APPROACHES TO LEADERSHIP

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APPROACHES TO LEADERSHIP

• Descriptive Approaches

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Great Person Approach

• Leadership is determined primarily by the
  personality of the individual.
• Without Moses, Israel would have remained in
  Egypt.
• Without Churchill, Britain would have fallen to
  the Nazis.
• General George Patton in WW11 chartered
  strategies based on Caesar

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Traitist Approach

• Examine successful leaders to determine common
  characteristics or traits.
• Leaders are endowed with superior qualities that
  differentiate them from followers.

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Situational Approaches

• Leadership is determined less by characteristics
  of individuals than by the requirements of the
  group or setting.
• A person emerges as result of time, place and
  setting/ right place and time EG Churchill.
• Paul Hersey and Kenneth Blanchard (1985, 1991,
  1996, and 2001)
• Leader adapts leadership behavior to followers

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Situational Leadership Continued

• maturity based on willingness and ability to
  perform a specific task.
• Four Leadership Styles emerge
• 1). When followers are unable and unwilling to
  perform a task, the leader directs the followers
  actions without much concern for personal
  relationships. High task and low relationship
  focus.
• Telling Style

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Situational Leadership Continued

• 2). When followers are unable but willing to
  perform the task, leader interacts with followers
  in a friendly manner but provides direction and
  guidance.
• High task and high relationship focus.
• Participatory Style
• 3). When followers are able but unwilling to
  perform the task, leader does not provide much

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Situational Leadership Continued

• direction or guidance but must persuade followers
  to engage in the task.
• Low task and low relationship focus
• Selling Style
• 4). When followers are able and willing to
  perform the task, the leader leaves the task to
  followers with little or no interference.
• Low task and high relationship
• Delegating Style

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Situational Leadership Continued.

• An effective leader knows all four styles.
• No one leadership style is appropriate for all
  followers and all situations.
• Leader must discern which styles are appropriate.

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Transactional and Transformational Leadership

• James Burns (1978). Leadership. NY Harper and
  Row.
• Founder of modern leadership theories.
• Transactional Leadership
• Trading one thing for another (quid pro quo)
• B.M. Bass and B.J. Avolio. Improving
  Organizational Effectiveness Through
  Transformational Leadership. Thousand Oaks, CA
  Sage Press.

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Transactional and Transformational Leadership

• Three Forms of Transactional Leadership
• 1). Management by Exception- Passive setting
  standards but waiting for major problems to occur
  before exerting leadership. The job is to
  maintain the status quo.
• 2). Management by Exception- Active pay
  attention to issues, set standards, carefully
  monitor behavior. No risks and no initiative.

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Transactional and Transformational Leadership

• 3). Constructive Transactional sets goals,
  clarifies outcomes, exchanges rewards and
  recognition for accomplishments, suggests,
  consults, provides feedback, gives employees
  praise. Followers focus on achieving expected
  performance goals.
• Transformational Leadership leaders form a
  relationship of mutual stimulation and elevation
  that converts followers into leaders and may
  convert leaders into moral agents.

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Transactional and Transformation Leadership

• Four Is or four behaviors
• 1). Individual Consideration giving attention to
  members who seem neglected.
• 2). Intellectual Stimulation enable followers to
  think of old problems in new ways.
• 3). Inspirational Motivation communicate high
  performance expectations through a powerful,
  confident, dynamic presence that invigorates
  followers.
• 4). Idealized Influence modeling behavior
  through exemplary personal achievements,
  character and behavior.

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Total Quality Management

• Edward Deming (1986). Out of Crisis. Cambridge,
  MA MIT Center for Advanced Engineering.
• Provided framework for post WW11 Japan to restore
  its manufacturing base and for US firms such as
  Ford and Xerox to improve quality of their
  products and services.
• TQM 14 principles

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Total Quality Management

• Five Basic Factors that define actions of an
  effective leader.
• 1). Change Agency leaders ability to stimulate
  change in an organization.
• Analyzing the need for change, isolating and
  eliminating structures and routines that work
  against change, creating a shared vision and
  sense of urgency, implanting plans and structures
  that enable change and fostering open
  communication.

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Total Quality Management

• 2). Teamwork importance of teams within
  organizations establish and determine viability.
• 3). Continuous Improvement
• Japanese word kaizen
• Continual and incremental improvement of the
  critical aspects of an organization by all
  members.
• A leader must invite continuous improvement.

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Total Quality Management

• 4). Trust Building creating a climate in which
  employees and employer perceive the organization
  as a win-win environment.
• Establishing respect and instilling faith is
  based on a leader with integrity, honesty,
  openness and daily actions that match words.

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Total Quality Management

• A leader knows the concerns of the employees,
  knows what motivates them, knows what enables
  employees to work at levels of maximum
  effectiveness.
• 5).Eradication of short-term goals.
• The focus needs to be more on process and
  long-term perspectives.

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Behavioral Approaches to Leadership

• Halpin and Winers Two-Dimensional Theory
• Bowers and Seashores Four Factor Theory
• Houses Path Goal Theory

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Contemporary Popular Leadership Theories

• Coveys Principle-Centered Leadership Theory.

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Normative Perspectives on LeadershipHow to Act

• Blake and McCanse (1991)
• The Leadership Grid.
• W.J. Reddin (1970) 3 D Theory
• Behavioral Matrix Northwest Regional Educational
  Laboratory in Portland, Oregon.

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Emerging Leadership Perspectives

• Instructional Leadership
• Ching Jen Liu (1984)
• Cognitive Development Models of Leadership
  Kenneth Leithwood, Phillip Hallinger, Joseph
  Murphy (1993) Cognitive Perspectives on Ed
  Leadership. NY Teachers College Press.
• How leaders think.
• Do good leaders think differently than less
  effective leaders?

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Emerging Leadership Perspectives

• Studies done at OISE in Toronto
• How expert principals solve everyday problems in
  ways markedly different from practices
  demonstrated by novice or typical principals.
• Principal Effectiveness Profile (1993)
• Novice principals focused on consequences for
  school and academic growth of large numbers.

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Emerging Leadership Perspectives

• Typical principals were more concerned about
  consequences for themselves.
• Expert principals used detailed prior planning
  and consultation with others in the school.
• Expertise can be learned.

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Emerging Leadership Perspectives

• Distributive Leadership
• Geoff Southworth (2004)
• Primary School Leadership in Context Leading
  Small, Medium and Large Sized Schools. NY
  Routledge Falmer.
• Leadership is not found only in one leader.

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Emerging Leadership Perspectives

• Leadership is seen as a product of concertive or
  conjoint activity rather than as a phenomenon
  which arises from the individual. p 3
• Nigel Bennett, C. Wise, P.A. Woods, and J.A.
  Harvey. (2003). Distributed Leadership.
  Nottingham, England National College for School
  Leadership.

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Emerging Leadership Perspectives

• Good leaders draw out the latent leadership of
  everyone who works in the school so that the sum
  of all individual efforts truly goes beyond what
  an individual might be able to accomplish.
• James Spillane (2006). Distributed Leadership.
  San Francisco Jossey-Bass.

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Emerging Leadership Perspectives

• Research in Chicago Public Schools.
• Best schools feature strong and effective
  principals who were able to distribute leadership
  effectively throughout their staffs and
  communities.
• They created learning communities.
• B Wilmore (2002). Principal Leadership. Thousand
  Oaks, CA Corwin Press.

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Emerging Leadership Perspectives

• Moral and Ethical Leadership
• 1). Leader is a model of moral behavior.
• Leader promotes change toward morally and
  societal redeeming goals. (Sergiovanni, 1991,
  Hodgkinson, 1991 and Barnett, 1991)
• Leader addresses moral dilemmas and uses ethical
  reasoning to solve these problems.

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Emerging Leadership Perspectives

• Leader applies two principles
• A). Principle of Equal Respect in which human
  beings have worth and should be treated
  accordingly.
• B). Benefit Maximization which says that whenever
  faced with a choice, the most just decision is
  the one that results in the most good or the
  greatest benefit for the most people.
• (Fullan, 1999, Goodlad, 1994, Strike, Haller and
  Soltis, 1988)

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Emerging Leadership Perspectives

• What means to most people is what they believe,
  how they feel, the shared norms, values and
  cultural symbols that emerge form groups with
  which they identify.
• (Etizioni, 1990)
• Ed leadership needs to promote value-based and
  value-added education.

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Emerging Leadership Perspectives

• 2). Leader is a servant to meet the needs of
  those who work in the organization.
• Servant Leadership
• Parental Leadership
• Spiritual Leadership

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SPIRITUAL LEADERSHIP

• Rests upon two moments of grace
• 1). The Incarnation all the elements of our
  human condition are part of our faith life. Faith
  enables me to step more deeply into what life is
  and to discover Gods presence in the midst of
  everyday life.
• 2). Transformation of selfishness and human
  destructiveness by the redeeming

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SPIRITUAL LEADERSHIP

• grace shown in and through Christs death and
  resurrection.
• The process of conversion that happens when we
  encounter God.

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SPIRITUAL LEADERSHIP

• Four threads of leadership no matter the
  personality or circumstance
• 1). Vision a dream for a better world.
• This is how life ought to be.
• Never accomplished but always in process.
• FAITH VISION the kingdom of God.
• The Kingdom is all inclusive, gives privileges to
  the least, is always present and yet not fully
  realized.

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SPIRITUAL LEADERSHIP

• 2). Coherence or unity.
• Fosters unity in the Spirit.
• Shared mission/ keep focused on mission
• Becoming a community and not a clique.
• 3). Strategic Decisions and Direction
• Must face conflict and opposition
• Move people forward.

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SPIRITUAL LEADERSHIP

• 4). VIRTUES
• A leader must have courage.
• A leader must have fortitude
• A leader must be a person of perseverance.

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BIBLICAL LEADERSHIP

• 1). Abram or Abraham Gen 12
• Call and migration the gift of HOPE.
• 2). Abram and Lot Gen 13
• Abram and Lot part due to difficulties
• The gift of WISDOM
• 3). Abraham and Sarah Gen 21
• Sarah gives birth to Isaac at age 90
• The gift of TRUST.

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BIBLICAL LEADERSHIP

• 4). Moses and the burning bush Exodus 3
• The gift of ACTION
• 5). Ruth and Naomi Ruth 1
• The gift of ROOTS
• 6). Samuel and the call 1 Samuel 39
• Speak Yahweh, your servant is listening.
• The gift of LISTENING.

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BIBLICAL LEADERSHIP

• 7). Elijah and waiting for the Lord
• I Kings 1911-13.
• The gift of Solitude.
• 8). David in 2 Samuel 11.
• The gift of realizing I have sinned.
• 9). Esther in Esther 416
• The gift of Conscience.

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BIBLICAL LEADERSHIP

• 10). Job in Job 1
• The gift of Waiting
• 11). Jonah in Jonah 1
• The gift of wanting to run away from God and
  everyone else.
• 12). Mary visiting Elizabeth in Luke 1.
• The gift of Mothering or giving life

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BIBLICAL LEADERSHIP

• 13). Simeon in Luke 2.
• The gift of JOY
• 14). Zacchaeus in Luke 191-10
• The gift of Self-Acceptance.
• 15). The Samaritan in Luke 1711-19
• The gift of Gratitude.
• 16). Two Disciples on the Road to Emmaus in Luke
  2413-35
• The gift of Searching

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BIBLICAL LEADERSHIP

• FOUR PORTRAITS OF JESUS IN THE GOSPELS
• 1).Mark presents a human Jesus who is a suffering
  servant.
• Application how human are we?
• How do we suffer?
• 2). Matthew presents Jesus as a compassionate
  teacher.

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BIBLICAL LEADERSHIP

• Application Are we compassionate teachers to
  others?
• 3).Luke presents Jesus as a person attentive to
  women, the Holy Spirit, universal salvation,
  mercy and forgiveness.
• Application Are we attentive to the neediest
  people of our times?

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BIBLICAL LEADERSHIP

• 4). John presents Jesus as noble, majestic,
  dealing with light and darkness and being the I
  AM.
• Application are we friends with Jesus and the
  disciples?