Leadership Interview Analysis Hamid Ikram, Gerry, and Muhammad Riaz EDE : EDE : : Theories of Social Organization Dowling College Dr. Elsa-Sofia Morote;

Leadership Interview Analysis Interview Information Dr. Steven Chessman Position: A ssociate Superintendent of Schools Date: July 21, 2013 Time: 11:30 am to 12:30Pm Location: D iocese of Rockville Centre

Dr. Steven Chessman Dr. Steven Chessman completed his doctoral Degree from Dowling college Long Island in His research interest area is “ Implementation of change at the workplace” Now he is working as Associate Superintendent of Schools( five high schools and forty three elementary schools) Diocese of Rockville Centre. His main task is design strategic plans and evaluative the change in organization.

Leadership Interview Analysis Interview Questions Hamid: Dr. Steven in what year you earned your doctorate degree and what was your research about? Hamid: What are your responsibilities at your current position? Hamid: How are you applying your research findings in your current leading position? Hamid: How do you evaluate success? Riaz: Leaders are born or made? What is your point of view? Riaz: What traits are required for a leader to be effective? Do you think people can learn to be a leader? Riaz: What are the common challenges that every leader has in the organization? Riaz: In your opinion, does a leader need to apply different leadership styles to cope with different challenges in the organization? For example Autocratic, Bureaucratic, Democratic leadership style. Gerry: How do you see the transition from transactional leadership styles to transformational leadership styles? (Bureaucratic leadership to democratic and servant leadership) Gerry: Some of the key characteristics of transformational leadership (servant leadership) style are empowering the subordinates, involving them in decision making process, developing them professionally. In your opinion, how practical is this theory/style in the organization? Hamid: Last question, as a current leader, what can you advise to the future generations?

Leadership Interview Analysis Leadership/Follower/Situation Interactional Framework (as applied to the interview responses) Leader Flexibility, Communication, and Courage are key values Situation Nurturing, High Expectations, and Collegiality regarding instruction and educational environment Follower Collaboration, Professionalism, and Utilize the expertise of the collective group, Emphasis on building consensus

Leadership Interview Analysis Reflections This activity allowed me to reflect on my own leadership assumptions and the importance of communication in all areas of educational leadership (Blanchard, 1992). The interview also reaffirmed my personal belief in the importance of relationships (Marzano, McNulty, & Waters, 2005). Mr. Felix provided several scenarios that demonstrated this key factor in school leadership. While collaboration was stated numerous times during the interview, it was clear that the process leading toward implementation of an initiative was more important than the actual implementation. Often times the process (which includes collaborative efforts, valuing the current culture, and developing a shared vision which in turn allows for team learning) is forsaken in order to forge ahead (Bolman & Deal 1997; Senge, 1990). This is a common mistake in current leadership due to the pressures of accountability based on standardized test performance. As an educational leader it is always important to be mindful that at times philosophical differences will arise among school participants. How a leader deals with this has a great deal to say about the success or failure of a leader. Interview Analysis Wordle: This was a by-product of this project and is a representation of information gathered during the interview.

Leadership Interview Analysis The following links support the assertions and interview responses collected, as well as provide reflections offered: Peter Senge discusses the creative process vs. the problem-solving process  Dr. Marzano challenges educators to be open to second order change and emphasizes the importance of solid leadership and committed faculty to see schools through difficult changes in order to achieve success. 

Leadership Interview Analysis References Blanchard, K. H. (1982). The one minute manager. New York: Harper Collins. Bolman, L. G., & Deal, T. E. (1997). Reframing Organizations: Artistry, Choice, and Leadership (4 th ed.). San Francisco: Jossey-Bass. Marzano, R. J., McNulty, B. A., & Waters, T. (2005). School leadership that works: From research to results. Aurora, CO: Mid-continent Research for Education and Learning. Senge, P. M. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization. New York: Currency Doubleday.