2_moduleconceptsofleadership

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Module Two: Leadership Skills

Concepts of Leadership

Susan O’Shaughnessy

School Management Advisor


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Concepts of Leadership

“ Good Leaders are made not born”

In this course it will e argued that good leaders are made not

orn!

It will e argued that good leaders develop through a never

ending process of self" study# education# training and e$perience!

In order to develop this premise we need first to have a shareddefinition of what leadership is!


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Leadership continued…

%ass’ &'()( * '((+, theory of leadership states that there are three

asic ways to e$plain how people ecome leaders! The first two

e$plain the leadership development for a small numer of people !

These theories are:

Some personality traits may lead people naturally into leadership

roles. This is Trait Theory.

A crisis or important event may cause a person to rise to the

occasion , which brings out etraordinary leadership !ualities in an

ordinary person . This is the "reat #vents Theory.

$eople can choose to become leaders. $eople can learn leadership

skills. This is the Transformational Leadership Theory.


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%e &now 'o

%e a professional. -$amples: %e loyal to the organi.ation# perform selfless service# ta/e personalresponsiility!

%e a professional who possesses good character traits . -$amples: 0onesty’ competence# candor#commitment# integrity# courage# straightforwardness# imagination!

&now the four factors of leadership ( follower# leader# communication# situation!

&now yourself. -$amples: strengths and wea/nesses of your character# /nowledge and s/ills!

&now human nature. -$amples: 0uman needs# emotions# and how people respond to stress!

&now your )ob. -$amples: e proficient and e ale to train others in their tas/s!

&now your organi*ation. -$amples: where to go for help# its climate and culture# who the unofficialleaders are!

'o provide direction. -$amples: goal setting# prolem solving# decision ma/ing# planning!

'o implement. -$amples : communicating# coordinating# supervising# evaluating!

'o motivate. -$amples: develop moral and esprit in the organi.ation# train# coach# council!


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The +our +actors of Leadership

Communicator 1ou lead through two way communication! Much of it is nonveral! 2or instance# when you set the

e$ample that illustrates that you would not e as/ing them to do anything you would not e willing to

do yourself! 3hat and how you communicate either uilds or harms the relationship etween you

and the employees!

Leader 1ou must have an honest

understanding of who you are# what

you /now# and what you can do! It is

the followers who will determine if a

leader is successful! If they do not

trust or lac/ confidence in their

leader then they will e uninspired!

Leadership

+ollower 4ifferent people re5uire different stylesof leadership! 2or e$ample# a new

person re5uires more supervision than

an e$perienced employee! A person who

lac/s motivation re5uires a different

approach to one with a high degree of

motivation!

Situation All are different! 3hat you do in one situation will not always wor/ in another! 1ou must use your

6udgment to decide on the est course of action and the leadership style needed for each

situation! 4ifferent schools at different stages of development may re5uire different leadership

styles!


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Culture and Climate

A school’s climate is directly related to the leadership and

management style of the leader# ased on the values# attriutes#

s/ills’ and actions# as well as the priorities of the leader! The ehavior

of the leader is the most important factor that impacts the climate!

On the other hand the culture is a long term# comple$# phenomena!Culture represents the shared e$pectations and self" image of the

organisation! The mature values that create 7tradition8 or the 7 way we

do things here8! Things are done differently in every organisation! The

collective vision and common fol/lore that define the institution are a

reflection of culture! Individual leaders cannot easily create or change

a culture ecause culture is part of the organi.ation!


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Leadership -odels

Leadership models help us to understand what ma/es leaders act the

way they do! The ideal is not to loc/ yourself in to a type of ehavior

discussed in the model ut to reali.e that every situation calls for a

different approach or ehavior to e ta/en! Two models follow:

The +our +ramework Approach and The -anagerial "rid!

The +our +ramework Approach

In this approach %olman and 4eal &'((', suggest that leaders display

leadership ehaviors in one of four different types of framewor/s9

Structural# 0uman# esource# ;olitical# or Symolic! The style can

either e effective or ineffective# depending upon the chosen ehaviorin certain situations!


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The +our +ramework Approach

Structural +rameworkIn an effective leadership situation# the leader is asocial architect whose leadership style is analysis

and design! 3hile in an ineffective leadership

situation# the leader is a petty tyrant whose

leadership style is details! Structural Leaders

focus on structure# strategy# environment#

implementation# e$perimentation# and adaptation!

uman /esource +rameworkIn an effective leadership situation# the leader is a

catalyst whose leadership style is support# advocate

and empower! In an ineffective leadership situationthe style is adication!

0uman resource leaders elieve in people and

communicate that elief! They are visile and

accessile! They empower# increase participation#

support# share information# and move decision

ma/ing down into the organi.ation!

Symbolic +rameworkIn an effective leadership situation# the leader

is a prophet# whose leadership style is

inspiration! 3hile in an ineffective leadershipsituation# the leader is a fanatic or fool#

whose leadership style is smo/e and mirrors!

Symolic leaders view organi.ations as a

stage or theatre to play certain roles! They

discover and communicate a vision!

$olitical +rameworkIn an effective leadership situation# the leader is anadvocate# whose leadership style coalition and uilding!

3hile in an ineffective leadership situation# the leader is

a hustler# whose leadership style is manipulation!

;olitical leaders clarify what they want and what they

can get! They assess the distriution of power and

interests and they uild lin/ages to other sta/eholders!

They use persuasion first and then use negotiation and

coercion only if necessary!

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< =

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The -anagerial "rid

The %la/e and Mouton managerial grid uses two a$is:

0. 1Concern for people2 is plotted using the vertical ais

3. 1Concern for Task2 is along the hori*ontal ais

They oth have a range of + to (! The notion that 6ust two

dimensions can descrie a managerial ehavior has the attraction of simplicity!

These two dimensions can e drawn as a graph or a grid!

Most people fall somewhere near the middle of the two a$is! %ut y going to e$tremes#

that is people who score on the far end of the scales# we come up with four types of

leaders:

0. Authoritarian 4 telling53. Team Leader 4 coaching5

6. Country club 4 consulting5

7. 8mpoverished leader 4 delegating5


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The Authoritarian 4 telling5 4 high task, low relationship5

;eople who get this rating are very much tas/ orientated andhard on their wor/ers &autocratic,!

There is little or no allowance for cooperation or collaoration!

0eavily tas/ orientated people display these characteristics:

they are very strong on schedules9

they epect people to do what they are told without !uestion ordebate 9

when something goes wrong they tend to focus on who is to blamerather than concentrate on eactly what is wrong and how to prevent it9

they are intolerant of what they see as dissent4 it may be )ustsomeone2s creativity5, so it is difficult for others to contribute or develop.


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The Team Leader 4 coaching5 4 high task, high relationship5

This type of person leads y positivee$ample and endeavors to foster a teamenvironment in which all team memers canreach their highest potential# oth as teammemers and as people!

They encourage the team to reach teamgoals as effectively as possile# while alsowor/ing tirelessly to strengthen the ondsamong the various memers!

They normally form and lead some of themost productive teams!


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The Country Club Leader 4 consulting5 4low task, high relationship5

This person uses predominately reward power to

discipline and to encourage the team to accomplish its

goals!

Conversely# they are almost incapale of employing the

more coercive and legitimate powers!

This inaility results from fear that using such powers

could 6eopardi.e relationships with other team memers!


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8mpoverished Leader 4delegating5 4 low task, low relationship5

A leader who uses a ? delegate anddisappear’ management style!

Since they are not committed to eithertas/ accomplishment or maintenance# theyessentially allow their team to do whateverit wishes and prefer to detach themselvesfrom the team process y allowing theteam to suffer from a series of power

struggles!


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"ood Luck with the "ame:


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The "ame ; Situational Leadership

Telling

ConsultingCoaching

'elegating

/#LAT8


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Leadership Styles

In this theory two ma6or factors affect individuals’ response to

your style as a leader:

'! The emphasis you place on the tas/ a memer of your team is

carrying out! The more you stress this the more directive your ehavior

will e! In other words# the more you are li/ely to specify what you

want #when you want it y# and how the wor/ should e done!

more you stress this the more supportive your ehavior will e! 1ou will

encourage and praise their wor/ and see/ to encourage closerelationships!


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