1. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. Establishing a Framework for Leadership Characterizing Effective Leaders Chapter 2

2. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-2 The School Functions As A Social System

3. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-3 Leadership Defined Leadership is a process used by leaders to give purpose to the collective efforts of members of the organization, while influencing them to work collaboratively in an environment of mutual respect and trust. Practicing the Art of Leadership, 2013

4. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-4 Leadership for 21 st Century Schools Collaborative Leadership Collaborative leadership is the influential behavior of an individual that persuades followers to go over and above policies, procedures, and directives, replacing compliance and conformity with commitment.

5. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-5 The Study Of Leadership What does a leader add to a group to make it effective? What can a leader do to help improve the performance of subordinates?

6. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-6 Some Principal Ways Of Studying Leadership Traits Behavior Styles Contingency Situational

7. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-7 Leadership Traits The initial studies of leadership were based on the belief that leaders were a select group of individuals with a set of identifiable traits. The organization was designed in a hierarchical fashion, and individuals in leadership roles functioned at or near the top of the hierarchy.

8. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-8 Leadership Traits The work of the organization was clearly defined, and tasks were broken down into key components. The power of leaders was derived from their position in the organization, and effectiveness was judged by the productivity of the organization.

9. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-9 Leadership Traits The more productive the organization was in achieving its goals, the more effective the leader.

10. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-10 Results of Leadership Trait Studies No single set of traits can be used to differentiate leaders from non-leaders. Gibbs, 1954 Trustworthiness Respect Honesty Fairness

11. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-11 Leader Behavior Leadership Styles Leadership Dimensions Relationships of Leaders

12. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-12 The Importance of Leadership Behavior Leadership behavior is guided by: A Standard of Practice. Best Practices.

13. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-13 Effective Educational Leaders Explain Behavior Predict Behavior Complete Tasks Develop Relationships

14. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-14 STYLES OR PATTERNS OF LEADER BEHAVIOR The Iowa Studies

15. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-15 Styles of Leader Behavior There are three major styles or patterns of leader behavior: Autocratic Democratic Laissez-Faire

16. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-16 Autocratic Leader Behavior Leaders with an autocratic style were very direct, and decision making and power were centralized in the role of the leader. Leaders with an autocratic style allowed little or no participation in the decision-making process and tended to take full responsibility from the initiation of a task to its completion.

17. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-17 Democratic Leader Behavior The democratic leader emphasized shared decision making and viewed followers as equals. Group discussions and decisions were encouraged.

18. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-18 Laissez-Faire Leader Behavior The leader with a laissez-faire style gave complete freedom to the group and displayed little concern for completing a task. Followers were left to make decisions on their own.

19. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-19 Results of the Iowa Studies The democratic style was considered to be the most effective and the most preferred by followers. The laissez-faire style was next, and the authoritarian style was the least preferred by followers. Lewin, Lippitt, & White, 1939

20. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-20 DIMENSIONS OF LEADER BEHAVIOR The Ohio State University Studies

21. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-21 Dimensions of Leader Behavior Dimensions of leader behavior refer to the behavior an individual displays when directing a group toward goal attainment. Two Leadership Dimensions Initiating Structure – Consideration

22. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-22 Initiating Structure Initiating structure (task-oriented leader behaviors) consisted of behaviors that related to the degree to which leaders defined their behavior and the behavior of followers for the completion of tasks within an organization.

23. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-23 Consideration Consideration (people-oriented leader behaviors), consisted of behaviors that related to the degree to which the leader expressed a concern for the welfare of other individuals in the organization.

24. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-24 Quadrant 1 High Consideration/Low Structure Quadrant 2 High Structure/ High Consideration Quadrant 4 High Structure/Low Consideration Quadrant 3 Low Structure/Low Consideration Four Quadrants of Leadership

25. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-25 Results of the Ohio State Studies The combination of High Structure/High Consideration led to higher satisfaction and performance among leaders than any of the other three combinations. Stogdill & Coons, 1957

26. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-26 TYPES OF LEADER BEHAVIOR The University of Michigan Studies

27. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-27 Leader Relationship Behavior Relationship behavior refers to the relationship among leader behavior, group processes, and measures of group performance. Three Types of Leader Behavior 1.Task-Oriented 2. Relationship-Oriented 3. Participative-Oriented

28. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-28 Task-Oriented Behavior Effective leaders focused on followers, set work standards that were high but attainable, carefully organized tasks, identified the methods to be used in carrying them out, and closely supervised the work of followers.

29. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-29 Relationship-Oriented Behavior Relationship-oriented leaders emphasized the development of interpersonal relations. They focused on the personal needs of followers and the development of the kinds of relationships that would motivate followers to set and achieve high performance goals.

30. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-30 Participative-Oriented Behavior Participative-oriented leadership involved extensive use of group supervision, rather than the separate supervision of each follower. The researchers advocated that the role of leaders in group meetings should be to enhance follower participation in decision making, communication, cooperation, and resolving conflict.

31. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-31 Results of the Michigan Studies Effective leaders were generally task-oriented, set high performance goals, and focused on such administrative functions as planning, coordinating, and facilitating work. Effective leaders also gave consideration to good interpersonal relations and allowed followers some degree of autonomy in deciding how to conduct their work and at what pace.

32. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-32 Results of the Michigan Studies Leaders who were relationship-oriented tended to have the most productive work group.

33. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-33 LEADER - FOLLOWER- SITUATION Contingency Leadership

34. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-34 Contingency Leadership Contingency leadership is the study of leader behavior, the influence of follower behavior, and various situations on leader behavior.

35. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-35 Contingency Leadership Key Leadership Contingency Theories are:  Fielder Contingency Model.  Vroom and Yetton Normative Model.  Vroom and Jago Revision Model.  Path-Goal Theory.  Hershey and Blanchard’s Situational Leadership.

36. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-36 INFLUENCING FOLLOWERS Power and Authority

37. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-37 Power and Authority The effectiveness of the leader is often determined by the nature and use of his/her power, influence, and authority. Four sources of leader power or influence are: Personality Power Position Power Coercive Power Expert Power

38. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-38 Personality/Referent Power Personality or referent power is derived from the personality of the leader. Many leaders have charisma and are able to influence followers using the strength of their personality.

39. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-39 Legitimate or Position Power Power is inherent in the position the leader holds in the organizational hierarchy. The leader has certain rights simply because he/she holds an identified position in the organization and must carry out certain responsibilities.

40. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-40 Coercive Power Using coercive power, leaders are able to control followers through fear, intimidation, and suppression of free will. They use threats of punishment to influence followers to comply with their directives. They might also reward select behavior of followers.

41. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-41 Characteristics of Effective Leaders Effective Communicators Establishers of Trust Task Completers and Relationship Builders Quality Decision Makers

42. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-42 Expert Power Expert power is derived from a special ability and or knowledge possessed by the leader and needed by followers.

43. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-43 Results of the Use of Power Research reveals that effective leaders use a combination of personality and position power. John French, 1993

44. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-44 Characteristics of Effective Leaders Knowledge of Self Knowledge of Others Visionary Influential

45. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-45 Effective leaders have a firm idea of what they believe, realizing that they live by their beliefs. Also, they develop an understanding of how their beliefs influence their behavior and the behavior of others.

46. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-46 Effective leaders develop an understanding of stakeholders and through that understanding, they build strong interpersonal relationships throughout the organization.

47. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-47 Effective leaders are individuals with a vision, and they are able to effectively communicate that vision to other individuals, inside and outside of the organization.

48. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-48 Using their vision as the focal point, effective leaders unite a faculty into a cohesive group with the main idea being the attainment of established goals.

49. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-49 Effective leaders develop a deep familiarity with the organization and are able to influence others to work in innovative ways.

50. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-50 The Influence of effective leadership goes beyond routine compliance; it is directive and orderly.

51. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-51 Effective leaders have the ability to communicate their beliefs and ideas so that others are influenced directly or indirectly.

52. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-52 Communication is a critical element of effective leadership.

53. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-53 Using effective communication strategies, effective leaders empower followers, enabling them to feel comfortable in discussing problem issues and taking the initiative to identify solutions.

54. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-54 Using effective communication strategies, effective leaders acquire feedback from followers; this is an important aspect of effective decision-making.

55. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-55 Effective leaders develop trust, and that trust comes from the fact that they say what they truly believe and behave in a consistent manner.

56. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-56 Through consistent behavior, effective leaders create an environment of mutual trust, respect, and open the lines of communication.

57. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-57 Effective leaders find a balance between tasks and relationships and choose a leadership style that reflects a concern for people while focusing on task completion.

58. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-58 Effective leaders develop an understanding of the culture of the organization and respect that culture as organizational decisions are made.

59. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-59 Effective leaders strive to create an environment in which individual differences are accepted and respected. As a result, they empower the entire organization.

60. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-60 Effective leaders stand on principles and base their actions on those principles.

61. Practicing the Art of Leadership: A Problem Based Approach to Implementing the ISLLC Standards, 4e Green © 2013, 2009, 2005, 2001 Pearson Education, Inc. All rights reserved. 2-61 References Daft, R. (1999). Leadership: Theory and practice. Fort Worth, TX: Hartcourt Brace College Publishers. Fullan, M. (1993). Change forces. New York: Falmer Press. French, J. (1993). A formal theory of social power, New York: Irvington. Halpin, A. (!966). Theory and research in administration. New York: Macmillan. Liket, R. (1961). New patterns of management. New York: McGraw- Hill. Stogdill, R. (1948). Personal factors associated with leadership: A survey of the literature. Journal of Psychology, 25, 35-71. Yukl, G. (2009). Leadership in organizations (7 th Ed.) Upper Saddle River, NJ: Prentice Hall.