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Dr. Kritsonis Recognized as Distinguished Alumnus In 2004, Dr. William Allan Kritsonis was recognized as the Central Washington University Alumni Association Distinguished Alumnus for the College of Education and Professional Studies. Dr. Kritsonis was nominated by alumni, former students, friends, faculty, and staff. Final selection was made by the Alumni Association Board of Directors. Recipients are CWU graduates of 20 years or more and are recognized for achievement in their professional field and have made a positive contribution to society. For the second consecutive year, U.S. News and World Report placed Central Washington University among the top elite public institutions in the west. CWU was 12th on the list in the 2006 On-Line Education of “America’s Best Colleges.”
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IMPROVING LEADERSHIP:IMPROVING LEADERSHIP:Getting to the Top of the MountainGetting to the Top of the Mountain
William Allan Kritsonis, PhDWilliam Allan Kritsonis, PhD
ProfessorProfessor
PhD Program in Educational LeadershipPhD Program in Educational Leadership
Prairie View A&M UniversityPrairie View A&M University
The Texas A&M University SystemThe Texas A&M University System
33
I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP
1. WHAT DOES LEADERSHIP MEAN TO YOU?
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2. WHAT ARE THE CHALLENGES OF LEADERSHIP?
I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP
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3. WHERE DOES MOTIVATION COME INTO PLAY IN THE LEADERSHIP ROLE?
I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP
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4. HOW IMPORTANT IS ECONOMIC INCENTIVES IN REGARDS TO LEADERSHIP?
I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP
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5. WHAT ABOUT GROWTH AND SELF-ACTUALIZATION IN IDENTIFYING LEADERS?
I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP
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6. ARE INDIVIDUAL COMMITMENT AND MOTIVATION ESSENTIAL TO SUCCESS IN A LEADERSHIP POSITION?
I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP
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7. HOW IMPORTANT IS COLLABORATION AND SHARED VALUES? IS IT TRUE A UNIFYING SCHOOL CULTURE REDUCES CONFLICT?
I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP
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8. DO WE CONSIDER CHANGE FROM THE BOTTOM UP OR TOP DOWN?
I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP
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9. HOW DO YOU COMMUNICATE WITH OTHERS WHO STILL SEE ANOTHER REALITY?
I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP
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10. WHAT DO HIGH-PERFORMING UNIVERSITIES HAVE IN COMMON?
I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP
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11. WHAT ARE THE CRITICAL CHARACTERISTICS OF EXCELLENT UNIVERSITIES?
I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP
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12. IS IT TRUE THAT EFFECTIVE LEADERS ARE DRIVEN,
EXTREMELY DISCIPLINED AND HARDWORKING BUT CONSISTENT IN ATTRIBUTING SUCCESS TO COLLEAGUES RATHER THAN THEMSELVES?
I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP
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13. IS IT TRUE THAT MOST ‘EFFECTIVE’ MANAGERS SPEND MUCH OF THEIR TIME ON COMMUNICTIONS AND HUMAN RESOURCE MANAGEMENT?
I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP
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14. IS IT TRUE THAT IN AN EFFECTIVE ORGANIZATION, INDIVIDUALS ARE RELATIVELY CLEAR ABOUT THEIR RESPONSIBILITIES AND THEIR
CONTRIBUTION?
I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP
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15. IS IT TRUE THAT THE MAIN JOB OF A LEADER IS TO FOCUS ON TASK, FACTS, AND LOGIC RATHER THAN
PERSONALITY AND EMOTIONS?
I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP
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16. WHAT IS THE IMPORTANCE OF SETTING PRIORITIES AND SHARED GOALS, STAYING FOCUSED ON TASKS, BEING ORGANIZED, AND KNOWING WHAT YOU WANT?
I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP
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17. WHY IS IT IMPORTANT FOR THE HUMAN RESOURCE LEADER TO BELIEVE THAT PEOPLE ARE THE CENTER OF ANY
ORGANIZATION?
I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP
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18. IS IT THE JOB OF THE LEADER TO SUPPORT AND EMPOWER PEOPLE?
HOW IMPORTANT IS IT TO SHOW CONCERN FOR PEOPLE, LISTEN TO THEIR ASPIRATIONS AND GOALS, AND COMMUNICATE PERSONAL WARMTH AND OPENNESS?
I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP
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19. HOW IMPORTANT A SKILL IS IT FOR THE HUMAN RESOURCE LEADER TO HAVE THE ABILITY TO COMBINE ADVOCACY WITH INQUIRY?
WHAT IS THE BEST WAY TO WORK AT ARTICULATING WHAT EVERYONE
HAS IN COMMON?
I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP
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20. DO YOU BELIEVE THAT INSPIRATION IS THE MOST IMPORTANT PART OF A
LEADER’S JOB?
DO YOU BELIEVE LEADERS SHOULD BE VISABLE AND ENERGETIC?
DO YOU CONCUR THAT LEADERS NEED TO BE SENSITIVE TO AN ORGANIZATION’S HISTORY AND CULTURE?
I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP
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21. WHY IS TRAGEDY A TEST OF LEADERSHIP?
I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP
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22. IN TIMES OF CRISIS SHOULD WE EXPECT LEADERSHIP FROM
PEOPLE IN HIGH PLACES?
CAN YOU GIVE ME SEVERAL EXAMPLES OF INDIVIDUALS RISING TO THE OCCASION?
I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP
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23. IS IT TRUE WE NEED MORE LEADERS, AS WELL AS BETTER LEADERSHIP?
I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP
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24. WHAT ARE THE CHARACTERISTICS OF EFFECTIVE LEADERS?
I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP
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25. SHOULD WE EXPECT LEADERS TO PERSUADE OR INSPIRE RATHER THAN TO COERCE OR GIVE
ORDERS?
HOW DO GOOD LEADERS PRODUCE COOPERATIVE EFFORT AND PURSUE GOALS THAT TRANSCEND NARROW SELF-INTEREST?
I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP
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II.II. SEVERAL DIMENSIONS SEVERAL DIMENSIONS FOR DISTINGUISHING FOR DISTINGUISHING LEADERSHIP FROM LEADERSHIP FROM
MANAGEMENTMANAGEMENT
1. LEADERS THINK LONG-TERM
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II.II. SEVERAL DIMENSIONS SEVERAL DIMENSIONS FOR DISTINGUISHING FOR DISTINGUISHING LEADERSHIP FROM LEADERSHIP FROM
MANAGEMENTMANAGEMENT
2. LEADERS LOOK OUTSIDE AS WELL AS INSIDE THE ORGANIZATION TO SOLVE PROBLEMS
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II.II. SEVERAL DIMENSIONS SEVERAL DIMENSIONS FOR DISTINGUISHING FOR DISTINGUISHING LEADERSHIP FROM LEADERSHIP FROM
MANAGEMENTMANAGEMENT
3. LEADERS INFLUENCE CONSTITUENTS BEYOND THEIR
IMMEDIATE FORMAL JURISDICTION
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II.II. SEVERAL DIMENSIONS SEVERAL DIMENSIONS FOR DISTINGUISHING FOR DISTINGUISHING LEADERSHIP FROM LEADERSHIP FROM
MANAGEMENTMANAGEMENT
4. LEADERS EMPHASIZE VISION AND RENEWAL
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II.II. SEVERAL DIMENSIONS SEVERAL DIMENSIONS FOR DISTINGUISHING FOR DISTINGUISHING LEADERSHIP FROM LEADERSHIP FROM
MANAGEMENTMANAGEMENT
5. LEADERS MAKE THINGS HAPPEN
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II.II. SEVERAL DIMENSIONS SEVERAL DIMENSIONS FOR DISTINGUISHING FOR DISTINGUISHING LEADERSHIP FROM LEADERSHIP FROM
MANAGEMENTMANAGEMENT
6. ALL GOOD LEADERS HAVE QUALITIES SUCH AS VISION, STRENGTH, AND COMMITMENT
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II.II. SEVERAL DIMENSIONS SEVERAL DIMENSIONS FOR DISTINGUISHING FOR DISTINGUISHING LEADERSHIP FROM LEADERSHIP FROM
MANAGEMENTMANAGEMENT
7. EFFECTIVE LEADERS HELP ARTICULATE SET STANDARDS FOR PERFORMANCE, AND CREATE FOCUS AND DIRECTION
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II.II. SEVERAL DIMENSIONS SEVERAL DIMENSIONS FOR DISTINGUISHING FOR DISTINGUISHING LEADERSHIP FROM LEADERSHIP FROM
MANAGEMENTMANAGEMENT
8. EFFECTIVE LEADERS COMMUNICATE A VISION EFFECTIVELY, OFTEN THROUGH THE USE OF SYMBOLS
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II.II. SEVERAL DIMENSIONS SEVERAL DIMENSIONS FOR DISTINGUISHING FOR DISTINGUISHING LEADERSHIP FROM LEADERSHIP FROM
MANAGEMENTMANAGEMENT
9. GOOD LEADERS HAVE A PASSION AND DEEPLY CARE ABOUT THEIR WORK AND THE PEOPLE WHO HELP DO IT
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II.II. SEVERAL DIMENSIONS FOR SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP DISTINGUISHING LEADERSHIP
FROM MANAGEMENTFROM MANAGEMENT
10. LEADERS BELIEVE LITTLE IN LIFE IS MORE IMPORTANT THAN DOING A GOOD JOB
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II.II. SEVERAL DIMENSIONS FOR SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP DISTINGUISHING LEADERSHIP
FROM MANAGEMENTFROM MANAGEMENT
11. LEADERS HAVE THE ABILITY TO INSPIRE TRUST AND BUILD
RELATIONSHIPS
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II.II. SEVERAL DIMENSIONS FOR SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP DISTINGUISHING LEADERSHIP
FROM MANAGEMENTFROM MANAGEMENT
12. HONESTY CAME FIRST ON A LIST OF TRAITS THAT MANAGERS MOST ADMIRE IN A LEADER
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III.III. ATTRIBUTES ASSOCIATED ATTRIBUTES ASSOCIATED WITH EFFECTIVE WITH EFFECTIVE
LEADERSHIPLEADERSHIP
1. RISK TAKING
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III.III. ATTRIBUTES ASSOCIATED ATTRIBUTES ASSOCIATED WITH EFFECTIVE WITH EFFECTIVE
LEADERSHIPLEADERSHIP
2. FLEXIBILITY
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III.III. ATTRIBUTES ASSOCIATED ATTRIBUTES ASSOCIATED WITH EFFECTIVE WITH EFFECTIVE
LEADERSHIPLEADERSHIP
3. SELF-CONFIDENCE
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III.III. ATTRIBUTES ASSOCIATED ATTRIBUTES ASSOCIATED WITH EFFECTIVE WITH EFFECTIVE
LEADERSHIPLEADERSHIP
4. INTERPERSONAL SKILLS
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III.III. ATTRIBUTES ASSOCIATED ATTRIBUTES ASSOCIATED WITH EFFECTIVE WITH EFFECTIVE
LEADERSHIPLEADERSHIP
5. MANAGING BY WALKING AROUND
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III.III. ATTRIBUTES ASSOCIATED ATTRIBUTES ASSOCIATED WITH EFFECTIVE WITH EFFECTIVE
LEADERSHIPLEADERSHIP
6. TASK COMPLETION
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III.III. ATTRIBUTES ASSOCIATED ATTRIBUTES ASSOCIATED WITH EFFECTIVE WITH EFFECTIVE
LEADERSHIPLEADERSHIP
7. INTELLIGENCE
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III.III. ATTRIBUTES ASSOCIATED ATTRIBUTES ASSOCIATED WITH EFFECTIVE WITH EFFECTIVE
LEADERSHIPLEADERSHIP
8. DECISIVENESS
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III.III. ATTRIBUTES ASSOCIATED ATTRIBUTES ASSOCIATED WITH EFFECTIVE WITH EFFECTIVE
LEADERSHIPLEADERSHIP
9. UNDERSTANDING OF FOLLOWERS
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III.III. ATTRIBUTES ASSOCIATED ATTRIBUTES ASSOCIATED WITH EFFECTIVE WITH EFFECTIVE
LEADERSHIPLEADERSHIP
10. COURAGE
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III.III. ATTRIBUTES ASSOCIATED ATTRIBUTES ASSOCIATED WITH EFFECTIVE WITH EFFECTIVE
LEADERSHIPLEADERSHIP
EFFECTIVE LEADERS WORK HARDER THAN OTHER PEOPLE
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