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How do you think leaders are made?

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Have you tried leading a group of people? How did you do it?

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Have you tried leading a group of people? How did you do it?

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Leadership is like a beauty...

According to Bennis (1989): like beauty, leadership is hard to define, but you know it when you see it

Leadership is a social influence process...

According to Chemers (1997:1): “…a process of social influence in which one person is able to enlist the aid and support of others in the accomplishment of a common task”

Therefore,

We define leadership broadly as a social process in which an individual or a group influences behavior toward a shared goal.

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A. Management

Management is

Kotter (1990) states that -  “Management is about producing order and consistency”

B. Leadership

“Leadership is about generating constructive change”

It is about – Raising expectations; improving quality and effectiveness
cited by Mathew (2006)

Check the Venn-diagram below
https://culcalvintey.wordpress.com/2018/03/11/most-effective-leadership-management-styles-approaches/

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A video on Leadership and Management

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Ensure focus on the progress and development of individual students:

Identify and reduce barriers to learning

Assure the quality of learning and teaching

Get the best from teachers:

Create a learning culture

Build a relationship with the community

Provide vision, inspiration and strategic coherence

Raise expectations

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1. Trait Approach

• Key leadership traits are inherited.
• Stogdill’s meta-analysis casts dim view on pure trait research: impact of traits varies widely from situation to situation, so a person does not become a leader based on the possession of traits alone.

Strengths
Criticisms
Application

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Some traits and skills associated with effective leadership can be broken into 3 groups.

1. Personality

° Relatively stable dispositions to behave in a particular way--four are of particular note:
• Self-confidence: more likely to set high goals and persist
• Stress-tolerance: make good decisions, stay calm, provide decisive directions under stress
• Emotionally mature leaders: accurate awareness of strengths and weaknesses, are oriented toward self-improvement
• Integrity: consistent with stated values

2. Motivational Traits

° Set of energetic forces from both within and beyond an individual to initiate work-related behavior and determine its form, direction, intensity, and duration.
° Four Motivational Traits:
• Task and interpersonal needs
• Power needs
• Achievement orientation
• High expectations for success

3. Skills

3 important categories of skills for effective leadership (Yukl, 2002 and Northouse, 2004)
• Technical Skills: specialized knowledge about a specific type of work, activity, procedure, or technique
• Interpersonal Skills: understanding of feelings and attitudes of others, knowing how to work with people in individual and cooperative work relationships
• Conceptual Skills: ability to conceptualize, think logically, reason analytically, deductively and inductively.

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2. Situational Approach
• Researchers tried to identify setting characteristics that influenced leader success.
• Possible situational determinants of leadership:

1. Structural properties of organization: size, hierarchy, formalization, technology

2. Role characteristics: type and difficulty of task, rules, content, performance expectations, power

3. Subordinate characteristics: education, age, knowledge, experience, tolerance for ambiguity, responsibility, power

4. Internal environment: climate, culture, openness, participation levels, group atmosphere, values, norms

5. External environment: complexity, stability, uncertainty, resource dependency, institutionalization

Strength
Criticisms
Application

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Fred Fiedler, a scientist who studied the personality and characteristics of leaders, created the Fiedler Contingency Model in mid-1960s.
-Mind Tools Content Team

According to this theory, effectiveness and leadership depend on a number of factors, including the situations and the personal characters of leaders.
- ToolsHero

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MBA 101 Leadership, Fiedlers Contingency Theory

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What are the Contingency Models of Leadership?

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What are the Contingency Models of Leadership?

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1. Instructional Leadership
Most commonly associated with school principals who manage curriculums, budgeting and scheduling and are responsible for the success of each student in their schools.

These individuals often strive to empower teachers to become leaders themselves, distributing the weight of the school's responsibilities more equitably and providing a model of teamwork for students to look up to.
-Career Guide, 2020

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2. Distributed Leadership

According to Dr. Alma Harris, distributed leadership equates with shared, collective and extended leadership practice that builds the capacity for change and improvement.

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3. Transformational Leadership

In 1973, James V. Downton started the concept of transformational leadership. In 1978, James Burn expanded the idea. And in 1985, Bernard M. Bass further expanded the concept.
-CIO Today's Top Stories

In transformational leadership, the employees were encouraged by the leaders to create and make change for the future success of the company. -White, 2018

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4. Servant Leadership

Servant Leadership was first coined by Robert K. Greenleaf in his 1970 essay entitled "The Servant as a Leader".
-Mind Tools Content Team

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Said theories emphasize the traits and behaviors that individuals can adopt to boost their own leadership abilities.

Know your leadership style and be flexible

Match your leadership style to the situation

“Mission first, people always:”

Strive to be broadly effective

Be both an instructional and organizational leader

Delegate and distribute leadership widely

Be inspirational, intellectual, idealistic, and tailor you leadership to your subordinates

Lead by serving

Make informality a virtue

Be just

Avoid the Dark Triad: Narcissism, Machiavellianism, and a Psychopathy.

(Click the video for additional notes of what traits make a great leader)

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How To Be A Leader - The 7 Great Leadership Traits

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Said taxonomy of leadership provides philosophies, systems, organization and identification that aids in distinguishing one type of leader from another.

Leaders as managers:

administering; assuring compliance; taking responsibility for buildings and day to day organization

Leaders as leaders of people:

the school community

Pedagogical leaders:

taking responsibility for pedagogy and shaping the curriculum

Accountable leaders:

taking responsibility for the educational performance of the school and standards reached by students

Community leaders:

working with and involving parents, other agencies and the community

Distributive and developmental leaders:

delegating responsibility and accountability, challenging and supporting, and developing leadership potential.

Leaders of learning:

developing the skills of staff and students and parents as a learning community and networking with other schools to share best practices.

Executive leaders:

taking responsibility for more than one school

System leaders:

schools leading schools; caring for the education and well-being of students in other schools as well as one’s own

(Click the video for additional notes in putting organizational leadership in school context)

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Edmonton Regional Learning Consortium - ERLC

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What makes great teachers and great school leaders?