Leveraging Social Capital for Inclusion · 2018. 11. 6. · Leveraging Social Capital for Inclusion...

Leadership:Leveraging Social

Capital for Inclusion

Terrie Hylton, PhD, LPC

Services To Enhance Potential

RE:CON 2018

Objectives

u Recognize the classifications and different perspectives of social capital in leadership

u Differentiate between structural, cognitive and relational dimensions of social capital

u Formulate ideas for usage and development of leadership skills and personal social capital with inclusion of people with disabilities for policy and practice

Leadership

u Leadership has been defined as “the process of influencing the activities of an individual or a group in efforts toward goal achievement in a given situation”

(Hersey, Blanchard and Johnson, 1996)

u Leadership takes place in four contexts, are used in different situations and combined with other contexts

u Structural Leadership

u Human Resource Leadership

u Political Leadership

u Symbolic Leadership(Bolman and Deal , 1997)

Structural Leadership

Building of Viable Organizations (Communitarian Perspective)

Structural Leadership

u Social Capital with local organizations (Chambers, Associations, Clubs and Civic Groups)

u Celebration of Community and Civic Society

u Working cross-purposes for society’s collective interest

u Assume the posture of working for the benefit of all members

Human Resource Leadership

u Empowering and inspiring followers (Network Perspective)

Human Resource Leadership

u Importance of vertical as well as horizontal associations between people

u Build an intra-community on strong purpose/mission/values

u Give a sense of identity and bonding

u Be responsible for the range of outcomes and valuable connections and bridges

Political Leadership

u Using interpersonal and organizational power (Institutional Perspective)

Political Leadership

u Vitality of community networks “Social Capital is a dependent variable”

u The capacity of the social group to act as a collective is dependent upon the quality of the formal institution in which the group resides

u The political power of the social group is also dependent upon the external accountability to civic society. You are speaking and behaving for something greater than yourself

u Influential effects on general trust, quality services, committed investment and addressing society concerns

Symbolic Leadership

Interpreting and reinterpreting the meaning of change (Contemporary Perspective)

Symbolic Leadership

u Facilitating positive developmental outcomes

u Creating conditions that produce, recognize and reward

u Complementary to public and private frameworks

u Imbedded in field policies and changes

u Constantly developing and seeking changes and ideas

u Be on the forefront of movement

Social Capital Defined

u Social capital is “the goodwill available to individuals or groups. Its source lies in the structure and content of the actor’s social relations. Its effects flow from the information, influence, and solidarity it makes available to the actor, social capital is fundamentally about how people interact with each other.”

(Adler and Kwon 2002)

Social Capital Defined continued…

u Social Capital is “the aggregate of the actual or potential resources which are linked to possession of a durable network of more or less institutionalized relationships of mutual acquaintance or recognition, made up of social obligations (‘connections’), which is convertible, in certain conditions, into economic capital and may be institutionalized in the form of a title of nobility”.

(Bourdieu, 1986)

Structural, Cognitive and Relational Dimensions of Social Capital

u Structural dimension of social capital is tangible and can be more easily observed than the other dimensions of social capital.

u Cognitive dimension of social capital is the shared language and codes that provide the foundation for communication.

u Relational dimension of social capital are trust and trustworthiness, norms and sanctions, obligations and expectations, and identity and identification.

u (Engbers, T.A. and Rubin, B.M.,2018).

Leveraging Social Capital for Inclusion

u Structural Social Capital

u Relates to the properties of the social system, the various forms of social organization that make up society.

u It is the impersonal configuration of linkages between people or units.

u It is roles, rules, precedents and procedures. It facilitates collective action by making peoples’ behavior more predictable and beneficial. Together with incentives for conformity and punishments for nonconformity provide a powerful incentive for productive behaviors.


Structural Social Capital continued…

u It is a construct of society, thus it is social organization that mostly resides in our minds (we have common understanding of the rules, roles, etc.) although some aspects are obvious from the institutions and the documents they create. Common understanding is frequently hard to articulate in precise language but is intuitively understood by actors embedded in the social context.


u Cognitive Social Capital

u It is the social setting, or culture, that dictate how one should act in any given setting or situation. It relates to the proper ways of acting in a social system.

u It is the shared representations, interpretations, and systems of meaning among parties. It predisposes people to collective action. The norms, values, attitudes, and beliefs involved in cognitive social capital rationalize cooperative behavior and make it respectable, and even expected.

u It includes common understandings, shared language, shared purpose, and belonging.

u Common values and beliefs provide the harmony of interests that reduce the possibility of opportunistic behavior.


Cognitive Social Capital continued….

u While the structural dimension can be observed in tangible roles, rules, etc., the cognitive dimension is intangible as it relates to interpretations of what is appropriate, and attitudes and beliefs, i.e. what people think and how people feel.

u It relates to Bourdieu’s theory of habitus – a set of dispositions, reflexes and forms of behavior people acquire through acting in society. Or Habermas’ theory of lifeworld – the “background” environment of competencies, practices, and attitudes representable in terms of one’s cognitive horizon.


u Relational Social Capital

u It relates to the personal relationships people have developed with each other through a history of interactions, and the nature of these relationships.

u It is the assets created or leveraged through relationships.

u It is the flow of resources through interaction in social relationships. The key factors of the relational dimension of social capital are trust and trustworthiness, norms and sanctions, obligations and expectations, and identity and identification.

u This is not to be confused with similar factors of the cognitive dimension since in the relational dimension they are embedded in, or relate specifically to, social relationships.

Leadership Contexts and Leveraging Social Capital for Inclusion

u Structural Leadership: Building Viable Organizations

u 1. Build the foundation of effective Social Capital

u 2. Attain technical mastery of Social Capital inclusion policy and programming

u 3. Design Strategies for growth of Social Capital for everyone in the organization

u Implement an effective Social Capital Campaign


u Human Resource Leadership:

Empowering and Inspiring Followers

u 1. Believe in people

u 2. Communicate that belief

u 3. Be visible and accessible

u 4. Empower others


u Political Leadership:

Using interpersonal and organizational Power

u 1. Understand the distribution of power within your organization structure and field (public and private rehabilitation organizations).

u 2. Build Linkages with important stakeholders (e.g. schools, parent groups, administrators, MRS/BSBP, Veteran VR, businesses, chambers of commerce, manufacturing associations, universities, CRO’s, city government)

u Use persuasion and negotiation


u Symbolic Leadership:

Interpreting and reinterpreting the meaning of change

u 1. Use symbols and metaphors to gain the attention of followers

u Frame experiences in meaningful ways for followers

u Discover and communicate a vision

u Maintain a relationship with the community you serve (e.g. disability groups, school district, cities-county governance, university for staffing, colleagues)

u Model Social Capital inclusion on all levels to inspire others

u Lead by example

5 Ways CRO’s Can Build Social Capital

u 1. Engage, don't just serve

u 2. Create opportunities for mutual support

u 3. Nurture networks among community residents and businesses

u 4. Support associations and grassroots groups

u 5. Share the good news

5 Ways CRO’s Can Build Social Capital cont.

u 1. Engage, don't just serve

u Of course, nonprofits must provide crucial services to meet the immediate needs of community members.

u However, if we can shift to viewing those served as asset rich participants and finding ways to engage them in helping themselves and others, we can generate more social capital.

u For instance, a job training program could provide participants an opportunity to tour companies and practice skills they are learning as volunteers/interns.


u 2. Create opportunities for mutual support

u During a community supports meeting a portion of the time could be devoted to sharing needs and resources.

u Encouraging people to help each other is very empowering, and can help reduce the extent to which relationships aren't dependent on the organizing group.


u 3. Nurture networks among community residents and businesses

u Nonprofits can build simple things into our practice, like spending time with introductions, get acquainted activities and other relationship building processes.

u The importance of CRO position is to invest in local jobs being connected to and trusting local people; another good reason to engage with local businesses beyond asking for resources.

3. Nurture networks among community residents and businesses continued…

u Bring local business leaders into your organization, and find ways for them to meaningfully connect with your customers.

u For example, ask business leaders to talk to your Transitional/Pre-ETS youth about careers in their field or develop a lecture series providing tips to guardians, professionals and businesses on a variety disabilities, independent living supports, planning for retirement and new employment trends.


u 4. Support associations and grassroots groups

u Groups that operate without any or very limited staff, and rely on volunteer leadership, are particularly rich sources of social capital. Yet such groups can run into practical constraints on their success, which larger nonprofits can help address.

u Some ways larger nonprofits can be allies for the grassroots: offer meeting space and facilities like a gym or pool; serve as a fiscal agent for neighborhood groups; or provide leadership training.

u You can provide a group with some technical assistance, a mini-grant, and a place to store their supplies between projects.


u 5. Share the good newsu Social trust and positive community

perceptions were key factors in explaining positive outcomes in a study by the Knight Foundation, “Soul of the Community Work”.

u In addition to the relationship building nonprofits can help highlight the positive stories of the community's people and places.

u People in urban neighborhoods, are often negatively portrayed in "mainstream" media, and are eager to see more positive stories of their neighborhood. Simply feature good news on your work in the community websites and e-newsletters, have photo of the week contests and have a local business of the year recognition.

u It is all about highlighting your good work and being part of the community.

Concluding Thoughts

u Your ongoing leadership in the field of Rehabilitation Services involves continual awareness of and activities in each of the four leadership contexts for social capital inclusion.

u Your commitment to be a leader in Vocational Rehabilitation services means the long term commitment to the cycle of program designs, implementation, evaluation, and redesign, using each of the leadership contexts to secure the continued support of constituents, funding, community residents and businesses to build a more inclusive and just society.

Terrie Hylton

Referencesu Adler, P.S, and Kwon, S.W. (2002). ‘Social Capital: Prospects For a New Concept.’ Academy of Management.

The Academy of Management Review 27: 17-40.

u Bolman, L.G. and Deal, T.E. (1997) Reframing Organizations: Artistry, Choice and Leadership. San Francisco: Jossey-Bass.

u Bourdieu, P. (1986). ‘The Forms of Capital.’ Pp. 241-58 in Handbook of theory and research for the sociology of education, edited by John G Richardson. New York: Greenwood Press.

u Craig, D., and Bigby, C. (2015). “She’s been involved in everything as far as I can see”: Supporting the active participation of people with intellectual disability in community groups. Journal of Intellectual and Developmental Disability, 40(1), 12-25.

u Engbers, T.A. and Rubin, B.M. (2018). Theory to Practice: Policy Recommendations for Fostering Economic Development through Social Capital (2018). Public Administration Review, 78 (4), 567-578.

u Hersey, P., Blanchard, K.H., and Johnson, D.E. (1996). Management of Organizational Behavior: Utilizing Human Resources. Upper Saddle River, NJ: Prentice-Hall.

u King, N. K. (2004). Social capital and nonprofit leaders. Non-Profit Management and Leadership, 14(4), 471-486.

u Power, A., Lord, J.E., and DeFranco, A.S. (2013). Active citizenship and disability: implementing the personalization of support. New York: Cambridge University Press.

u Prusak, L., and Cohen, D. (2001). How to invest in social capital. Harvard Business Review, 79(6), 86-93.

u Van Asselt, D., Buchannan, A., and Peterson, S. (2015). Enablers and barriers of social inclusion for young adults with intellectual disability: A multidimensional view. Journal of Intellectual and Developmental Disability, 40(1), 37-48.

u Van De Valk, L. J. (2008). Leadership development and social capital: Is there a relationship? Journal of Leadership Education, 7(1), 47-64.

Contact Information

u Terrie Hylton, PhD, LPC

u Services To Enhance Potential

u 450 S. Venoy Westland, Michigan 48186

u 734. 722.1000 ext. 1635

u 734.634.0273 (cell)

u [email protected]

Leveraging Social Capital for Inclusion · 2018. 11. 6. · Leveraging Social Capital for Inclusion...

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