2. EDU 650 Basics Of Effective Leadership Value added Leadership And Senge’

3. Gambare can be the KEY! The trick is to not lower the standard but to increase the effort Without the will and determination to do better-to be better-not much will happen as a result of efforts to improve our schools

4. Gambare A pervasive idea in the Japanese culture— one that is taught children from birth It beings with the support and direction of parents It plays a major role in industry and education

5. Gambare !!! “… to persevere; to do one’s best; to be persistent; to stick to one’s purpose; to never give up until the job is done and done well…”

6. Three forms of perseverance 1.Standing up for one’s beliefs-even when personal risk is involved and despite opposition 2.Moving ahead-in seeking to accomplish one’s goals despite obstacles and detours 3.Surviving tough times-by hanging in, being patient and coming back strong after a lost battle, mistake, or other setback

7. What makes this work ?? 1.The leaders commitment to a value or principle 2.The leaders belief in their ability to accomplish their goals despite obstacles 3.Recognition that difficult situations are often not out of one’s control

8. Nine Dimensions of Leadership Value Dimension 1.Management 2.Participation 3.Situational leadership 4.Planning 5.Directing 6.Monitoring 7.Extrinsic motivation 8.Congeniality 9.Calculated leadership Value-added 1.Leadership 2.Performance 3.Symbolic leadership 4.Purposing 5.Enabling/Empowering 6.Accountability 7.Intrinsic motivation 8.Collegiality 9.Leadership by outrage

9. Emphasizing Leadership The book In Search of Excellence by Peters and Waterman started off with the questioning of leadership—they thought they would find an series of cultural attributes INSTEAD they found that excellent companies had strong leadership

10. Emphasizing the Performance Investment Performance as a result of opportunities to experience a deep satisfaction with one’s work. A reward structure that is much more intrinsic.

11. Emphasizing Symbols & Meaning Thomas Carlyle noted-” It is in and through symbols that man, consciously or unconsciously, lives, works and has meaning.” “Leadership that counts provides symbols that count and in these in turn help mankind in its quest for meaning.”

12. Why it works!! 1.Empowers people rather than placing unusual demands on them. 2.Provides a realistic view of how organizations should operate. 3.It responds to the needs of people to do something that is important.

13. Emphasizing Purposing This really goes to vision Warren Bennis found that… ”the capacity to create and communicate a vision of a desired state of affairs, a vision that clarifies the current situation and induces commitment to the future.”

14. Value-added leaders do not fall into the trap of equating enabling and empowerment with laissez- faire management.

15. Value-added leaders know that as powerful as empowerment can be, it is far more important to empower the entire organization. These leaders bring all stakeholders together to make a difference in the struggle for quality organizations.

16. Emphasizing accountability Massive external controls and regulations results in legislative operations, and administration. Excellence always suffers under these conditions; standardization is the great friend to mediocrity but the enemy of imagination and excellence.

17. True accountability happens when people are held accountable for the results of the issues that have decided are important.

18. Emphasizing Collegiality Congeniality is a desired by-product of organizations that well and managed and led. This has to do the climate of interpersonal relationship. When the climate is friendly, agreeable, sympathetic, congeniality is high. Congeniality only works when there exist a common set (s) of values and beliefs of what is quality. Without these common values beliefs, the congeniality can led to a happy and friendly place to work but no without the necessary common focus and purpose. Value-added leaders understand that congeniality alone misses the point.

19. Value Leadership + Value-Added Leadership = Success !

20. Peter Senge’

21. Who is Peter Senge’ Senior Lecturer at the Massachusetts Institute of Technology. chairperson of the Society for Organizational Learning (SoL). a global community of corporations, researchers and consultants dedicated to “independent develop- ment of people and their institutions.

22. His Goals Peter Senge focus on dispersing the role of leadership in organizations, thus creating the capacity for all people to work productively toward common goals.

23. Peter Senge Known for his ideas on a “Learning Organization” “…an organization where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together (how to learn together)…”

24. His Learning Organization Vision Where people continually expand their capability to create the results they desire. new and expansive patters of thinking is nurtured and aspirations are set free. people are continually working together as a whole.

25. “Learning Organizations” “…Organizations are not for learners—they are of and about learners…” “YET no organization should be exempt from universal system-wide continuous learning” -Peter Senge

26. The learning organization The process self-renewal and alignment are accomplished more effectively at the local level.

27. Building the Learning Organization: The Core Disciplines Systems Thinking Personal Mastery Mental Models Shared Vision Team Learning

28. Systems Thinking: The 5 th Discipline Known as the cornerstone of the Learning Organization; fusing the disciplines together Provides an appreciation for the dynamic process of the organization working as one unit Focus on long-term viability and not on a “quick fix” Believes in and relies on constant feedback

29. 2.Personal Mastery Personal mastery is the discipline of continually clarifying and deepening our personal vision. It is focusing our energies. It involves developing patience and seeing reality objectively. Continually learning, but never arrive. It is not a possession, but a process.

30. 3. Mental Models – deeply ingrained mental assumption that influence how we understand the world and how we take actions. The mental model is disciplined by turning the mirror inward, unearthing our internal pictures of the world so that the mental model can be Rigorously scrutinized

31. 4. Building shared vision – If one’s idea of leadership has years of inspirational effects it usually has a history of sharing visions of the future that is seeks to seek. Thus creating an encouraging uplifting effect among employees. Shared vision is usually something that is viewed as long-term. It is especially fundamental to the ‘fifth discipline’

32. 5 Team learning – the process of aligning and developing the capacities of a team to create the results its members truly desire. Team learning is built on personal mastery and shared vision. But more importantly people need to be able to act in unison together thereby creating rapid growth of the organization.

33. Vision “This shared vision must always begin with a personal vision...this creates both energy and commitment…this happens as a leader shares their personal vision and asks others to share theirs…

34. “…vision is an impressive force… a force in peoples hearts…in its simplest level.. it is what the members of an organization what to create…this shared vision provide members with ownership and encourages risk taking…achievement of this common purpose pulls people toward a goal and the goal is one they want to achieve together…”

35. “ They grow as a by-product of interactions of individual visions. Experience suggest that visions that genuinely shared require ongoing conversations where individual not only feel free to express their dreams. Out of this listening, new insights into what is possible emerge…” -Senge

36. Shared Vision Sharing ideas and goals for the future Creating a CENTRAL FOCUS Providing ownership Produces enthusiasm, commitment, and clarity in the organization UNIFIES, UNIFIES, UNIFIES

37. Team Learning People working together to reach a goal DIALOGUE—critical for success “Thinking Together” and communications expand the potential of the entire organization Not about Self-Glorification and CREDIT

38. Traditional view of Leadership Peter Senge argue that traditional views of leaders of leaders… Is based on the assumption of people’s powerless An individualist with non-systemic worldview special people who set the direction, and there are only a few great leaders Special people who made key decisions and energized only a few. Assumes people lack personal vision and inability to master change

39. Peter Senge’s view of leadership In a learning organization, Peter Senge believe that leaders are…. Designers – Stewards – Teachers they are responsible for building organizations that are continually expanding their capability to understand complexity, clarify vision and improve shared mental models.

40. Laws of the Fifth Discipline 1.Today’s “problem” come from yesterday’s solutions 2.The harder you push—the harder the system pushes back 3.Behavior grows better before it grows worse 4.The easy way out usually leads back in 5.The cure can be worse than the disease 6.Faster is slower

41. The Learning Organization REMEMBER: the world is not created of separate, unrelated forces. We all work together to create the whole. When you DIVIDE the process, that is what you have…DIVISION; work for unity

42. A successful Learning Organization has… Flexibility Productivity Adaptability This allows participants to feel they are a part of the process and included in the goals set by the organization.

43. Conclusion There are some who question Peter Senge’s theories and proposed practices of learning organization and its discipline. –His conceptions may be questionable, but they could help develop success in organizational strategies.