LEADER AND LEADERSHIP DEFINED

LEADERSHIPfor the

Twenty-FirstCentury

III-BSE2

Schlechty (1990):Leader is a person who is in a position to influence others to act and who has, as well, the moral, intellectual, and social skills required to take advantage of that position.

LEADERSHIPfor the

Twenty-FirstCentury

III-BSE2

Stogdill (1950):Leadership is the process of influencing the activities of an organized group in its efforts toward goal setting and goal achievement.

LEADERSHIPfor the

Twenty-FirstCentury

III-BSE2

1. A group

2. A common task

3. Differentiation of Responsibility

LEADERSHIPfor the

Twenty-FirstCentury

III-BSE2

Stogdill (1950):The minimal social conditions which permit the existence of leadership are the following:

Tucker (1981):Leadership has seldom been simply a function of personal charisma. Charisma can help one amass power and authority, but charisma alone will not get the job done.

LEADERSHIPfor the

Twenty-FirstCentury

III-BSE2

Liphan (1964):Leadership is the initiation of a new structure or procedure for accomplishing an organization’s goals and objectives.

LEADERSHIPfor the

Twenty-FirstCentury

III-BSE2

Greenfield (1986):Leaders who are effective will try to commit others to the values that they themselves believe are good.

LEADERSHIPfor the

Twenty-FirstCentury

III-BSE2

INDICATORS OF GOOD LEADERSHIP

LEADERSHIPfor the

Twenty-FirstCentury

III-BSE2

1. LOVE of the task and concern with people.

LEADERSHIPfor the

Twenty-FirstCentury

III-BSE2

2. ENERGY. The process is continuous where change overlaps other changes.

LEADERSHIPfor the

Twenty-FirstCentury

III-BSE2

3. ACCEPTANCE of realities.

LEADERSHIPfor the

Twenty-FirstCentury

III-BSE2

4. DISCIPLINE. Functions and duties are continuously monitored with reference to time frame and achievement.

LEADERSHIPfor the

Twenty-FirstCentury

III-BSE2

5. EXPERTISE. This is a source of personal power in effecting change.

LEADERSHIPfor the

Twenty-FirstCentury

III-BSE2

6. RESPONSIBILITY. Every rally to support change is a responsibility to take risks in determining quantifiable and qualitative results.

LEADERSHIPfor the

Twenty-FirstCentury

III-BSE2

FOUR ESSENTIAL COMPETENCIES OF LEADERS

LEADERSHIPfor the

Twenty-FirstCentury

III-BSE2

1. Management of MEANING.

LEADERSHIPfor the

Twenty-FirstCentury

III-BSE2

2. Management of ATTENTION.

LEADERSHIPfor the

Twenty-FirstCentury

III-BSE2

3. Management of TRUST.

LEADERSHIPfor the

Twenty-FirstCentury

III-BSE2

4. Management of SELF.

LEADERSHIPfor the

Twenty-FirstCentury

III-BSE2

BEHAVIORS THAT WILL ENHANCE THE PERSONAL POWER OF LEADERS

LEADERSHIPfor the

Twenty-FirstCentury

III-BSE2

EMPATHY. Your capacity to participate in another’s feelings or ideas.

LEADERSHIPfor the

Twenty-FirstCentury

III-BSE2

OBJECTIVITY. Correcting mistakes or any misunderstanding involves emotional stability.

LEADERSHIPfor the

Twenty-FirstCentury

III-BSE2

CREDIBILITY. It makes leaders worthy of support and praise.

LEADERSHIPfor the

Twenty-FirstCentury

III-BSE2

GOOD COMMUNICATION SKILLS. The art of communicating plays a great deal in convincing people to perform efficiently and willfully.

LEADERSHIPfor the

Twenty-FirstCentury

III-BSE2

INTERPERSONAL RELATIONS. Good teamwork is an essential factor in the attainment of a goal.

LEADERSHIPfor the

Twenty-FirstCentury

III-BSE2

QUALIFICATIONS FOR LEADERSHIP

LEADERSHIPfor the

Twenty-FirstCentury

III-BSE2

1. The educational leader clearly needs to be an educator.

LEADERSHIPfor the

Twenty-FirstCentury

III-BSE2

2. He should be a keen observer of the education and social scenes.

LEADERSHIPfor the

Twenty-FirstCentury

III-BSE2

3. He needs to be an organizer.

LEADERSHIPfor the

Twenty-FirstCentury

III-BSE2

4. The leader needs to be a keen judge of people.

LEADERSHIPfor the

Twenty-FirstCentury

III-BSE2

5. The leader needs to understand the medium of policy formation and implementation-communication.

LEADERSHIPfor the

Twenty-FirstCentury

III-BSE2

6. The leader should possess some understanding of finance.

LEADERSHIPfor the

Twenty-FirstCentury

III-BSE2

7. The leader needs to understand public relations.

LEADERSHIPfor the

Twenty-FirstCentury

III-BSE2