Module 15: Leadership PPT PDF

Unit 5 – THE TEACHER AS AN ORGANIZATIONAL LEADER  OBJECTIVES A. Describe leadership and other related concepts. B. Compare and contrast various types, approaches and models of leadership.  DEFINING LEADERSHIP STARTER Pick 3 as the best traits of a...

Unit 5 – THE TEACHER AS AN ORGANIZATIONAL LEADER  OBJECTIVES A. Describe leadership and other related concepts. B. Compare and contrast various types, approaches and models of leadership.  DEFINING LEADERSHIP STARTER Pick 3 as the best traits of a school leader. Explain why you chose them.  Why are some leaders successful, while others fail? "The greatest leader is not necessarily the one who does the greatest things. He is the one that gets the people to do the greatest things." – Ronald Reagan –  Some of the Definitions Leadership is an attempton at Leadership: the influencing activities of followers through the communication process and toward the attainment of some goal or goals. Leadership is an influence process that enable managers to get their people to do willingly what must be done, do well what ought to be Leadership  is discovering the company's destiny and having the courage to follow it. -(JoeJaworski - Organizational Learning Center) is interpersonal influence, exercised in a situation, and directed, through the communication process, toward the attainment of a specified goal or goals. -(Tannenbaum,Weschler & Massarik) Quotes on Leadership “A leader takes people where they want to go. A great leader takes people where they don't necessarily want to go but ought to be”. - Rosalynn Carte The leaders who work most effectively, it seems to me, never say "I." And that's not because they have trained themselves not to say "I." They don't think "I." They think "we"; they think "team." They understand their job to be to make the team function. They accept responsibility and don't sidestep it, but "we" gets the credit. This is what creates trust, what enables you to get the task done. - Peter THE NATURE OF ADMINISTRATIVE WORK MODULE 15 Leadership Focuses on the personal attributes of leaders such as : a. physical and personality characteristics b. competencies c. values. Leadership traits are considered to enduring characteristics that people are born with and that remain A successful leader is supposed to have the following traits: Good personality, intellectual ability, initiative, imagination, emotional stability, desire to accept responsibility, flexibility, honesty, sincerity, integrity, ability to make quick decisions, courage, This approach emphasizes that having a leader with a certain set of traits is crucial to having effective leadership. It is the leader and the leader’s personality that are central to the leadership The trait approach suggests that process. organizations will work better if the people in managerial positions have designated leadership Leadership is the model of choice for organizations around the world that want to do the following: Develop people and workgroups Establish rapport and to bring out the best in their people Use a common leadership style across all units in an organization, be it local,  Some of the characteristics of the Situational Leadership style: Insight: The situational leader must be able to understand the needs of the followers, then adjust his or her management style to meet those needs Flexibility: Situational leaders must be able to move seamlessly from one type of leadership style to another Trust: The leader must be able gain his or her followers’ trust and confidence.  Problem solving: The situational leader must be able to solve problems, such as how to get a job done using the best leadership style available Coach: The situational leader must be able to evaluate the maturity and competence of the followers and then apply the right strategy to enhance 3. Behaviors and Leadership The emphasis is on the actual behavior and action of the leaders and not on their traits or characteristics. The leader uses three skills to lead his followers which are: technical -a person's knowledge of the process of technique human - ability to interact with people conceptual - manager's ideas which enable a manager to set up models and design plans  Three types of leaders Autocratic Leaders according to Kurt  Lewis: Make decision without consulting their team. His leadership is appropriate when decisions need to be made quickly, when there is no need for input, and when team agreement is not necessary for a successful outcome.  Democratic Leaders  Allow the team to provide input before making a decision, although the degree of input can vary from leader to leader.  Laissez-faire Leaders  Don’t interfere; they allow people within the team to make many of the decisions. This work well when the team is highly capable, is motivated, and doesn’t need close supervision. However, this  What is leadership effectiveness? 1.They understand the importance of building community 2.They empower teachers and cultivate leadership skills 3. They utilize data and resources 4. They have a plan and a 6. They are passionate about their work 7. They encourage risk – taking 8. They lead by example 9. They persevere – staying with a school for at least  Contingency Models of Leadership It supposes that a leader’s effectiveness is contingent on whether or not their leadership style suits a particular situation. According to this theory, an individual can be an effective leader in one circumstance and an ineffective leader in another one. Leadership More formally called the Hersey- Blanchard Situational Leadership Theory. This model focuses on leadership style and the maturity of those being led. The theory puts forth the idea that leadership styles hinge on four behaviors: telling,  The maturity levels range from an incompetence or unwillingness to perform the task, to a willingness and ability to perform. The idea is that a successful leader will adapt leadership techniques to fit the maturity level of the group in question on a situational basis. B. Path-Goal Theory This theory combines two popular theories – goal-setting and expectancy – into one. It puts forth the idea that effective leaders help those in their direction attain their goals.  Under this theory, leaders have the responsibility of making sure their subordinates have the support and information required to achieve the goals set forth. Essentially, this theory holds that effective leaders create clear paths to help their subordinates achieve goals and that they work to remove obstacles that stand in the way. C. Decision- Making Theory Also known as the Vroom- Yetton-Jago Decision Making Model of Leadership. It puts forth the idea that the effective leaders size up situations, assess them and then determine how much support the group will give toward the effort, adjusting E. Fiedler's Contingency Model of Leadership The model states that there is no one best style of leadership. Instead, a leader's effectiveness is based on the situation. This is the result of two factors – "leadership style" and "situational favorableness“ (later called "situational control").  Fiedler proposes three factors that determine how favorable a leader’s environment is, or what is designated the degree of situational favorableness. 1. Leader-Member Relations This is the level of trust and confidence that your team has in you. A leader who is more trusted and has more influence with the group is in a more favorable situation than a leader who is not trusted.  REFLECTION 1. How to be a better school leader? 2. Compare and contrast any two of the approaches or models of leadership by using a Venn Diagram  RUBRIC FOR SCORING Criteria 5 4 3 2 Content Provides Provides Provides Does not Pt. x 2 = comprehensiv moderate minimal show ______ e insights , insight, understandin understandin understandin understandin g or reflective g or reflective g and g and thought about thoughts reflective reflective the topic. about the thoughts thoughts topic. about the about the topic. topic. Structure There is logic There are a Some ideas Ideas are Pt. x 2 = in the few ideas that do not flow disjointed or ______ progression of lack logically. do not flow ideas. progression. logically.  RUBRIC FOR SCORING ( Venn Diagram ) Criteria 10 5 2 Compare/ Provided at least 4 Provided at least 3 Provided at least 1 Contrast examples of examples of example of similarities and similarities and similarities and differences on differences on differences on approaches or approaches or approaches or models of models of models of leadership leadership leadership Effort The Venn Diagram is The Venn Diagram The Venn Diagram filled in with a neat is somewhat filled is not filled in with a format that is easy in with a neat neat format that is to follow format that is easy easy to follow to follow