RESPONSIVE PRACTICAL LEADERSHIP

AND GOOD GOVERNANCEContents Purpose Outcome Introduction Methodology & Approach Responding to the 21ST Century Dynamics Context Management & Leadership Understanding Leadership Power, Authority & Leadership Managerial Leadership Six Leadership Style Leadership Dynamics of Partnerships Qualities for Sustainable Cooperative and Good Governance Conclusion

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PURPOSE

Educators to lead themselves

Lead their team members and all critical

stakeholders towards achieving

organizational

goals

Effective execution of curriculum

Building greatness and the culture of

excellence

Ensuring improvement in their areas of

responsibility

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OUTCOME

The course will enable educators and principals to develop

facilitative and personal empowering leadership principles

Understand leadership dynamics and the challenges of the

21st Century.

Understand the elements of managerial and strategic

leadership.

Apply the elements of emotional intelligence to their areas of

responsibility.

Apply a suitable leadership style for each situation to achieve

the desired outcome.

Understand and apply the six leadership styles of Daniel

Goleman to the work environment.

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OUTCOME

Identify and experience internal barriers such as beliefs,

judgements which limit intrapersonal connection and

relationships.

Learn and understand tools to effect good relations,

communication, influence and connecting with self, others,

the school and its context.

Enhance truthful communication to foster effective

delegation, enhance continuous learning, and improve

understanding and instil problem-solving paradigm

Enhance ability to create win-win solutions and also learn to

disagree with each other

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INTRODUCTION

Focused areas:

Understanding what a leader is and how to be effectiveThe difference between leaders and managersThe various elements of holistic leadershipLeadership behaviour resulting in positive influence

In this session we are going to focus on the practical application of leadership on areas of your work environment. The session will therefore focus on the practical application of leadership on:

Leading and influencing peopleBeing hands-on while providing space for self leadershipLeading strategically and being of inspiration and modelling effectiveness

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METHODOLOGY & APPROACH (1)

The course enables educators and principals to develop

facilitative

and empowering leadership

Instill excellence and meaningful relationships that add value

to the schools

This is achieved through the development of ability to

connect by focusing on three key areas:

Leading self – you know what you want and what you

don’t want 6

METHODOLOGY & APPROACH (2)

Influencing others – helping others to connect with

themselves

People want to be heard and have their intentions

acknowledge without judgment and prejudice

Understanding the context and organizational imperatives –

current leadership dynamics of this century are about

managing change, relationships, influence and partnerships,

yet remaining focus on the critical business goals that give

maximum benefits

Enhancing purposeful partnership

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METHODOLOGY & APPROACH (3)

According to S.A constitution and democratic environment, the

following principles are imperative to know, understand and

apply as stated in Batho Pele:

Consultation which enforces dialogue and participation

Service standards as a means for benchmarking outputs and

outcomes

Access and equal basis to the provision of services

Courtesy as values for high consideration

Information which is detailed, relevant and accurate

Openness and transparency

Redress where apology and full explanation should be given

if promises are not met

Value for money for efficient and effective services

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RESPONDING TO THE 21st CENTURY DYNAMICS

Challenges faced today globally in general:

Realisation that real fundamental change comes through

transformation

Breaking with the past and discover a breakthrough to the

future

The above can be achieved through true partnership with the

public, community and the private sector

Socio economic crisis

Globalization

Competitiveness

Cutting edge knowledge

Interdependence

Diversity and right based paradigms

Equality

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CONTEXT

Consultation

Joint ownership and accountability

Delegation of authority on areas of policy formulation

(Government)

Effective implementation (civil society) and effective

monitoring and evaluation (jointly)

People centred driven approach to management and

leadership

Therefore the school is a centre of such attention and pressure

as a physical and visible resource to many communities.

Therefore it has to position itself differently in today’s

environment and needs.

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MANAGEMENT & LEADERSHIP

ACTIVITY 1:

Management - formulate your personal “definition” for the

term “ management”

Leadership – formulate your personal “ definition” for the

term “leadership”

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MANAGEMENT & LEADERSHIP

From an organizational point of view:

Leadership is the ability of the manager to affect the

behaviour of their people in order to achieve organizational

goals.

To succeed in this a manager must know how to affect the

behaviour of their followers

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UNDERSTANDING LEADERSHIP

Leadership is central to management

As a leader you see the best in others and also know how to

get the best out of them

Being a leader means building commitment to goal

attainment among those being led

As well as a strong desire for them to continue following

LEADERSHIP, HOWEVER, GOES BEYOND FORMAL

POSITION13

UNDERSTANDING LEADERSHIP

Activity

Consider below elements of the leadership triangle. Explain why there is a strong need for leadership in your organisation.

COMMUNICATION MOTIVATION

INFLUENCE

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PRACTICAL LEADERSHIP

Influence is the most important leadership quality.

No influence – no leadership

Guidelines with regard to exerting influence

What you do and what you say counts

Do you talk about problems, or do you DO something

about them?

• Empower

I know exactly what is expected of me everyday

I have the right tools and equipment to do my work right

I have the opportunity to do what I can do best everyday

• Individual Concern

Someone at work cares about me as a person

Someone at work cares about my development

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Individual Concern

Leaders have a special ability to influence emotions that

make managers uncomfortable

Henry Ford: “Why do I always get a whole person when I

really only need a pair of hands?”

A mere pair of hands is just a number and a means to an end

Top predictor of trustworthiness – “does the company care

about me as a person?

Large percentage of employees who perceive to be numbers

only:

– Will cheat when they think they can get away with it

– Will resign when they get the opportunity

– Will find it difficult to accept a leader of a different

race or gender

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POWER, AUTHORITY AND LEADERSHIPOne of the characteristics of leadership is that leaders exercise power. Concept of power as the ability to induce or influence behaviour.

Position Power Is defined as the extent to which you as a leader have rewards, punishments and sanctions which you can bring to bear in reference to your subordinates. This is the authority which has been delegated to you by your superiors.

Personal Power  

Is the extent to which followers respect, feel good about, and are committed to their leader and see their goals as being satisfied by the goals of their leader. It is the extent to which you gain the confidence and respect of your people .Your ability to generate cohesiveness and commitment among the people you are attempting to lead.

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POWER, AUTHORITY AND LEADERSHIP

Personal Power versus Positional Power

There is a very important interrelationship existing between position power and personal power. Personal and position power is interdependent to the following extent:

The amount of position power delegated to you by superiors depends to a great extent on perception of how much personal power you have, i.e. the extent to which your people will follow your lead.

The amount of personal power given to you by your subordinates depends to a great extent on their perception of how much position power you have, i.e. " the amount of rewards, punishments and sanctions you are able to exercise as a result of management's trust in you. 

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POWER, AUTHORITY AND LEADERSHIPPerception of Power

When considering power, as with leadership style, it is not reality that evokes behaviour on the part of superiors or subordinates it's their perception of reality that evokes behaviour   Leadership and Power

Since power influence potential, the particular combination of personal and position power you have at a given time affects the leadership styles you can apply effectively to the extent you intend to operate as an autocratic manager, be sure you have plenty of position power (rewards, punishments, sanctions).

ActivityConsidering the above model, which style of exerting power will result in growing, contributing team members and eventual organisational growth? Provide reasons for your answer please.  

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TIPS ON ENHANCING INFLUENCE

Develop the reputation of being an expert in something of perceived value Make time for individual critical relationships Develop and apply sound networking skills Ensure you apply your “influence tactics” effectively Select the correct combination of power bases

For a good leader is not a "know it all", but rather someone who freely accepts, and encourages

involvement from his or her followers.

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ENHANCING INFLUENCE Influence doesn’t come to us instantaneously. It grows by stages.

You don’t have to be a professional

It does not go according to gender

No marital status

Age group or fame

Or of a certain ethnic group, race or nationality

Activity:

Name people you know that had influence on your life or

other people. In what way have they influenced you or

other people?

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ENHANCING INFLUENCE

Everyone has influence  Everyone is an influencer of other people

A politician such as the president of RSA has influence on millions of his followers

A teacher, such as the late Leepile Taunyana, who taught Irvin Khoza, touched the life of his own student and also indirectly influences all the people Irvin grow to influence

If your life connects with other people, then you are an influencer

Everything you are at home , church, in your job, or in ball field has an impact on the lives of other people

American poet-philosopher Ralf Waldo Emerson said, ”Every person is a hero and an oracle to somebody, and to that person, whatever he says has an enhanced value”

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INTEGRITY

 Integrity is adherence to moral and ethical principles; soundness of moral character; honesty

Ethical principles are not flexible

A little white lie is still a lie, theft is theft whether R1 or R1 million

It commits itself to character over personal gain, to people over things, to service over power, to principle over convenience, to long view over immediate

Integrity is crucial for business and personal success

Integrity is more critical if you want to be an influencer

Foundation upon which many other qualities are built, such as respect, dignity and trust

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INTEGRITYIntegrity is not based on credentials

Character comes from who we are, but some people want to be judged not by who they are, but the titles they have earned or by the position they hold, regardless of the nature of their characterCredentials never accomplish what character can

Look at some differences between the two:

Credentials Character

Are transient Is permanentTurn the focus to rights Keeps focus on responsibilitiesAdd value to only one person Adds value to many peopleLook to past accomplishments Builds a legacy for the futureOften evoke jealousy in others Generates respect and integrityCan only get you in the door Keeps you there

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INTEGRITY

No number of titles, degrees, offices, designations, awards, licenses, or other credential can substitute for basic, honest integrity when it comes to the power of influencing others.

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INTEGRITYQuestions to help you measure your integrity:

1.How well do I treat people from whom I can gain nothing?2.Am I transparent with others?3.Do I role-play based on the person(s) I am with?4.Am I the same person when I am in the spotlight as I am when I am alone?5.Do I quickly admit wrongdoing without being pressed to do so?6.Do I put other people ahead of my personal agenda?7.Do I have an unchanging standard for moral decisions, or do circumstances determine my choices?8.Do I make difficult decisions even when they have a personal cost attached to them?9.When I have something to say about people, do I talk to them or about them? 10.Am I accountable to at least one other person for what I think, say, and do?

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MANAGERIAL LEADERSHIPManagerial Leadership – The Head, Heart and Feet

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By this time it should be evident that we can relate to leadership as head, heart and hands relationships.  

The strategic leadership of the head   The inspirational leadership of the heart   The supervisory leadership of the feet 

Strategy – positioning my

area of responsibility and ensuring growth

Influence – through what we do

and say

Culture – ensuring “the way we do things around here” results in positive

people

Quality Supervision –

hands-on

Inspiration

EMOTIONAL INTELLIGENCE

Six styles of leadership spring from different components of emotional intelligence.

Emotional intelligence - is the ability to manage ourselves and our relationships effectively.

OR

Emotional intelligence refers to the capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions in ourselves and in our relationships - Daniel Goleman

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EMOTIONAL INTELLIGENCE

It consists of four fundamental capabilities: 1.Self awareness

Emotional self awareness: the ability to read and understand your emotions as well as recognize their impact on work performance, relationships, and the like

Accurate self assessment: a realistic evaluation of your strengths and limitations

Self confidence: a strong and positive sense of self worth

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EMOTIONAL INTELLIGENCE2. Self Management

Self control: the ability to keep disruptive emotions and impulses under control

Trustworthiness: a consistent display of honesty and integrity

Conscientiousness: the ability to manage yourself and your responsibilities

Adaptability: skill at adjusting to changing situations and overcoming obstacles

Achievement orientation: the drive to meet an internal standard of excellence

Initiative: a readiness to seize opportunities

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EMOTIONAL INTELLIGENCE

3. Social Awareness

Empathy: skill at sensing other people’s emotions, understanding their perspective, and taking an active interest in their concerns

Organizational awareness: the ability to read the currents of organizational life, build decision networks, and navigate politics

Service Orientation: the ability to recognize and meet customer’s needs

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EMOTIONAL INTELLIGENCE

4. Social Skill

Visionary leadership: The ability to take charge and inspire with a compelling vision

Influence: the ability to wield a range of persuasive tactics

Developing others: the propensity to bolster the abilities of others through feedback and guidance

Communication: skill at listening and at sending clear, convincing, and well-tuned messages

Change catalyst: proficiency in initiating new ideas and leading people in a new direction

Conflict management: the ability to de-escalate disagreements and orchestrate resolutions

Building bonds: proficiency at cultivating and maintaining a web of relationships

Teamwork and collaboration: competence at promoting cooperation and building teams

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SIX LEADERSHIP STYLE

Daniel Goleman (2005) identified six styles of leadership.

Coercive leaders demand immediate compliance

Authoritative leaders mobilize people toward a vision Affiliative leaders create emotional bonds and harmony Democratic leaders build consensus through participation Pacesetting leaders expect excellence and self-direction Coaching leaders develop people for the future. 33

SIX LEADERSHIP STYLE Below is a summary of the styles, their origin, when they work best and their impact on the organization’s climate and its performance.

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  Six Leadership Styles Coercive Authoritative Affiliative

The Leader’s Modus

Operandi

Demands immediate compliance

Mobilizes people towards a vision

Creates harmony and builds emotional

bonds

Approach Do what I tell you

Come with me People come first

Underlyingemotional

intelligencecompetencies

Drive to achieve,

initiative & self-control

Self confidence, empathy & change

catalyst

Empathy, building relationships & communication

When the style works best

In a crisis, to kick start a

turnaround or dealing with problematic employees

When changes require a new vision

or when clear direction is needed

To heal rifts in a team or motivate people in

stressful times

Impact on climate

Negative Strongly positive Positive

SIX LEADERSHIP STYLE

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  Six Leadership Styles Democratic Pacesetting Coaching

The Leader’s Modus Operandi

Forgesconsensus

throughparticipation

Sets highstandards forperformance

Develops peoplefor the future

Approach What do you think?

Do as I do - now Try this

Underlyingemotional

intelligenceCompetencies

Collaboration,team

leadership,communication

Conscientiousness,drive toachieve,initiative

Developingothers, empathy,self-awareness

When the style works best

To build buy-inor consensus, or

to get input from

valuableemployees

To get quickresults form a

highly motivatedand competent

team

To help anemployeeimprove

performance ordevelop long term

strengths

Impact on climate

Positive Negative Positive

CASE STUDY – DEMOCRATIC STYLE OF LEADERSHIP

Catholic School System in a large metropolitan area ran by Sister Mary

Question: What type of leadership style did Sister Mary implement?

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SIX LEADERSHIP STYLE Activity The School Governing Body of your school has asked you and your SMT to advise them.

The SGB expects of you:

1. to be brutally honest about the leadership style/s that are dominant in their team as well as

2.the effect of these styles on individual staff and parents as well as 3.on the performance of the school especially Grade 12. The SGB further expects of you to 4. make recommendations with specific reference to the leadership styles that will ensure your school becomes effective, empowering and facilitative in its leadership.

Discuss this in your SMT groups and prepare for a plenary presentation of 5 minutes.

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GROUP DISCUSSION

Take 20 minutes to discuss the following questions with three

or four other learners.

How would you describe the current status of followership in

your own department and in the public sector as a whole?

Which of the suggested steps for cultivating a followership

oriented leadership approach could be applied practically within

your department? 38