3. The Relational Leadership Model

3. The Relational Leadership Model

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Relational Leadership

A relational and ethical process of people together attempting to accomplish positive change.

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Being Purposeful

The ability to collaborate and to find common ground with others to facilitate positive change.

Purposeful groups have a clear mission and reason for being that resonates with group members.

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Being Purposeful

Knowing Being DoingHow change occurs

Core elements of change

Role of mission or vision

Shared values

Common purpose

Hopeful

Committed

“Can do” attitude

Likes improvement

Commitment to social responsibility

Identifying goals

Envisioning

Meaning-making

Creative thinking

Involving others in vision-building process

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Being Inclusive

Understanding, valuing, and actively engaging diversity in views, approaches, styles, and aspects of individuality. Examine group practices that might block

inclusivity. Involve people from outside the group.

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Being Inclusive

Knowing Being Doing

Self and others

Citizenship

Frames and multiple realities

Open to difference

Values equity

Web-like thinking

Believes everyone can make a difference

Talent development

Listening skills

Building coalitions

Framing and reframing

Civil discourse

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Being Empowering

Empowerment has two dimensions: Self-empowerment: the sense of self that

claims a place in the process and expects to be involved.

Empowering environments: examining conditions in the group that promote the full involvement of participants.

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Bases of Power (French & Raven)

Reward The person can deliver positive consequences or remove negative consequences.

Coercive The person can deliver negative consequences or remove positive consequences.

Legitimate Group members believe the person ought to have power because of his or her position or responsibilities.

Reference Group members do what the person wants out of respect, liking, and wanting to be liked.

Expert Group members believe the person has a special knowledge or skill and is trustworthy.

Informational Group members believe the person has useful knowledge not available elsewhere.

Adapted from Johnson, D. W., & Johnson, F. P. (2006). Joining together: Group theory and group skills (9th ed). Boston, MA: Allyn & Bacon, p. 237.

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Being Empowering

Knowing Being DoingPower

How policies or procedures block or promote empowerment

Personal mastery

Control is not possible

Believes each has something to offer

Self-esteem

Concern for others’ growth

Values others’ contributions

Willing to share power

Gate-keeping skills

Sharing information

Individual and team learning

Encouraging or affirming others

Capacity building

Promoting self-leadership Practicing renewal

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Being Ethical

Leadership that is driven by values and standards and leadership that is good—moral—in nature. Group members operate from a sense of

shared standards and values. Values drive both group goals and the means

used to achieve them.

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Being Ethical

Knowing Being DoingHow values develop

How systems influence justice and care

Self and others’ values

Ethical decision-making models

Commitment to socially responsible behavior

Confronting behavior

Values integrity

Trustworthy

Authentic

Establishes sense of personal character

Responsible

Expects high standards

Puts benefit to others over self-gain

Being congruent

Being trusting

Being reliable

Having courage

Using moral imagination

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Being Process-Oriented

Being intentional and thoughtful about how the group goes about being a group, remaining a group, and accomplishing a group’s purposes.

Examples of “processes” Collaboration Reflection Feedback Handling conflict Making decisions Sharing the work Confronting each other Building community Making meaning of events

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Being Process-Oriented

Knowing Being DoingCommunity

Group process

Relational aspect of leadership

Process is as important as outcomes

Values process as well as outcomes

Quality effort

Develops systems perspective

Collaboration

Reflection

Meaning making

Challenge

Civil confrontation

Learning

Giving and receiving feedback