The Nature of Leadership Part 1 and 2
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Transcript of The Nature of Leadership Part 1 and 2
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The Nature of Leadership
Part 1
A Conversation About Theories InformingEffective Leadership
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Developed from the Contents ofReginald Leon Greens
Practicing the Art of Leadership: AProblem-based Approach to
Implementing the ISLLC Standards
Chapter 2
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The Study of Leadership
What is it that a leader adds to a group to makeit effective?
What can a leader do to help improve theperformance of followers?
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The Theoretical Base
The behavior of professionals is guidedby a solid theoretical base.
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Theory
A body of organized and testedknowledge
A statement that explains somephenomena in a systematic way
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Theory
A set of interrelated constructs thatprovide a systematic view of phenomena,
explaining the relations among variables,and predicting probable outcomes
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Ways of Studying Leadership
Traits
Behavior
Contingency
Situational
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Some Major TheoriesInforming Leadership
Organizational Theories
Leadership Theories
Motivational Theories
Contemporary Theories
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Organizational Theories
Classical Human Relations
Social Systems
Open Systems
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Leadership Theories
Theory X Theory Y
Trait Theories
Behavior Theories
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Leadership Theories
Contingency Theories
Transformational and Charismatic Theories
Self Leadership Theories
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Motivational Theories
Maslows Hierarchy of Needs
Herzbergs Two-Factor Theory
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Motivational Theories
Houses Path-Goal Theory
Expectancy Theory
Equity Theory
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Major Leadership Processes
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Major Leadership Processes Leadership
Decision Making
Communication
Conflict Management
Change
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Organizational Theories
Informing Leadership
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Classical Organizational Theory
Division of Labor Span of Control
Formal Rules
Goal Definition
Extrinsic Rewards
Hierarchy
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Beliefs of the Classical Theorists
Bureaucratic Structure Organizational Control
Scientific Management
Efficient Behavior
Disciplined Behavior
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Classical Organizational Theory
Organizational thought:
Scientific ManagementFrederick Taylor
Administrative ManagementHenri Fayol
The Bureaucratic structureMax Weber
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Scientific Management
Management of Work and Worker
Frederick W. Taylor, the Father of ScientificManagement
1800s
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Taylors Four Principles ofScientific Management
Scientific Job Analysis
Selection of Personnel
Management Cooperation
Functional Supervision
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Scientific Management
Key Principles
Identify the one best way of doing ajob
Develop workers to function in thatmanner
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Administrative Management
Henri Fayol1920
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Management FunctionsStructuring the Organization
Henri Fayols Management Functions: Planning
Organizing
Commanding Coordinating
Controlling
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Management Principles
Henri Fayols Management Principles: Division of work
Authority
Discipline Unity of command
Unity of direction
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Management Principles
Henri Fayols Management Principles: Subordination of individual interest
Remuneration
Centralization Scalar chain
Stability of personnel
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Management Principles
Henri Fayols Management Principles: Esprit de corps
Order
Equity Initiative
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Webers Bureaucratic Structure
Hierarchical structure Division of labor
Control by rules
Impersonal relationships
Career orientation
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Assistant
Superintendent
Organizational Structure
Assistant
Superintendent
Director Director Director Director Director
Principal Principal Principal Principal Principal Principal
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A Summary of Classical Theory
Classical organizational theorists soughtto identify and describe a set of fixedprinciples (rules) that would establish thebasis for management.
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A Summary of Classical Theory
Classic theorists believed that anapplication of the bureaucratic structureand processes of organizational controlwould promote rational, efficient, and
disciplined behavior, making possible theachievement of well-defined goals.
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A Summary of Classical Theory
Efficiency is achieved by arrangingpositions within an organizationaccording to hierarchy and jurisdictionand by placing power at the top of a
clear chain of command.
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A Summary of Classical Theory
Scientific procedures are used todetermine the best way of performing atask, and then rules are written thatrequire workers to perform in a
prescribed manner. Experts are hired fordefined roles and are grouped accordingto task specialization.
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Principles of Classical Theoryin Todays Schools
Hierarchy
Unit of Command
Span of Control
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The Classical School Leader
Goes by the book.
Runs a tight ship.
Insists on disciplined obedience to policy.
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The Classical School Leader
Believes in the chain of command.
Considers himself/herself to have ultimateauthority and responsibility over everything inthe school.
Focuses on tasks and gives little attention to theindividual or groups in the school.
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The Classical School Leader
Places great emphasis on formalorganizational structure.
Views people as fitting into the structure.
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The Nature of Leadership
Part 2
A Conversation About Theories InformingEffective Leadership
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Developed from the Contents ofReginald Leon Greens
Practicing the Art of Leadership: A Problem-based Approach to Implementingthe ISLLC Standards
Chapter 2
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Human Relations Theory
A focus on the needs of the workers1920s-1930s
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The Hawthorne Studies
From these studies came the idea thatworker output was affected by numerousvariables.
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The Hawthorne Studies
Variables The manner in which workers were
treated
How they felt about their work
How they felt about coworkers and theirbosses
What happened outside of work
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The Hawthorne Studies
The attention the workers received in theexperiment, rather than the varied workconditions, caused them to work harder.
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The Hawthorne Studies
Consideration had to be given to the worker
and the norms of the work group to whichhe/she belonged.
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A Summary of Human RelationsTheory
Individuals are involved in the work.
There is a team orientation.
Individuals are mentored.
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A Summary of Human RelationsTheory
There is a commitment.
Consideration is given to morale.
There is a focus on participation,cohesion, and consensus building.
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The School Leader with a HumanRelations Perspective
Is aware of the norms of groups in theschoolhouse.
Is considerate of the social needs of
individuals.
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The School Leader with a HumanRelations Perspective
Seeks the ideas of individuals regardingwork issues.
Takes into consideration the feelings andattitudes of individuals.
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Social Systems Theory
1930-1975
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A System
A system is a set of interrelated elementsthat functions as a unit for a specificpurpose.
These elements interact with theenvironment almost as a living creaturedoes.
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Parts of the Basic Social System
Inputs
Transformation Process
Outputs
Feedback
Environment
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Parts of the Basic Social System
Inputs
The human, material, financial, or informationresources used to produce a product or service
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Parts of the Basic Social System
Transformation Process
The interaction between and among the parts
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Parts of the Basic Social System
Outputs
The products and/or services produced
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Parts of the Basic Social System
Feedback
Information concerning the outputs or thetransformation process of the organization that
influence decision making and the selection ofinputs during the next cycle
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Parts of the Basic Social System
Environment
The area surrounding the organizationincluding the social, political, and
economic forces that impinge on theorganization
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Social Interaction in Organizations
Individual Behavior
Group Behavior
Formal Behavior
Informal Behavior
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Social Interaction in Organizations
The focus is on the whole, parts, and therelationships among the parts.
All parts of the system are interdependentand subject to influence by any other part.
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The School Leader with a SocialSystems Perspective
Involves the faculty in work decisions.
Pays attention to the faculty to keepthem happy.
Seeks to work with the faculty to keepthem from resisting change.
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The School Leader with aSocial Systems Perspective
Considers the content of the job, as wellas the leadership process.
Pays attention to the climate of theorganization.
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The School Leader with aSocial Systems Perspective
Assists the individual in careerdevelopment.
Considers the whole person as he/sheadapts to the work environment.
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The School Leader with aSocial Systems Perspective
Encourages individuals to assume someresponsibility for the development oftheir own careers.
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The Importance of LeadershipBehavior
Leadership behavior is guided by:
Standards of Practice.
Best Practice.
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Key Factors for EducationalLeaders
Explain Behavior
Predict Behavior
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Open Systems Theory
1950s
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Open Systems Theory
The organization trades with its environment
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Open Systems Theory
From the environment, the organizationreceives:
Human and material resources.
Values.
Community expectations. Societal demands.
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Open Systems Theory
The organization transforms them
through a process (Instructional) andexports the products (Graduates) backinto the environment with value added.
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References
Barth, R. (1990). Improving schools from within.
San Francisco: Jossey-Bass. Fullan, M. (1999). Change forces: The sequel.
New York: Falmer Press. Greenberg, J. (1996). Managing behavior in
organizations.Upper Saddle River, NJ:Prentice Hall.
Senge, P. (1990). The fifth discipline: The art and practiceof the learning organization.New York: Doubleday. Sergiovanni, T. J. (1995). The principalship: A
reflective perspective.Boston: Allyn & Bacon.