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Developing Human Service Leaders


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Table of Contents

Part I. Leadership Development and Organizational Management at Work in the Human Services Professions Chapter 1: Leadership in the Human Services and Workplace Vocabulary of Leaders and Managers Leadership in Human Services What is the Human Services Sector The Human Services Leader: A Snapshot The Study of Leaders in Human Services Organizations Leading a Human Services Organization Leadership Skill Sets Needed in the Human Services Profession Guiding Your Leadership Journey The Workplace Vocabulary of Leaders and Managers Speaking a New Language Borrowing Words from Other Professions Business Vocabulary Translated in Human Services Speak Chapter 2: Theories of Leadership and Management: Building A Philosophy of Leadership The Complex Dynamics of Leading The Process of Building a Philosophy of Leadership Your Leadership Philosophy Part II. Development of Self and Team Chapter 3: Self-Management: Understanding Self and Managing Conflict Understanding Self Who Am I? Understanding Styles How Leaders Use Self-Knowledge Managing Conflict The Anatomy of Style Conflict Tendencies A Different Look at Conflict Managing Yourself and Diffusing Conflict Chapter 4: Self-Management: Attitude, Values, Ethics, and Trust Attitude Reaction to the Negative What is Your Mindset Retooling for a Growth Mindset Values The Self-Aware Leader Acting in Alignment with Values Leadership Organizational Values Ethics The Judgments We Make Defining Ethical and Unethical Behavior Establishing A Culture of Ethics Trust Becoming Trustworthy Optimal Work Environments Chapter 5: Self-Management: Time, Personal Goals, and Organization Time Do You Really Manage Time? Find Your Target Becoming Intentional Through Planning Personal Goals Organization The Pain of Living in Chaos Where Are Your Organizational Trouble Spots? Taming the Mess Chapter 6: Organizational Management: Team Building, Management, and Motivation Team Building Your Team Experience Work Team or Work Group High Performance Teams Management Early Learning Experiences About Managing The Job of a Good Manager Motivation Motivation Theory at Work Extrinsically or Intrinsically Motivated Finding and Maintaining Your Focus Chapter 7: Organizational Management: How to Run a Meeting and Decision-making How to Run a Meeting Your Meeting Experience Meeting Planner and Participants Preparing for an Effective and Efficient Meeting Decision Making Your Experience with Group Decision-Making The Steps in Decision-Making The Tools of Decision-Making Part III. Development of Organizations Chapter 8: Organizational Management: Vision, Mission, and Strategic Planning Panoramic View of an Organization Vision The Role of Values in a Vision Values, the First Point of the Constellation of Excellence Writing a Vision Statement Mission Statement Confusion and Inconsistency in the Workplace Defining the Organization's Purpose Write It, Publish It, and Use It Strategic Planning Getting Advice to Achieve a Goal SWOT Analysis Thinking The Strategic Planning Process Chapter 9: Organizational Management: Strategic Goals and Project Management Strategic Goals How Exciting New Strategic Goals Become Frozen Evaluating a Strategic Goal for Organization Impact Learning from Key Questions in Strategic Goal Implementation Project Management Why Projects Fail Analyzing Your Last Group Project How to Successfully Manage a Project Chapter 10: Organizational Management: Processes, Growth Measures, and Performance Excellence Processes How Do Processes Impact You Identifying the Activities in a Process Monitoring the Impact of Processes Growth Measures Comparing Qualities of Organizations Key Growth Areas of Human Services Organizations The Leadership Role in Organizational Growth Performance Excellence From Individual Improvement to Organizational Improvement Creating a Profile of Key Organization Information Using the Profile to Achieve Excellence Chapter 11: Self-Management: Communication as: Listening, Presentation, Electronic and Web-Based, and Performance Feedback Listening The Importance of Feeling Heard What Type of Listener Are You? Increasing Empathetic Listening Skills Presentations Potential of Presentation Impact Rating the Impact of Your Presentation How to be Memorable Electronic and Web-Based Communication The Gift and Curse of Technology Measuring the Negative Impact of Technology The Social and Safety Rules of Email and Electronic Devices Performance Your Experience and Receiving Feedback Giving Performance Feedback to Yourself The Feedback-Change Process Part IV: Influence Chapter 12: Multicultural Leadership, Politics and Influence, Collaboration, and Social Entrepreneurship Multicultural Leadership The Impact of Exclusion and the Call to Becoming Inclusive Assimilation and Acculturation Leading a Multicultural Team Politics and Influence Influential Leaders in Our Lives Mapping Your Influence Influence Tactics Collaboration The Process of Revealing Qualities of a Collaboration Partner Success Factors of Collaboration From Alliance to Collaboration Social Entrepreneurship The Tear in Your Eye, Lump in Your Throat,... Look What They Did! Individual or Group. What Are the Skills and Needed Talents? A Model and Success Variables Impact Social Entrepreneurship Chapter 13: Prognosis: Your Future Leadership Growth Prognosis The Typical Resolution for Personal Change Will You and Willpower be Able to Save the Day Making the Plan to Grow New Leadership Skills

About the Author

Deborah Harley-McClaskey, Ed. D., is an Associate Professor in the Department of Teaching and Learning in the College of Education at East Tennessee State University. For more than 30 years, she has led university departments, and served on boards of nonprofits, as well as directed service-learning coalitions and community leadership programs. For the last 15 years she developed, coordinated, and taught in the Interdisciplinary Minor in Leadership at ETSU. She infused leadership into the undergraduate curriculum in the College of Education. She taught in the Human Services program and developed courses for the Tennessee Regents Degree graduate program in Strategic Leadership. Her research interests include leadership assessments and the development and outcomes of youth leadership programs. She provides leadership training for many nonprofits in the surrounding community. She is a leadership consultant for Pal's Business Excellence Institute as well as the FranklinCovey Organization -- designing leadership learning experiences for local, national, and international organizations, training leadership teams as well as employee groups. She holds a doctorate in educational leadership and policy analysis from ETSU and masters and bachelor's degrees from the University of South Florida.


"Developing Human Service Leaders is a highly accessible yet thorough introduction to the manifold skills required of leaders at all levels in today's human service organizations. An impressive balance of evidence-based theory and practical, learner-centered application animates the text." -- Michael Forster
"I strongly urge college and university HSR departments to review and absorb the significance of this text. The organization and context of the Harley-McClaskey text lends itself to becoming a standard for HSR curricular programs." -- Barry Thomas

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