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2016 LEARNING AND REFLECTION FORUM SERIES Leading Cultural and Linguistic Competence: Understanding Your Role with and without Formal Authority May 20, 2016 FORUM PRESENTERS Tawara D. Goode Institute for Cultural Diversity and Cultural and Linguistic Competence Georgetown University National Center for Cultural Competence University Center for Excellence in Developmental Disabilities Center for Child and Human Development Shannon Crossbear Institute for Cultural Diversity and Cultural and Linguistic Competence Georgetown University National Center for Cultural Competence Mathew McCullough District of Columbia Developmental Disabilities Council NachamaWilker National Disability Rights Network Emily Graybill Georgia Leadership Education in Neurodevelopmental Disabilities Program Center for Leadership in Disability, School of Public Health, Georgia State University Slide Source:© 2016 - Georgetown University National Center for Cultural Competence 1 FORUM OBJECTIVES Participants will: 1. Describe the difference between leadership and formal authority. 2. Describe the difference between leaders with formal authority and those without. 3. Cite examples of how authority is designated or obtained within cultural contexts. 4. Delineate the power dynamics between those who lead by position and those who lead by influence in the networks supporting individuals with intellectual and developmental disabilities and their families. 5. Share effective strategies to lead efforts that advance cultural and linguistic competence with informal authority. Slide Source:© 2016 - Georgetown University National Center for Cultural Competence Differentiating Leadership and Formal Authority Leadership is Formal Authority is combination of the power invested in values, skills, and a role to perform observable behaviors certain acts by a that results in formally established mobilizing others procedure, such as toward expanding an election, their capacity to learn governance structure, together and take certification/licensure, actions to create a or organizational vision they share. hierarchy. © 2016 Georgetown University Leadership Academy, Georgetown University National Center for Cultural Competence Center for Child & Human Development URL: nccc.georgetown.edu 2 AUTHORIZATION The Process of Granting Formal Authority: A Social Contract Changes in quantum leaps at discrete moments (e.g. swearing-in, ordination, hiring, appointment, signing of legislation, indigenous bestowing of power, issuance of a license) Brings with it the powers of an office Granted through a recognized source Formal Authority (position) © 2016 Georgetown University Leadership Academy, Georgetown University National Center for Cultural Competence Center for Child & Human Development URL: nccc.georgetown.edu AUTHORIZATION The Process of Granting Informal Authority: A Social Contract The people grant authority because of Exists outside the one’s experience, position knowledge, and (influence and credibility) behavior (not title or formal role) Influence and May change based credibility are on socio-cultural, earned and political, and recognized by the Informal economic people Authority environments © 2016 Georgetown University Leadership Academy, Georgetown University National Center for Cultural Competence Center for Child & Human Development URL: nccc.georgetown.edu 3 POLLING QUESTION Check one In your organization, program or setting, do you have: Formal authority for leading cultural and linguistic competence? □ Informal authority for leading cultural and linguistic competence? □ Challenges of Leading Cultural & Linguistic Competence We often hear … “Our director only gives lip service to diversity.” “I have responsibility but no real power.” FORMAL “Nothing gets done. No one is held AUTHORITY accountable. I can’t make it happen.” “Everyone avoids addressing the real issues like bias and power inequities.” “I have great ideas but they don’t devote the funding.” “Everybody defines cultural competence differently. I can’t get people to agree.” “You have to a member of a ‘diverse group’ to lead CLC.” Slide Source:© 2016 - Georgetown University National Center for Cultural Competence 4
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