Meanings are never closed and finished but open and negotiable.
There is never a final interpretation because we never reach a
final perception. (Hedley Beare & Richard Slaughter)
Slide 3
Leadership has to take place every day. It cannot be the
responsibility of the few, a rare event or a once in a while
activity. (Ronald Heifetz and Donald Laurie)
Slide 4
Thomas Sergiovanni Peter Senge Linda Lambert Peter Drucker
Marilyn Katzenmeyer Gayle Moller Michael Fullan Robert Greenleaf
Headley Beare Richard Slaughter John Maxwell James Kouzes Barry
Posner Warren Bennis Burt Nanus Ronald Heifetz Donald Laurie
Slide 5
Slide 6
Leadership as a term offers numerous meanings throughout
organizations and certainly within educational contexts. However
two factors stand out in efforts to define leadership that are
common to all.
Slide 7
Leadership is a group function that requires interaction and in
addition leadership requires intentional influence on the behaviors
of other people. You cannot have leaders without followers but at
the same time there are many ways of viewing how this relationship
works and what makes it work at its best.
Slide 8
Above all leadership should be seen as a process rather than a
product.
Slide 9
There is not one single style of leadership that is better than
other styles. Most leaders create their own style of leading by
seeking what elements work best for them out of a range of possible
styles available. They take the best aspects and weave them
together.
Slide 10
What we mean by leadership and what our expectations of a
leader are has changed dramatically during the past decades. We
should acknowledge that to accept new theories requires a change in
mind set in order to move forward. For example we choose today to
abandon some early theories such as the Great person theory in
light of our greater understanding of more relevant recent
offerings.
Slide 11
HEART-CENTRED THEORY
Slide 12
The Heart Centred Theory of Leadership identified what is
considered important for leaders in terms of a leaders ability to
question processes, inspire shared vision, help others to reach
their full potential and to encourage the heart. This style of
leadership is seen as being inspirational as it doesnt ever resort
to the use of authority but rather energizes others into a common
cause. It generates a compelling vision that changes the way that
individuals see the world around them.
Slide 13
Outstanding leaders appeal to the hearts of their followers not
their minds. (John Maxwell)
Slide 14
It is only with the heart that one can see rightly; what is
essential is invisible to the eye. (Antoine de Saint-Exupery)
Slide 15
HOW DO YOU BEGIN YOUR LEADERSHIP JOURNEY?
Slide 16
WHAT IS OUR VISION FOR OUR PREFERRED LEADERSHIP? HOW SHALL WE
REACH THIS PREFFERED VISION?
Slide 17
Dreams are the touchstones of our character. (Henry Thoreau)
All glory comes from daring to begin. (Eugene F. Ware)
Slide 18
Slide 19
To make dreams apparent to others and to align with them
requires not just mere explanation or clarification but the
creation of meaning... Leadership is the capacity to translate
vision into reality. (Warren Bennis)
Slide 20
Leadership development is a life time journey not a brief trip.
(John Maxwell)
Slide 21
Slide 22
The true measure of leadership is influence- nothing more
nothing less. Leadership isnt about titles, positions or flowcharts
it is about one life influencing others (John Maxwell)
Slide 23
Leadership is not wielding authority its empowering people.
(Becky Brodin)
Slide 24
Leadership does not simply happen. It can be taught, learned,
developed. (Rudolph Giuliani)
Slide 25
Leadership is influencing others to follow. After all if you
dont have followers you are not leading anyone. Leadership is about
working with and relating to people. Leadership is not something
that I or anyone else can give you. You cant buy it. And you cant
expect others to anoint you with leadership because you are the
manger. Leadership has to be earned. The long and the short of
it... It takes time (Valerie Sokolosky)
Slide 26
YOUR VALUES YOUR SKILLS YOUR HUMANITY
Slide 27
VALUES Always value your personal integrity. Your integrity is
integral to the trust that others place in you. Always be
responsible. You must be accountable for your actions. Always be
committed. You must give 100% of yourself to the task at hand.
Always look forward and have a vision for the future.
Slide 28
SKILLS Always communicate effectively Always remove obstacles
that will cause tension and inhibit followers Always be optimistic.
Consider the best scenario and aim for its implementation Always
embrace change
Slide 29
YOUR HUMANITY Always empower others to take responsibility
Always confront issues and be courageous in your journey Always act
as a positive role model Always continue to develop yourself and to
develop others.
Slide 30
Without trust, words become the hollow sound of a wooden gong.
With trust, words become life itself. (John Harold)
Slide 31
Purpose and values Empowerment Relationships and communication
Flexibility Optimal performance Recognition and appreciation
Morale
Purpose and values Empowerment Relationships and communication
Flexibility Optimal performance Recognition and appreciation
Morale
Slide 36
If your actions inspire others to dream more, learn more, do
more and become more, you are a leader. (John Quincy Adams)
Slide 37
Pr eparation is the key to leadership. Before you can begin to
lead you need to ask yourself some critical questions.
Slide 38
Do you have the skills necessary to be a successful
leader?
Slide 39
Do you know what you are expected to do? Do you really know the
people you are leading and what they want?
Slide 40
If you really want to become a great leader then you will need
to know the answers to these simple questions. It is important that
we focus on becoming great leaders, extraordinary leaders.
Slide 41
There isnt really any value in being ordinary leaders if we
really want to make a difference.
Slide 42
To do this we need to practice leadership not merely play at
leadership. In other words keep on building skills. If you want to
know the answers to the questions posed above then you need to
practice gaining skills.
Slide 43
Work on your interpersonal skills Build positive relationships.
Always communicate effectively with others. Energize others to take
action by motivating others to achieve more than they ever thought
possible. Stay approachable and build trust. Some of these skills
that can be practised include:
Slide 44
Develop yourself but also develop others by ensuring that
others have every opportunity to grow and collaborate with others
and build strong teams.
Slide 45
Listen and use peoples names. When talking to people say or do
things that allows the other person to know that you are listening
and understanding.
Slide 46
Smile when meeting and greeting other people!!!!
Slide 47
Always focus on building your personal strengths.
Slide 48
Look at what you already do well and learn how to do it even
better.
Slide 49
Try working on just a few areas at a time so that you can
really improve.
Slide 50
Address weaknesses: Work out a plan of action to overcome any
significant weaknesses.
Slide 51
Do you lack openness to new ideas or a lack of initiative? Do
you lack relationship building skills?
Slide 52
Make a plan to work on any of your flaws.
Slide 53
Learn from your mistakes: Look back and examine your actions
and learn from any mistakes you made. Where could you have made
improvements? Recognize that mistakes are part of the learning
process.
Slide 54
Be open to new ideas: Ask others for their thoughts and ideas
and be genuinely interested.
Slide 55
Capture the enthusiasm of others.
Slide 56
Be accountable: Responsible leaders take the blame for failures
and are always prepared to pass on credit for high quality
work.
Slide 57
Make things happen: Take initiative. Leaders make results
happen and are on the forefront of making change happen. Dont wait
to respond to events after they happen.
Slide 58
Learn from feedback: Find people you can trust to offer you
feedback and learn from what they have to offer so that you can
grow.
Slide 59
Be inclusive: Make sure that you are providing opportunities
for others to share leadership and that no group of stakeholders
has been left out of this.
Slide 60
Make yourself the best leader possible: Learn from others.
Learn from books and seminars. Ask for advice. Be active in your
pursuit of improving your leadership skills.
Slide 61
LEADERSHIP AND MANAGEMENT
Slide 62
There is a profound difference between management and
leadership, and both are important. To manage means to bring about,
to accomplish, to have charge of or responsibility for, to conduct.
Leading is influencing, guiding in direction, course, action,
opinion. The distinction is crucial. (Warren Bennis & Burt
Nanus)
Slide 63
Are they the same? Many people think that leadership and
management are the same thing. They are not the same thing but at
times they do overlap and both are important in a work environment.
However leadership is different from management.
Slide 64
You manage things but you lead people.
Slide 65
Managers work with things such as processes, models and
systems.
Slide 66
Leaders in contrast work with people and their emotions.
Slide 67
Managers do things right but leaders are said to do the right
thing.
Slide 68
Doing things right means that you accomplish things well but
doing the right thing means that your mind goes towards thoughts of
the future and you think about dreams, missions, strategic intent
and purpose.
Slide 69
NO, Leadership isnt Mystical and mysterious!
Slide 70
Leadership has nothing to do with having charisma or other
exotic personality traits. It is not the province of a chosen few.
It is not confined to either males or females.
Slide 71
Nor is leadership necessarily better than management or a
replacement for it.
Slide 72
Do leadership and management work together? Leadership and
management are two distinctive and complementary systems of action.
Each has its own function and characteristic activities. Both are
necessary for success in an organization. Of course not everyone
can be good at both leading and managing.
Slide 73
Some people have the capacity to become excellent managers but
not strong leaders. Others have great leadership potential but for
a variety of reasons, have great difficulty becoming strong
managers.
Slide 74
What is the difference? Management is about coping with
complexity. Good management brings a degree of order and
consistency to a working environment.
Slide 75
Leadership by contrast is about coping with change.
Slide 76
Leadership implies the setting of standards, goals and modes of
behavior for the entire working community and creating and
nurturing structures that support these goals.
Slide 77
Management tends to focus on the status quo. Leadership however
is forward thinking. Leadership sets the style and tone for
achieving a vision and motivates people to achieve this
vision.
Slide 78
Management on the other hand is the tactical process of
executing and achieving the mission. Managements concern lies with
the details and the day to day functions. Leadership is therefore
about vision while management is about execution.
Slide 79
What is the same? Leadership and management overlap in that
they both require you to embrace responsibility in order to be
successful.
Slide 80
The leader is responsible for followers while the manager is
responsible for the details of the mission.
Slide 81
Leadership is needed for problems that do not have easy
answers. To put it simply, the manager administers while the leader
innovates. The manager maintains while the leader develops. The
manager asks how and when while the leader asks what and why.
Slide 82
Leadership or Management?
Slide 83
Lead and inspire people. Dont try to manage and manipulate
people. Inventories can be managed but people must be led. (Ross
Perot)
Slide 84
Never underestimate that a small group of thoughtful, committed
people can change the world, indeed it's the only thing that ever
has. (Margaret Mead)
Slide 85
Slide 86
While current theories of leadership place emphasis on
teamwork, learning networks, empowerment and sharing they do not
offer one simple blueprint to provide the definitive answer as to
what is the optimum theory of leadership. Therefore it is
worthwhile to consider a broad range of available leadership
theories in order to gauge which theory/theories may prove most
relevant for each of us.
Slide 87
GREAT MAN THEORY: This is also known as the trait theory of
leadership as it focuses on traits or characteristics of an
individual as making them great leaders. The idea of this theory is
that if traits of leadership can be easily assessed and recognized
then individuals can be slotted into positions of leadership. In
order to do this personality and physical and mental
characteristics are examined. This theory was very well accepted at
the beginning of the twentieth century having been made famous by
Thomas Carlyle in the 1920s but it is now considered to be
inappropriate in light of our greater knowledge about the
possibilities of leadership.
Slide 88
This Great Man Theory has as its basis that leaders are
actually born with a gift to lead. Individuals are created at birth
with characteristics that mean that they will be great leaders in
the future. It relies on ones heredity and the fortunes of birth
and involves a combination of ones personality, physical and mental
characteristics.
Slide 89
This theory is all about genetic makeup. It is also a very male
oriented theory. In being known as the great man theory its title
excluded women altogether as being capable of leadership. It is
very dependent on authoritarian style leadership.
Slide 90
BEHAVIOURAL THEORY: There are a number of different behavioral
theories but what they have in common is that these theories
believe that effective leadership is dependent on a set of
particular behaviors. If individuals are taught these behaviors
then they can become great leaders.
Slide 91
This theory went beyond the great person theory to emphasize
what leaders actually do on the job and the relationships of such
behaviors to leadership effectiveness. It said that leadership
could be learned.
Slide 92
SITUATIONAL THEORY : Behavioral leadership theory was found to
be missing a crucial element. It was recognized that no leadership
traits, behaviors or styles could automatically result in effective
leadership without being placed within the context of the situation
faced by the leader. A new theory therefore emerged which
considered how a specific situation impacts on leadership.
Slide 93
The idea is that it is not just the leaders style that will
impact on the leaders effectiveness but rather the ability of the
leader to adapt that style to the specific needs of followers at
any given time. Therefore it is also about the degree to which a
situation gives a leader power, control and influence.
Slide 94
TRANSFORMATIONAL THEORY : This theory is built on the belief
that a transformational leader motivates followers to work towards
goals that will positively impact on the organization rather than
immediate self-interests. A transformational leader is seen as an
inspirational leader who is highly motivating.
Slide 95
Transformational leadership is seen as particularly effective
at times when an organization needs to face significant change as
transformational leadership has the capacity to motivate and
inspire others and tends to motivate others to unite together for a
common cause.
Slide 96
STRATEGIC THEORY: This concentrates on the characteristics of
individuals who have the overall responsibility for an organization
and on the practical nature of what they do and how they do it. It
is a theory that is all about process. There are three dimensions
that are considered: time, scale of issue and scope of action.
Strategic leadership can be defined in terms of what a strategic
leader does.
Slide 97
A strategic leader keeps abreast of trends and issues in the
organization and in society at large and anticipates their impact
on the organization in particular and education in general. A
strategic leader shares knowledge within the organization and
encourages others to do so as well. A strategic leader establishes
structures and processes which enable the organization to set
priorities and formulate strategies, which take account of likely
and preferred futures. A strategic leader ensures that the
organization is focused on matters of strategic importance.
Slide 98
SPIRITUAL THEORY : This emerged from the heart-centered
theories. This theory suggests that leadership is all about the
personal depths of a leader. It is about that leaders understanding
of her/his own humanity.
Slide 99
The leader should have a comprehensive and deeply contemplated
world-view. A leader is required to have what is described as the
soul of leadership, an ability to read the messages between the
words to concentrate on what has heart and meaning. Questions
become every bit as important as answers.
Slide 100
LEARNING ORGANIZATION THEORY: The emphasis was moving away from
a behavioral approach towards a more facilitative approach, which
involves leaders building teams and creating networks guided by a
vision of the organization. This theory of leadership moves away
from myths of heroes and born leaders towards leadership that is
seen as building teams and strengthening communities.
Slide 101
Leaders are no longer seen as charismatic but are seen as
designers, teachers and stewards. The concept of the learning
organization suggested the need for individuals who are able to
operate both in the forefront as well as in the background
depending on the specific needs of the situation and the time. This
is seen as a leadership situation without any boundaries.
Slide 102
Leadership within a learning organization is collaborative and
does not rely on positions of designated power. It cant be forced
from above. For a learning organization to become a reality it must
have the commitment of all. It involves all within an organization
wanting to re-culture the organization from the bottom up. It is
built on a foundation of shared vision. A learning organization
offers the opportunity of knowledge acquisition, knowledge sharing
and knowledge utilization that strengthens the whole community and
enhances leadership practices. When organizational leadership
occurs, individuals are able to process knowledge and collectively
solve problems..
Slide 103
VISIONARY THEORY : Leaders must also be visionaries, to be able
to look at an organization and see where they would like it to be
heading. However this should never be an individual leadership
exercise.
Slide 104
All of the stakeholders in an organization should be involved
in helping to formulate the vision and subsequently all
stakeholders should work out together how to achieve that vision.
Visionary leadership involves the asking of three simple questions:
Where are we now? Where do we want to be? How do we get there?
Slide 105
Ethical leadership : This is leadership that follows a set of
guidelines that are considered fair, equitable and in the best
interests of all. The ethical leader is socially responsible to the
organization and to the wider society while at the same time
ensuring that the rights of the individual are upheld.
Slide 106
The good of all human beings both collectively and individually
is held sacred. It refers to leadership that functions within an
accepted code of conduct. Ethical issues will always arise when any
behavior is likely to have an effect on other people. Before being
able to do the right thing leaders need to know what that right
thing actually is.
Slide 107
An ethical leader will tease out what is the right thing for
all and ensure that this is the driving force at all times. A
leader has to be able to model ethical leadership, to show that
he/she is making decisions based on a firm set of ethics.
Slide 108
MORAL THEORY : This is based on a genuine sharing of mutual
needs, aspirations and values and not on any relationship of power.
Instead of making decisions based on bureaucratic or even
individual leadership decisions are made based on moral principles
that centre on ideas, values and commitment.
Slide 109
This focuses as well on the general well-being of society. The
focus is not on the leader as an individual but rather on serving
the greater good while maintaining the rights of the
individual.
Slide 110
SERVANT THEORY: This theory centers on the belief that leaders
must first meet the needs of others before they can themselves
lead. Servant leaders by focusing on the needs of others and
encouraging the personal growth of all who work with them, foster a
strong sense of community.
Slide 111
Servant leaders value human equality and therefore they seek to
enhance the overall personal development and professional
development of each individual within an organization. Servant
leaders encourage collaboration and build a climate of trust.
Servant leaders recognize that they too are members of the
organization and are there to meet the needs of others in achieving
the organizations goals.
Slide 112
A servant leader has a goal to make sure that individuals grow
as people, to ensure that individuals meet their full potential.
Being a servant leader means recognizing the qualities of all in
the organization and celebrating these qualities. Servant
leadership asks the question, What can I do to serve others through
my leadership? A servant leaders attributes will include qualities
such as vision, honesty, stewardship, integrity, trust and
empowerment. Servant leadership requires individuals as leaders to
serve for the common good.
Slide 113
DISTRIBUTIVE THEORY: By the beginning of the twenty-first
century a new form of leadership was emerging that implied that
leadership could be shared and was not the sole right of one
individual. Followers are therefore treated as ends in themselves
rather than as a means to produce something. It relies on
partnerships with others. Leadership is not a solo
performance.
Slide 114
T his is a theory of process rather than of individuals. As a
process it requires shared vision and shared accountability. It
involves a shift to building a community of relationships. There is
a shift from relying on the power of the system to feeling
empowered or seeking to empower others. Leadership is not role
specific and team building and collaborative problem solving
provide effective and efficient vehicles for the growth of
communities. Leadership therefore thrives on collective involvement
and celebrates diversity.
Slide 115
Distributive leadership is also considered as shared
leadership. Leadership is a possibility for all. It is not about
grand gestures or personal greatness but rather about the sharing
of everyday experiences.
Slide 116
Leadership is something people do together not alone.
Slide 117
It thrives on collective responsibility. Leadership is about a
partnership not about a solo performance. It is knowledge based
rather than skills based and is dispersed rather than top down.
Leadership should always be a process rather than a position.
Slide 118
Organizations are always in a constant state of change. It is
therefore important that individuals working in these organizations
have the ability to change course rapidly and to adjust to change.
Leaders should never take Control in this process. Rather
leadership involves a community of trust where strong relationships
are built. In other words what is required is many leaders rather
than just one leader.
Slide 119
Leadership is not about one person at the top but rather about
every person at every level who in one way or another acts as a
leader at any given time.
Slide 120
In order to have shared leadership it is therefore crucial to
have shared vision and shared values.
Slide 121
When leadership is distributed throughout the organization
individuals do not feel as if they have to have all of the answers
to all of the questions. Most importantly they have to know how to
ask the right questions.
Slide 122
Leadership becomes collaborative. Leadership that is solely
directed from the front becomes obsolete as leadership is centered
in relationships rather than in one single person.
Slide 123
Genuine leaders make things better not just for themselves but
for others as well.
Slide 124
1.Multiple sources of guidance and direction 2.Shared learning
through teams of staff working together 3.A collaborative model
4.About relationship building 5.Democratic decision making
6.Autonomy for initiative and innovation 7.Shared mission and
vision 8.Shared culture 9.Shared accountability