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Multiday Session Course

F23-601 Understanding Your Leadership Style and Building Your Potential to Lead (2 Half Days)

Total Credits: 6 including 6 Category I CEs

600 Leadership and Management
S.Colby Peters, PhD, MSW
Course Levels:
6 hours

Schedule at a glance


This two-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. 


S.Colby Peters, PhD, MSW Related Seminars and Products

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.   

Agenda & Learning Objectives


Day 1 

1:15 – 2:00      Leadership theories 

2:00 – 2:45      Bolman & Deal’s Four Frames 

2:45 – 3:00      Break 

3:00 – 4:00      Reframing Group activity 

4:00 – 4:30      Q&A 

Day 2 

1:15 – 2:00     Teaming 

2:00 – 2:45     Teaming group exercise 

2:45 – 3:00     Break 

3:00 – 4:00     Systems thinking & leadership 

4:00 – 4:30    Q&A 



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.  

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     

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   

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.   

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.   

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.   

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 

Course Completion & CE Information

Category I 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 {6} Category I 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.

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

We welcome anyone interested in the topic!


Late Fees and Refunds

Fee & Registration:

Cost is $130 and includes CE credit. Registering after November 30, 2023 will incur an additional $20 late fee. Cancellations* must be received 24 hours in advance prior to the workshop to receive a refund or an account credit.

*ALL cancellations will be subjected to a $35.00 administration fee.

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.

Webinar Policies & FAQs

Click The Link to View The Webinar Policies & FAQs