Dr Tim Swanwick

1
Dr Tim Swanwick

• Faculty Development Lead
• London Deanery

2
Session aims

• to define what we mean by leadership and
  management in the context of education
• to reflect on our personal experiences of
  educational leadership and management
• to begin to understand how the concept of
  leadership may be further analysed

3
Management and leadership
4
Bennis and Nanus (1985)

• Managers are people that do things right..

• leaders are people that do the right thing

5
Kotter (1990)

• Management
• is about planning
• provides order and consistency within
  organisations

• Leadership
• sets a direction and develops a vision for the
  future
• produces change and movement

6
Covey (1994)

• Managers
• work within an existing paradigm
• solve problems
• manage existing resources

• Leaders
• create new paradigms
• challenge systems
• seek new opportunities

7
Northouse (2004)

• Management
• Planning/budgeting
• Organising/staffing
• Controlling/problem solving

• Leadership
• Establishing direction
• Aligning people
• Motivating and inspiring

Produces change and movement
Provides order and consistency
8
MANAGEMENT
LEADERSHIP
9
Kotter (1990)

• Leadership is different from management, but not
  for the reason people think. Leadership isnt
  mystical and mysterious. It has nothing to do
  with having charisma or other exotic personality
  traits. Its not the province of the chosen few.
  Nor is leadership necessarily better than
  management or a replacement for it rather
  leadership and management are two distinctive and
  complementary activities. Both are necessary for
  success in an increasing complex and volatile
  business environment.

10
Bolman Deal (1997)

• Leading and managing are distinct, but both are
  important. Organisations which are over-managed
  but under led eventually lose any sense of spirit
  or purpose. Poorly managed organisations with
  strong charismatic leaders may soar temporarily
  only to crash shortly thereafter. The challenge
  of modern organisations requires the objective
  perspective of the manager as well as the
  brilliant flashes of vision and commitment wise
  leadership provides.

11
Gosling Minztberg (2003)

• the separation of management from leadership is
  dangerous. Just as management without leadership
  encourages an uninspired style, which deadens
  activities, leadership without management
  encourages a disconnected style, which promotes
  hubris pride, arrogance. And we all know the
  destructive power of hubris in organizations

12
Leadership themes
INFLUENCE PROCESS
GROUP CONTEXT
GOAL ATTAINMENT
a process whereby an individual influences a
group of individuals to achieve a common goal
(Northouse, 2004)
13
someone with followers

• OToole (1999)

14
House of Commons Health Committee Modernising
Medical Careers The leadership shown by the
Department of Health during this period was
totally inadequate. Despite being the architect
of the reforms, the Chief Medical Officer chose
not to take on a clear leadership role and thus
did not accept overall responsibility for the
2007 crisis. The confidence of the medical
profession in the current CMO has been seriously
damaged by MMC. May 2008 London The Stationery
Office Limited
15
Kurt Lewin (1890-1947)

• Nothing is as practical as a good theory

16
A brief history of leadership
17
Exercise

• Think of a leader you admire
• What personal qualities do they possess that
  makes them a leader?
• Discuss your neighbour
• Can you identify any similarities?

18
Exhibit A Great Man or Trait theory
19
Support for trait theory

• Weber ( 1947) notion of the born leader a
  constellation of traits in charismatic men
• Stodgill (1974)
• review of trait literature
• some qualities appear more than others
• but different lists in different studies
• Shaw (1976) and Fraser (1978)
• identified weak generalisations
• ability, sociability and motivation
• Competency frameworks e.g. NHS (2002)

20
(No Transcript)
21
Exhibit B Leadership styles
decision making
focus
It aint what you do its the way that you do it
22
Lewin, Lippitt and White (1940)
democratic
laissez faire
autocratic
23
Tannenbaum and Schmidt (1974)
paternalistic
consultative
democratic
abdicatory
autocratic
use of authority by manager
freedom for subordinates
decision making style
24
Leadership that gets resultsGoleman, D (2000)
25
Blake and Mouton (1964)
Team management
Country club management
9
Organisation man management
Concern for people
Impoverished management
Authority obedience
1
9
1
Concern for results
26
Adair (1973)
27
Discussion in pairs

• Thinking of yourself (or your boss) identify the
  leadership style that you (or him/her) tend to
  adopt
• Consider both decision making and focus
• Check this out with your neighbour and support
  your assertions with examples

28
Exhibit CContext and contingency theories

• Fielder (1964)
• contingency theory
• no one best way
• certain behaviours work best in certain
  situations
• Hersey and Blanchard (1969,77,88)
• situational leadership
• different strokes for different folks

29
Situational leadership
30
Exhibit DTransformational leadership

• occurs when one or more persons engage with
  others in such a way that leaders and followers
  raise one another to higher levels of motivation
  and morality
• James Burns, 1978

31
Transformational leadership

• Leaders transform followers by
• Increasing followers awareness of of task
  importance and value
• Focussing followers on the goals of the team and
  the organization
• Activating the higher order needs of followers
• (Bernard Bass, 1985)

32
Transformational leadership

• The 4 Is
• Idealized influence
• Inspirational motivation
• Intellectual stimulation
• Individualized consideration
• (Bass, 1985)

33
Transactional vs transformational

• The transactional leader
• Recognizes what it is that we want to get from
  work and tries to ensure that we get it if our
  performance merits it
•  Exchanges rewards and promises for our effort
•  Is responsive to our immediate self interests if
  they can be met by getting the work done

• The transformational leader
• Raises our level of awareness, level of
  consciousness about the significance and value of
  designated outcomes, and ways of reaching them
• Gets us transcend our own self-interest for the
  sake of the team or organization
• Alters and expands our range of wants and needs.

34
Leading change

• Transactional
• Top down
• Traditional
• Tight programmes
• Task prescription
• Target driven

• Transformational
• Enterprise wide
• Entrepreneurial
• Energising
• Engaging
• Empowering

35
Transformational leadership

• Bolden et al. (2003) looked at 26 leadership and
  management frameworks in use throughout the
  public and private sectors and concluded that
• a version of Basss transformational leadership
  tends to be promoted in most frameworks

36
(No Transcript)
37
Exhibit E Charismatic leadership
Combines transformational with trait theories
38
Charismatic leadership

• Dominant personality with desire and self
  confidence to influence others
• Strong role model
• Articulation of ideological goals with moral
  overtones
• High expectation of others

39
The servant-leader is servant first. It begins
with the natural feeling that one wants to serve,
to serve first. Then conscious choice brings one
to aspire to lead (Greenleaf, 1970)
Exhibit FServant leadership
Listening
Awareness and sensitivity
Stewardship
Building a community
Foresight
Persuasion not coercion
Conceptualisation
Healing
Commitment to the growth of people
Facilitation
Empathy
40
Exhibit G Distributed leadership

• Importance of social
• relations
• Effective leadership
• process
• Informal, Emergent, Dispersed, Distributed

41
Exhibit HEmotional intelligence

• Self-awareness
• Self-regulation
• Motivation
• Empathy
• Social skills

Back to trait theory?
42
Summary

• Trait theory
• Styles
• Decision making
• Primacy of focus
• Situational
• Transformational
• Charismatic
• Servant
• Distributed
• Emotionally intelligent

43

• Leadership is an observable, learnable set of
  practices. Leadership is not something mystical
  and ethereal that cannot be understood by
  ordinary people. Given the opportunity for
  feedback and practice, those with the desire and
  persistence to lead to make a difference- can
  substantially improve their abilities to do so.
• Kouzes and PosnerThe Leadership Challenge

44

• Leadership is like the Abominable Snowman, whose
  footprints are everywhere but who is nowhere to
  be seen
• Bennis Nanus
• 1985