1. Leadership and Management in Education Alun Williams

2. A group of workers and their leaders are set a task of clearing a road through a dense jungle on a remote island to get to the coast where an estuary provides a perfect site for a port. The leaders organise the labour into efficient units and monitor the distribution and use of capital assets – progress is excellent. The leaders continue to monitor and evaluate progress, making adjustments along the way to ensure the progress is maintained and efficiency increased wherever possible. Then, one day amidst all the hustle and bustle and activity, one person climbs up a nearby tree. The person surveys the scene from the top of the tree. And shouts down to the assembled group below… “Wrong Way!” (Story adapted from Stephen Covey (2004) “The Seven Habits of Highly Effective People” Simon & Schuster).
A Leadership Story:

3. What do we know about school leadership?
“Management is doing things right; leadership is doing the right things.”
Peter Drucker ( )
Good school leadership is the third most influential factor in determining student outcomes (behind home background and good teaching)
Good leadership is always passionate about achieving success
Leadership is a complex, multi-faceted role
What do we know about school leadership?

4. Leadership & Management
– The manager maintains; the leader develops.
– The manager focuses on systems and structure; the leader focuses on people.
– The manager relies on control; the leader inspires trust.
– The manager has a short-range view; the leader has a long-range perspective.
– The manager asks how and when; the leader asks what and why.
– The manager has his or her eye always on the bottom line; the leader’s eye is on the horizon.
– The manager imitates; the leader originates.
– The manager accepts the status quo; the leader challenges it.
– The manager is the classic good soldier; the leader is his or her own person.
Leadership & Management
– The manager administers; the leader innovates. – The manager is a copy; the leader is an original.

5. Types of Leadership Style
Autocratic:
Leader makes decisions without reference to anyone else
High degree of dependency on the leader
Can create de-motivation and alienation of staff
May be valuable in some types of business where decisions need to be made quickly and decisively
Types of Leadership Style

6. Widely noted for his dictatorial-style of management—he had a hand in most major decisions at the company and is said to have even monitored employee's activities outside of work—Ford was resolute in his vision. When investors wanted him to build a car for the wealthy driver, Ford thought that was the wrong way to go. "In typical fashion, instead of listening to his backers, Ford eventually bought them out," wrote Lee Iacocca in Time magazine in 1998.
Henry Ford

7. Types of Leadership Style
Democratic:
Encourages decision making from different perspectives – leadership may be emphasised throughout the organisation
Consultative: process of consultation before decisions are taken
Persuasive: Leader takes decision and seeks to persuade others that the decision is correct
Types of Leadership Style

8. The point I'd like to make is that leadership and management ability can be shared among a team of manager/leaders with for example a highly visionary leader supported by an excellent manager - indeed a lot of companies have a CEO for the leadership side and an MD for the implementation bit - Microsoft is a good example of this - Bill Gates was never very good as a manager! Schools sometimes forget this and think that the Head has to be both a great leader and a great manager.
Bill Gates

9. Types of Leadership Style
Laissez-Faire:
‘Let it be’ – the leadership responsibilities are shared by all
Can be very useful in businesses where creative ideas are important
Can be highly motivational, as people have control over their working life
Can make coordination and decision making time-consuming and lacking in overall direction
Relies on good team work
Relies on good interpersonal relations
Types of Leadership Style

10. The late W. W. Rostow served as a major adviser on national security affairs to Kennedy. His observations of Kennedy’s leadership style are instructive: “It did not fit the hierarchical pyramids to be found in textbooks on administration: it was like the spokes of a wheel. When he formed a bond it remained firm. His enormous energy permitted him to deal with a great many people on a bilateral basis, weaving their efforts into his tasks as he saw them. His method was that of the extended family.… He put each member to work in ways that could help, according to his talents. “
John F Kennedy

11. Types of Leadership Style
Paternalistic:
Leader acts as a ‘father figure’
Paternalistic leader makes decision but may consult
Believes in the need to support staff
Types of Leadership Style

12. Feng Yu-hsiang is a dominant personality and a leader of men, and the region under his control is well governed. He has high-minded, if naïve, plans for social reconstruction, and a genuine social sense. The needs of the masses lie closer to his heart than in the case of any other Chinese military leader in recent times. He reverts, however, to the older type of oriental official: the paternal autocrat. His whole career has been a single-minded effort to establish personal mastery, sometimes by dubious means.
Feng Yu-hsiang

13. Theories of Leadership
May depend on:
Type of staff
History of the business
Culture of the business
Quality of the relationships
Nature of the changes needed
Accepted norms within the institution
Theories of Leadership

14. Theories of Leadership
Trait theories:
Is there a set of characteristics that determine a good leader?
Personality?
Dominance and personal presence?
Charisma?
Self confidence?
Achievement?
Ability to formulate a clear vision?
Theories of Leadership

15. What do we know about good leaders?
There is no single personality blueprint, but good leaders...
Recognise and develop other people’s talents, and let others take leadership too
Inspire and support their team
Are good at setting priorities and sticking to them
Learn from their own experience and from other people too
Focus on success and seek to eliminate failure
Are constantly seeking to do things better
Have high ethical standards
What do we know about good leaders?

16. Sitting in pairs I want you to decide who is the teacher and who is the Head of department. The teacher wants to have a new computer for their classroom but the HoD is aware how tight the budget is so needs convincing to buy one.
Activity: Role Play

17. Most important factors to the success of the school, global responses1 % of respondents in each group
High Performing Group
Random Group
Supporting the development of individual staffSupporting the development of individual staffSupporting the development of individual staff
Setting a clear direction, vision, and goalsSetting a clear direction, vision, and goalsSetting a clear direction, vision, and goalsSetting a clear direction, vision, and goals
Working with individual students and the parents
Ensuring compliance with accountability requirements
Ensuring effective management systems and processes
Developing the curriculum
1 All regions weighted equally in responses; regions included are Alberta, Ontario, Victoria, New York, Singapore, New Zealand, Netherlands, England; total no. of high performers = 388; total no. of randomly-selected principals = 1,412
Source International Survey of School Leaders 2010

18. Theories of Leadership
Behavioural:
Imply that leaders can be trained – focus on the way of doing things
Structure based behavioural theories – focus on the leader instituting structures – task orientated
Relationship based behavioural theories – focus on the development and maintenance of relationships – process orientated
Theories of Leadership

19. Theories of Leadership
Contingency Theories:
Leadership as being more flexible – different leadership styles used at different times depending on the circumstance.
Suggests leadership is not a fixed series of characteristics that can be transposed into different contexts
Theories of Leadership

20. Theories of Leadership
Transactional
Transactional leadership involves motivating and directing followers primarily through appealing to their own self-interest.
The power of transactional leaders comes from their formal authority and responsibility in the organization.
It focuses on the basic management process of controlling, organizing, and short-term planning. The famous examples of leaders who have used transactional technique include McCarthy and de Gaulle.
The exchange between leader and follower takes place to achieve routine performance goals.
Theories of Leadership

21. Theories of Leadership
Transformational:
Widespread changes to a business or organisation
Requires:
Long term strategic planning
Clear objectives
Clear vision
Leading by example – walk the walk
Efficiency of systems and processes
Theories of Leadership

22. Effective Management Effective Management
‘Effective managers manage the new boundaries which have come from innovation and change. The new boundaries are more psychological than organizational and are enacted in a managers relationship with bosses, subordinates and peers. These are critical to good working relationships.’
Larry Hirschhorn & Thomas Gilmore,
“The New Boundaries of the
Boundaryless Organization”
Effective Management

23. A Manager’s Guide to What Matters
Effective Management
Key Questions Necessary Tensions Characteristic Feelings
“Who is in charge of what?”
Authority
Boundary
How to lead but be open to criticisms?
How to follow but still challenge superiors?
Trust
Open
Rigid
Rebellious
Passive
“Who does what?”
Task
How to depend on others you do not control?
How to specialize yet still understand other people’s job?
Confident
Competent
Proud
Anxious
Incompetent
Ashamed
A Manager’s Guide to What Matters

24. Effective Management A Managers Guide to Boundaries that Matter
Key Questions Necessary Tensions Characteristic Feelings
“What’s in it for us?
Political
Boundary
How to defend one’s interests without undermining the organization?
How to differentiate between win-win and win-lose situations?
Empowered
Treated fairly
Powerless
Exploited
“Who is – and isn’t – us?
Identity
How to feel pride without devaluing others ?
How to remain loyal without undermining outsiders?
Proud
Loyal
Tolerant
Distrustful
Contemptuous
A Managers Guide to Boundaries that Matter

25. Reasons why I like my manager
1. I know what is expected of me at work. 2. I have the materials and equipment I need to do my work right. 3. At work, I have the opportunity to do what I do best every day. 4. In the last seven days, I have received recognition or praise for doing good work 5. My supervisor, or someone at work, seems to care about me as a person. 6. There is someone at work who encourages my development.
Reasons why I like my manager

26. 7. At work my opinions seem to count. 8
7. At work my opinions seem to count. 8. The mission of purpose of my company makes me feel my job is important. 9. My associates or fellow employees are committed to doing quality work. 10. I have a best friend at work. 11. In the last six months, someone at work as talked to me about my progress. 12. This last year, I have had opportunities at work to learn and grow. The Gallup Organization, 2006
More good reasons

27. Four Dimensions of Employee Engagement
A key variable of highly productive workplaces is the managers ability to effectively meet a core set of employee’s emotional requirements. Work units that meet these conditions of engagement perform at a much higher level than units than don’t. Each element impacts performance.
Four Dimensions of Employee Engagement

28. The Gallup Organization, Where Employee Engagement Happens, 2007
Effective Management
Opportunities to learn and grow Progress in last six months Best friend Coworkers committed to quality Mission/Purpose of company My opinions count Encourages development Supervisor/Someone at work cares Recognition last seven days Do what I do best every day Materials and equipment I know what is expected of me at work
HOW CAN WE GROW?
DO I BELONG?
WHAT DO I GIVE?
WHAT DO I GET?
The Gallup Organization, Where Employee Engagement Happens, 2007

29. Great Leadership and Management Begins with the EI Competencies
Emotional Intelligence
Social Awareness
Relationship Management
Self-management
Self-awareness
Empathy
Organizational Awareness
Service Orientation
Inspirational Leadership
Influence
Developing Others
Change Catalyst
Conflict Management
Teamwork & Collaboration
Emotional Self-awareness
Accurate Self-assessment
Self-Confident
Emotional Self-Control
Transparency
Adaptability
Achievement
Initiative & Optimism
Goleman, Boyatzis & McKee (2006

30. 10 questions for people in charge
Are you leading as well as managing your school?
Are you focused on school improvement?
Do you use evidence to help secure school improvement?
Do you challenge others to improve?
Are you creating a successful learning community?
Do you share your responsibilities?
Are you aiming to be a ‘good enough’ or ‘perfect’ in your role?
Are you using both sides of your brain and all three intelligences (IQ, EQ & SQ) in your role?
Are you self-aware?
Do you have an appetite for change?
10 questions for people in charge

31. Two sides of achievement
We are aware that we have the left and right sides of the brain
The left hand side of the brain favours logical responses and calculated actions normally found in management
Whereas the right side of the brain connects with creative ideas and new solutions which are associated with leadership
Two sides of achievement

32. “Becoming a leader is synonymous with becoming yourself
“Becoming a leader is synonymous with becoming yourself. It is precisely that simple, and it is also that difficult.” Walter Bennis
Warren Gamaliel Bennis is an American scholar, organizational consultant and author, widely regarded as a pioneer of the contemporary field of Leadership studies.
Thank You!