committees or review boards, starting your own
company
• It is likely for a behavior analyst to step into various leadership
roles quite rapidly
INVISIBLE LEADERSHIP
• Using behavioral strategies is useless if the vision is
flawed
• Ability to think creatively or outside the box
• Reading the newspaper, magazines, journal articles
SUMMARY
• Leadership skills include running meetings, delegating
and giving feedback to others, using social skills, and
motivating others to participate
• Development of leadership starts with small steps
• Over time leaders develop the ability to engage in
creative, big-picture thinking
REFERENCES
• Bailey, J., & Burch, M. (2010). 25 essential skills
and strategies for the professional behavior
analyst. New York, NY: Routledge.