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Leadership & Advocacy in Volunteer ProgramsAnthony McAdoo, Ed.D.March 29, 2011Central ChapterAVCA

Developed for the Leadership & Advocacy core competencies for the Certified Volunteer Administrator (CVA) DesignationText:Volunteer Administration: Professional Practice

Leadership Defined:The ability of an individual to influence, motivate, and enable other to contribute toward the effectiveness and success of the organization of which they are members. (House, et. al, 1999, p. 184).

Leader vs. ManagerLeader:Associated with inspiring or influencing others for the sake of commitment.People-OrientedPersonal PowerManager:Associated with hierarchical power and subject’s compliance. Task-OrientedPosition Power

Leaders and PowerSocial Power: a process that entails the leader affecting others/followers in ways that those individuals will respond in favorable ways and engage in beneficial actions that they would probably not do on their own in the absence of the lead

Position PowerLegitimate Power: Associated with the position, function or profession (think CVA)Reward Power: Salaries, promotions, recognitionCoercive Power: Fire or penalizeInformation Power: Using, releasing or controlling information from or within the organization

Personal PowerExpert Power: Knowledge in specific areas.Referent Power: Followers desire to be associated with people with whom they have developed affective feelings or admiration.

Leaders vs. LeadershipLeaders are individuals who are in the position of using the sources of power that are available to them to influence individuals.Leadership is the relationship between a leader and the respective followers and is very much a two-way process.

Leadership TheoriesPath-Goal Contingency TheoryClarify linkages between performance of the followers to the individual and organizational rewards that result in collective outcomesCharismatic Leadershipa two-way relationship that engenders an intense reaction and inspiration on the part of the followerTwo views: Socialized or Personalized

Other Leadership Theories*“Great Man” TheoryTrait TheoryBehavioral TheoryParticipate LeadershipSituational LeadershipContingency TheoryTransactional (Management) LeadershipTransformational (Relationship) Leadership*These are not discussed in CVA content

Leadership & CulturesUniversally endorsed characteristicsCharisma and its socialized manifestationTeam-oriented leadership Leaders are seen to exhibit charismatic and integrity qualities and build effective teams Some characteristics were consistently viewed as barriers to effective leadership:Self-protective (being a loner and asocial)Malevolent (non-cooperative and irritable)Autocratic (dictatorial)

Organizational ManagementThe ability to design and implement policies, processes and structures to align volunteer involvement with the mission and vision of the organization.

Organizational AssessmentThe systematic process of gathering key information and measures from across the organization to create a picture of how the organization is functioning and performing.

Assessment vs. EvaluationAssessment: gathering key information and measures to identify function and performance.Evaluation: looking at results and determining what should happen next.

Principles for Organizational AssessmentRole in SocietyGovernancePlanningTransparency & AccountabilityFundraising

Principles for Organizational AssessmentFinancial ManagementHuman ResourcesEvaluationStrategic PartnershipsCivic Engagement and Public Policy

Conducting Volunteer Program AssessmentsVolunteer Program ScorecardMcKinsey Nonprofit Capacity Assessment Grid

Diversity & InclusionDiversity: full participation by members of many different groups. Inclusion: engaging the uniqueness of the talents, beliefs, backgrounds, capabilities, and ways of living individuals and group when joined in a common endeavor.

AdvocacyThe ability to advance individual, organizational and community goals, advocating for effective volunteer involvement inside of the organization and in broader community it serves, through the investment of personal integrity, skills and attitudes. (according to CCVA)A deliberate process that has as its objective some sort of change.

LobbyingLobbying has a call to action to contact policymakers about specific legislation.It can either be:direct (to the legislator or legislative staff)indirect (to the general public with a call to action)

Types of AdvocacyInternal(within the boundaries of the organization):On behalf of others - all volunteers or a particular volunteersOn behalf of volunteer managementFor themselves and for their role in managing the volunteer programExternal (targeted audience is outside the boundaries of the organization). For the organization or cause beyond the confines of the organization With external partners and the community For the profession of volunteer administration

How do you Advocate?Become knowledgeable.Know the goals/objectives Know the facts and history Know the big pictures, context and options Know the audienceKnow your values and philosophy

How do you Advocate?Prepare through Research.Research the issues Connect with others in the profession Research the issues, organization or community by connecting with those outside of volunteer managementAssess assets and deficits of the larger context, the organization, community or sectionCritical thinking to integrate all streams of information

How do you Advocate?Practice effective communication skills.Active listeningCommunicate clearlyKnow how to use persuasionAdapt your language to that of the audienceBe aware, knowledgeable and respectful of cultural differences

Questions, Thoughts & Observations?Anthony McAdoo, Ed.D.amcadoo@gmail.com(479) 422-1237

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Leadership & advocacy in volunteer programs

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