Description
This three-part module will orient participants to leadership frameworks, practices, and competencies that span the fields of business, non-profit 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.
Instructor
Dr. Peters started Human Systems (HS) in 2016 with the mission of empowering organizations with research-based tools and processes that prevent burnout, reduce turnover, and improve well-being. She creates all her tools and services based on the leadership model she developed and validated while completing her PhD at University of Maryland School of Social Work, personal and professional experience, and mindfulness research. Dr. Peters’s work is not only the first to assess organizational change on the individual, relational, and systems levels, but also one of the first to conceptualize leadership in a way that invites all employees to participate in positive change-making practices.
Since Dr. Peters started Human Systems, she has conducted close to 100 workshops with participants worldwide, and her website receives over 10,000 visitors a month, particularly for her research-based HS Emotion Wheels and Needs Wheels. Her tools are used in 22 countries and territories, and plans are underway to translate the Wheels in Spanish, Korean, and Hawaiian languages. Dr. Peters is currently in partnership with multiple consulting companies and beta-testers to launch her Mindful Leadership|Mindful Growth Model (ML|MG) and Assessment Series for organizations in the U.S., Canada, and India.
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-inenvironment” 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
Late Fees and Refunds
Fee & Registration:
Cost is $250 and includes CE credit. Registering after October 7, 2020 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
