ICTS FFASt Workshop Team Science Collaboration Planning DR

ICTS FFASt Workshop: Team Science Collaboration Planning DR. MARITZA SALAZAR CAMPO PROGRAM DIRECTOR CTSI

What makes an excellent leader in scientific research? What are the behaviors they used that made them the best? ◦ Discuss in your Groups ◦ Identify common themes ◦ Record and Report out top 3 -5 themes

Defining Leadership is the process of influencing others to understand agree about what needs to be done and how it can be done effectively. Gary Yukl

Leadership Concepts Leader: An individual within a group or an organization who wields the most influence over others. Leadership: the process of influencing people and providing an environment for them to achieve team or organizational objectives. Not limited to a formal role.

What Makes a Good Leader? LEADER EFFECTIVENESS • The study of what makes a leader good or effective LEADER EMERGENCE ◦ The study of who will emerge as a leader and why The two are not always the same thing: • Can get a leader who is completely ineffective • Good workers don’t always make good bosses

Vision-based Leadership EFFECTIVE VISION STATEMENT Brevity Clarity Abstractness & Stability Challenge Future orientation Desirability or ability to inspire ID of products, markets, & strategy Differentiates SPACE X: https: //www. youtube. com/watch? v=a. GISg. OB 6 n 0&feature=youtu. be Evaluate vision statements

Vision-based Leadership EFFECTIVE VISION STATEMENT Effective vision statement Mediating processes Vision outcomes MEDIATING PROCESSES Goal alignment Brevity Follower self-confidence Clarity Shared meaning Abstractness & Stability Perceived job characteristics Challenge Future orientation Desirability or ability to inspire ID of products, markets, & strategy Differentiate org Vision outcomes Performance Org change Follower commitment Follower satisfaction Locke ch 20

Values-Based Leadership Vision = general goal AND Values = means to achieve it State desired values Model desired values Integrate values into org systems Ability, Benevolence, & Integrity trustworthiness Locke ch 20, 21

Leadership • Involves non-coercive influence • Is goal directed • Requires followers

Leaders and Managers Leaders primarily are responsible for establishing an organizational mission, whereas managers primarily are responsible for implementing that mission through others. The intermediate steps – formulating a strategy for the mission and increasing people’s commitment toward it – tend to be performed by either leaders or managers. It is these overlapping functions that make the distinction between leaders and managers blurred in actual practice.

Grace Brewster Murray Hopper (aka ‘amazing grace’; December 9, 1906 – January 1, 1992) was an American computer scientist and United States Navy Rear Admiral. She is also responsible for developing the first ever compiler used for computer programming language. Apart from being the brains behind COBOL which is one of the first few modern programming languages.

The Leadership Challenge Model Kouzes & Posner, 2012 Model the Way 1. Clarify values by finding your voice and affirming shared values. 2. Set the example by aligning actions with shared values. Inspire a Shared Vision 3. Envision the future by imagining exciting and ennobling possibilities. 4. Enlist others in a common vision by appealing to shared aspirations. Challenge the Process 5. Search for opportunities by seizing the initiative and looking outward for innovative ways to improve. 6. Experiment and take risks by constantly generating small wins and learning from experience.

The Leadership Challenge Model Kouzes & Posner, 2012 (cont. ) Enable Others to Act 7. Foster collaboration by building trust and facilitating relationships. 8. Strengthen others by increasing self-determination and developing competence. Encourage the Heart 9. Recognize contributions by showing appreciation for individual excellence. 10. Celebrate the values and victories by creating a spirit of community.

Enable Others to Act Foster collaboration by building trust and facilitating relationships. Strengthen others by increasing self-determination and developing competence. THE LEADERSHIP CHALLENGE® WORKSHOP, FOURTH EDITION. COPYRIGHT © 2010 BY JAMES M. KOUZES AND BARRY Z. POSNER. ALL RIGHTS RESERVED. DISCOVER MORE AT WWW. LEADERSHIPCHALLENGE. COM.

The Five Practices of Exemplary Leadership Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart THE LEADERSHIP CHALLENGE® WORKSHOP, FOURTH EDITION. COPYRIGHT © 2010 BY JAMES M. KOUZES AND BARRY Z. POSNER. ALL RIGHTS RESERVED. DISCOVER MORE AT WWW. LEADERSHIPCHALLENGE. COM.

Foster Collaboration Build Trust ◦ ◦ Without trust you can not lead people Facilitate getting extraordinary things done through others Create a climate of trust and communicate often, " I Trust You" Promote a sense of mutual team dependency which equal collective purpose Facilitate Relationships ◦ ◦ Share information and knowledge freely Acknowledge that you understand their needs and interests Be open to their influence, make wise use of their abilities and expertise Demonstrate that you trust them before you ask them to trust you

Strengthen Others Turning Individuals into Leaders ◦ ◦ ◦ Capable of acting on their own initiative Extend power and responsibility as they respond successfully Make it possible for associates to exercise choice and discretion Allow for design options and alternative ways to approaching their work Foster accountability and responsibility that compel action Driving Skill Development ◦ Assess competence, as well as the confidence to act and to excel ◦ Ensure access to critical data, information to understand how the organization operates, get results with high quality ◦ Invest in your people's continuing competence, coach for practical application of skills in the workplace, stretch and support achieving extraordinary outcomes ◦ Use questions to help people think on their own ◦ Coach people on how to be their best

Compassionate Leadership fosters a professional, diverse, and safe organizational culture. • Perspective taking • Active listening • Conflict management • Supportive mentorship

Enabling Others to Act Powerful Times ◦ Think of a time when someone made you feel powerful at work. Describe specifically what the person said or did that made you feel this way. Powerless Times ◦ Think of a time when someone made you feel powerless at work. What specifically did the person say or do to you!

TRAINING GOALS 1) Create an inclusive culture where everyone can thrive and fully contribute to mission effectiveness through “compassionate leadership. ”

Use your orientation meeting to lower sense of threat Transparency of expectations, processes and criteria Consistency of treatment Commitment of support Welcoming introduction

Where do Implicit Associations Come From? Two residents wade through chest deep flood water after finding bread and soda from a local grocery store. (AFP/Getty Images/Chris Graythen) A young man walks through chest deep flood water after looting a local grocery store. (AP/Dave Martin)

NEGATIVE IMPLICIT Associations SUBCONSCIOUSLY GENERATE NEGATIVE EVALUATIONS OF PEOPLE FROM THAT GROUP. TURNS AN IMPLICIT ASSOCIATION INTO AN IMPLICIT BIAS

Interview Invitation Rates for Job Candidates with Identical Resumes Bertrand & Mullainathan, 2004

Perceived Competence of Ideas in a Research Group with Same CV Uhlmann & Cohen, 2005

Reducing Implicit Biases Positive contact with people from groups about which you have negative implicit associations. TRY TO UNDERSTAND THEIR PERSPECTIVE!

IMPLICIT BIASES: GENERALLY POSITIVE OR NEGATIVE ASSOCIATIONS WITH DIFFERENT GROUPS. STEREOTYPES: SPECIFIC BEHAVIORAL EXPECTATIONS OF PEOPLE FROM DIFFERENT GROUPS.

STEREOTYPES: Specific behavioral expectations of people from different groups. BABY BOOMER GENERATION Conservative; Ambitious; Hard-working, etc. MILLENNIAL GENERATION Entitled; Idealistic; Mobile; Tech-Savvy, etc. Descriptive: ◦ What we expect people from a group to be like. Prescriptive ◦ What we think people from a group should be like. 29

Negative Stereotyped Expectations Produce Distinctive Work Obstacles Negative Stereotypes Obstacles Men are unemotional. Limits ability to garner rapport with clinical samples. African Americans are not intelligent. Less likely to be encouraged and mentored to aim for promotions. Women are too warm. Skepticism about intellectual capabilities in demanding research contexts.

DOUBLE-BIND Stereotypeconsistent behaviors don’t fit profession requirements. Leads to skepticism and scrutiny. Professionally necessary, stereotypeinconsistent behaviors generate backlash. Leads to undervaluation, exclusion and lack of trust. Heilman, 1983; Rudman & Glick, 2001

WE ALL HAVE IMPLICIT BIASES AND STEREOTYPES ABOUT DIFFERENT GROUPS. WE ALL NEED TO BE VIGILANT ABOUT HOW THOSE AFFECT OUR INTERACTIONS AND EVALUATIONS OF PEOPLE.

Active Listening Close your mouth and open your ears. Morepies Minimal Encouragers Open-ended Questions Reflecting Emotion Labeling Paraphrasing Use “I” Language Effective Pauses Summarize FBI hostage negotiations manual

Active Listening Exercise • Pair up with person next to you. Minimal Encouragers • Start with person on the RIGHT side as Open-ended Questions the talker: ◦ Share a situation that you experienced or Reflecting observed of someone in the department Emotion Labeling being disrespected, undervalued, Paraphrasing excluded, treated differently, harassed, Use “I” Language etc. • Person on LEFT, practice active listening. • When I say so, switch roles. Effective Pauses Summarize

COMPASSIONATE LEADERSHIP SKILLS Create an environment where every member knows they will be accepted and supported for who they are. BE AN ALLY.

Culture is the set of values and behavioral norms that define “how we do things around here. ”

Nobel Prize Winners Does a broader set of professional attributes increase the perceived fit of women?

Experimental manipulation emphasized different kinds of traits for firefighter success Most important characteristics of modern firefighters described as: Version 1: 1. Physical Strength 2. Team Orientation 3. Compassion Version 2 1. Compassion 2. Team Orientation 3. Physical Strength Baseline: No description provided Danbold & Bendersky, 2016

RELATIVE PERCEIVED ABILITY OF FEMALE AND MALE ROOKIE FIREFIGHTERS Bars represent the percentage by which ratings of females are lower than the ratings of males in each condition. 470 firefighter respondents 39 Danbold & Bendersky, 2016

Emphasizing the cultural importance of social and emotional skills, along with physical and technical ones, increases the perceived fit & competence of female firefighters.

An inclusive culture incorporates diverse values, such that more kinds of people ARE PERCEIVED TO fit the professional standard.

COMPASSIONATE LEADERSHIP SKILLS » Role model social and emotional skills. » Facilitate difficult conversations to resolve conflicts. » Use active listening to understand different perspectives. » Proactively mentor subordinates.

Be a Supportive, Constructive Mentor • • Develop a threat-reducing orientation script. Commit to helping everyone succeed up to their full potential, on a level playing field. Hold people accountable, and support their development; Give feedback with “compassionate candor. ”

Courageously Engage in Difficult Conversations to Address Conflicts • • • Try to understand other perspectives; Listen actively, respect differences, communicate directly; Facilitate conflict management among others.

Elevate the Cultural Value of Social and Emotional Skills • • • A successful team has a diversity of skills; Include everyone in compassionate professional norms. Role model and create accountability for consistently implementing and continually developing social and emotional skills, just like technical skills and physical fitness.

“One idea for how you can lead with compassion and/or nurture a culture of compassionate leadership in scientific research. ”

Enable Others to Act Foster collaboration by building trust and facilitating relationships. Strengthen others by increasing self-determination and developing competence. 4. I develop cooperative relationships among the people I work with. 9. I actively listen to diverse points of view. 14. I treat others with dignity and respect. 19. I support the decisions that people make on their own. 24. I give people a great deal of freedom and choice in deciding how to do their work. 29. I ensure that people grow in their jobs by learning new skills and developing themselves.

Leading with Compassion & Engaging the Heart: Key take-aways Be vigilant about how your biases and stereotypes affect your interactions with people. Appreciate that a diversity of skills, including social and emotional skills like compassion, are necessary for crew excellence. Be a constructive mentor. Practice active listening to understand different perspectives. Facilitate difficult conversations to resolve conflicts.

LPI: 30 Behaviors Ranking

LPI: Enable Others To Act Summary