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EDU 6520. Gerald Hasselman, Ed.D. Leadership Traits. A strong vision where the organization needs to go The Ability to communicate that vision Be persistent The ability to recognize and overcome obstacles Empower other and improve the environment. The KEY word---. VISION. VISION.
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EDU 6520 Gerald Hasselman, Ed.D
Leadership Traits • A strong vision where the organization needs to go • The Ability to communicate that vision • Be persistent • The ability to recognize and overcome obstacles • Empower other and improve the environment
The KEY word--- VISION
VISION • Have one • Create one • Or live out someone else’s
Vision Vision is not the plan on where you what a school to go or look like BUT rather a compass that provides the direction that a leader wants their organization to go
Vision in Action People are driven not only by self-interest BUT also by emotion and values
Emotion The internal pleasure or satisfaction one receives from doing something
Values What people believe to be morally right
Core Values Where you draw the line in the sand!
Feidler’s Research Leadership wasn’t seen as good or bad but rather what was necessary to achieve success in a given situation. Fiedler identified three situational factors- 1. Quality of leaders-workers relationship 2. The leaders position power 3. The degree of task structure
Blake & Mouton’s Managerial Grid Concerns Concern for production Concern for people Defines five styles See chart One best style 9,9 Team Manager
Which style is best? Does it depend of the situation? Should we know how and when to use all of them?
Authority The conferred right to make decisions that effect other people. The ability to make the final decision on matters that effect other people. Generally derived from the organization where the leadership position is embedded. Often used for command and control.
Three common types of authority • Traditional-resting on an established belief in the sanctity of traditions and the legitimacy of exercising authority under them. • Rational-legal-resting on the belief in the “legality” and rights of those elevated to authority with right to make rules and issue commands • Charismatic-resting on devotion, heroism or character of an individual
Traditional authority is generally given by the state or an organization thus it is conferred. Charismatic authority is generally found in leaders who capture the publics imagination or devotion or both. Rational-legal authority-is generally grounded in the legal system of the state or formal organizational structure (rules)
Max Weber argued that only the traditional and rational-legal authority was sufficient to create long term governance. While charismatic authority can initiate or strengthen a governance structure, it must eventually be replace by the traditional or rational-legal authority.
India won its independence for Great Britain under the charismatic leadership of Gandhi. The nationalistic fervor and unity he inspired were not sufficient for the more mundane ongoing need to govern a large and complex political system. His charismatic leadership were soon replaced by a traditional and rational-legal system.
Effective use of Authority Use of authority to facilitate: 1. Develop a shared vision based on common values 2. Organize, focus and sustain conversations about teaching and learning 3. Insist that student learning the center of all conversations 4. Protection of values 5. Develop reciprocal relationships
Effectiveness of authority White and Lippitt’s study determined that while the democratic and/or laissez-faire style of leadership was preferred by workers, productivity was found to be slightly higher with an authoritarian leader. However, workers also tended to exhibit more dependence and less individuality under authoritarian leadership
Sergiovanni argued that in addition to the traditional authority that relied on bureaucracy and technical knowledge, professional and moral authority must also be added. Weber added that authority reduces the possible of redundancy and conflict over responsibilities thus increasing efficiency
Power Earned right to make decisions that effect others Empirically based is always better - reduces conflict - gives one a bargaining position How an organization resolves conflict Must be shared to make a difference
“…the capacity or potential for effecting desired results in one or more person who would not have otherwise concurred…” “… a leader is able to get people to do even when people resist or refuse to accept authority…” Very different from the traditional compliance model Power
Based on personal and collective empowerment Leader serves as a catalyst for action Often associated with a charismatic leader Best seen in transformational leadership
Power in an Organization Power in an organization relates directly to how the individual and organizations interest act with and against each other--- this happens as various individuals seek to perceive and play out their own interest. Power happens as players compete and collaborate within the organization— Power is how conflict the organization is resolved
Etzioni Three Kinds of Power • Coercive-suspend an employee • Remunerative-control of resources • Normative-control of prestige
Five Types of Social Power • Reward • Coercive • Legitimate • Attractive • Expert
Hersey and Natemeyer’s Two Additional Powers • Connection power—the belief that a leader has contacts with important people within and outside the organization • Information power-the belief that a leader has access to information or knowledge that could be valuable to others
Perception Power • Other perceive the leader to have certain kinds of coercive power • They perceive this power as something they would like to avoid • They must believe that the leaders is willing to use this power if compliance isn’t forthcoming
Employee Power A type of position power where the employees are willing to accept and support the power for their leaders Each employee has the power to make the leader and the organization either to look good or bad-this is potential power
Sharing Power Perhaps the most powerful power is the power that comes from the empowerment of subordinates—this sharing power gives all stakeholders not only a voice in decision making but also a vested interest in making the best decisions for an organization—it eliminates the “blame game”
The ability to shape decisions through informal and non authoritative means Much more positive Much preferred over the use of pure authority Can be limited by the actions of the leader Influence Power
- By creating a vision that inspires people to throw off their doubts and follow their leader -the ability to relate to people in a way that causes them to shape the way that they see the world and the organization -to be able to gain assent not just obedience -attracts imitators not subordinates - power gets its way—influence makes its way
Three Types of Influence • Referent Influence • Reward Influence • Expert Influence
Expert Influence The influence as an expert seems to be the one most likely to gain the cooperation of others…this specialized knowledge and skills can and will make a difference. Several studies found the most important factor associated with teacher satisfaction was the leader being seen to possess expertise rather than any other source of influence
How to be successful In order to carry out their major responsibilities as a leader successfully, authority power and influence must be exercised effectively. For this to happen, leaders must understand the concepts of authority, power and influence and understand how these concepts work independently and together.
