Creative Leadership by Gerald

7/26/2019 Creative Leadership by Gerald

1/57

The Principal:The Principal:Creative Leadership forCreative Leadership for

Excellence in SchoolsExcellence in Schools

By Gerald C. UbbenBy Gerald C. Ubben

Larry W. HughesLarry W. HughesCynthia J. NorrisCynthia J. Norris

This multimedia product and its contents areprotected under copyright law. The followingare prohibited by law: Any public performance or display,including transmission of any image over a

network; Preparation of any derivative work,including the etraction, in whole or in part,


2/57

1. The Principal ! Creati"e Blend o#1. The Principal ! Creati"e Blend o#

$ubstance and $tyle$ubstance and $tyle

$ocial $yste%s Theory$ocial $yste%s Theory The !chool "mprovement PlanThe !chool "mprovement Plan

The $chool The Conte&t #orThe $chool The Conte&t #orLeadershipLeadership

!chools as #achines!chools as #achines !chools as $rganisms!chools as $rganisms !chools as %rains!chools as %rains &e'ection&e'ection !chool epectations!chool epectations Tightly (oupled and )ooselyTightly (oupled and )oosely

(oupled $rgani*ation(oupled $rgani*ation )eadership Perspectives)eadership Perspectives !ingle+)oop and ouble+!ingle+)oop and ouble+

)oop )earning)oop )earning

(opyright - Allyn %acon /001


3/57

1.1. The Principal ! Creati"e BlendThe Principal ! Creati"e Blend

o# $ubstance and $tyleo# $ubstance and $tyle

The Principal The 'ole inThe Principal The 'ole inConte&tConte&t

)eadership as Philosophy in)eadership as Philosophy inActionAction

2spoused 3alues and 3alues in2spoused 3alues and 3alues in

4se4se )eadership from a 3alues)eadership from a 3aluesPerspectivePerspective

!hared 3ision and Authority!hared 3ision and Authority (ontrasting the Transactional(ontrasting the Transactional

and Transformationaland Transformational

2thical &esponsibilities of2thical &esponsibilities ofTransformational )eadershipTransformational )eadership #anagement and )eadership#anagement and )eadership &oles and 5unctions&oles and 5unctions #anagement and )eadership#anagement and )eadership

(opyright - Allyn %acon/001


4/57

! Perspecti"e on! Perspecti"e on

LeadershipLeadershipThe PrincipalThe Principal(hapter 6(hapter 6

(opyright - Allyn %acon


5/57

!ssu%ptions o#!ssu%ptions o#

Transactional LeadershipTransactional Leadership Leadership is aLeadership is a

#unction o##unction o#

organi(ationalorgani(ational

position.position. Leadership isLeadership is

goal)centeredgoal)centered

and goals areand goals are

dri"en bydri"en by

organi(ationalorgani(ational

needs.needs.

Leadership isLeadership is

bound *ithin thebound *ithin the

conte&t o# theconte&t o# the

situation +tas,s-situation +tas,s-responsibilities-responsibilities-

and presentedand presented

proble%sproble%s

Leadership isLeadership is

dedicated to goaldedicated to goal

achie"e%ent.achie"e%ent.



6/57

There#ore TransactionalThere#ore Transactional

Leaders +i.e. /anagersLeaders +i.e. /anagers (ontrol their organi*ations through the(ontrol their organi*ations through the

manipulation ofmanipulation of powerpower designed to:designed to:

7 #ake individuals perform 87 #ake individuals perform 8tas,tas,9,9,

7 5eel good about performing7 5eel good about performing

+consideration+consideration, and, and

7 Perform at their level of competency7 Perform at their level of competency

+%aturity.+%aturity.

+ 5oster, . 86


7/57

The 0ndi"idualistic ie* o#The 0ndi"idualistic ie* o#

Leadership 2ails to ConsiderLeadership 2ails to Consider

That leadership isThat leadership isalwaysalwayscontetcontetboundbound

3 0t occurs in a3 0t occurs in asocial co%%unitysocial co%%unity

3 0t is the3 0t is the resultresulto#o#hu%an interactionhu%an interaction

andand

negotiationsnegotiations

That it involvesThat it involvesmutual negotiationsmutual negotiationsandand sharedsharedleadershipleadershiprolesroles

3 0t cannot occur3 0t cannot occur*ithout*ithout#ollo*ership#ollo*ership

3 /any ti%es the t*o3 /any ti%es the t*o

areare interchangeableinterchangeable

2oster +14542oster +1454

(opyright - Allyn


8/57

Po*er6.Po*er6.

Transformational leadership isTransformational leadership is

accomplished when leaders =delegateaccomplished when leaders =delegate

and surrender powerand surrender power overoverpeople andpeople and

events in order to achieve powerevents in order to achieve power overoveraccomplishments and goal achievement>accomplishments and goal achievement>

Authentic accountabilityAuthentic accountability, the authority, the authority

to match responsibility, is granted.to match responsibility, is granted.

+ !ergiovanni 86


9/57

!uthorship *ithout!uthorship *ithout

po*er is isolating andpo*er is isolating andsplintering. Po*ersplintering. Po*er

*ithout authorship can*ithout authorship can

be dys#unctional andbe dys#unctional andoppressi"e.oppressi"e.

+ %olman eal,+ %olman eal,Leading With SoulLeading With Soul,,6?,6?, p. 60


10/57

Bass7 2irst and $econdBass7 2irst and $econd

8rder Change Theory8rder Change Theory

2irst 8rder Change2irst 8rder Change+Transactional+Transactional

etermineeterminesubordinates@ needssubordinates@ needs

!eek to provide!eek to provideappropriateappropriaterewardsrewards

&espond to self+&espond to self+

interests that matchinterests that matchorgani*ational goalsorgani*ational goals

$econd 8rder$econd 8rderChangeChange

+Trans#or%ational+Trans#or%ational &aise subordinates@&aise subordinates@

awarenessawareness 2ncourage2ncourage

commitment tocommitment toorgani*ational goalsorgani*ational goals

5oster a broadening5oster a broadening

of subordinates@of subordinates@needs and wantsneeds and wants

+%ass 86


11/57

/oral Leadership/oral Leadership

Pro#essional !uthorityPro#essional !uthority8craft8craftknowledge and personal epertise9knowledge and personal epertise9

andand

/oral !uthority/oral !uthority 8$bligations and duties8$bligations and dutiesresulting from shared values and ideas9resulting from shared values and ideas9

added to6added to6 Traditional !uthority6Traditional !uthority6

$ergio"anni$ergio"anni

(opyright - Allyn

l d hiM l L d hi 4


12/57

Moral Leadership: 4Moral Leadership: 4

Substitutes for LeadershipSubstitutes for Leadership

AddedAdded $chool Nor%s9$chool Nor%s9AAshared covenantshared covenantbinds membersbinds membersaround commonaround common

values and beliefs.values and beliefs. The Pro#essionalThe Pro#essional

0deal90deal9#embers#embersaccept responsibilityaccept responsibility

for theirfor theirprofessionalprofessionaldevelopment anddevelopment andservice to students.service to students.

Collegiality9Collegiality9#embers oin#embers ointogether in sharedtogether in sharedsupport while stillsupport while still

developing self+developing self+management andmanagement andself+leadership skills.self+leadership skills.

'e*arding Wor,9'e*arding Wor,9

#embers see their#embers see theirwork as meaningfulwork as meaningfuland are accountable.and are accountable.



13/57

Trans#or%ationalTrans#or%ational

Leadership6Leadership6!uch leadership occurs when one or!uch leadership occurs when one or

more persons engage with others inmore persons engage with others in

such a way that leaders and followerssuch a way that leaders and followers

raise one another to high levels ofraise one another to high levels ofmotivation and morality. Theirmotivation and morality. Their

purposes, which might have started outpurposes, which might have started out

as separate but related Bbecome fused.as separate but related Bbecome fused.

%urns, C., 61


14/57

Leadership is /ore ThanLeadership is /ore Than

/anage%ent #or6/anage%ent #or6

=="t is oriented not ust toward the"t is oriented not ust toward thedevelopment of more perfectdevelopment of more perfectorgani*ational structures, butorgani*ational structures, buttoward a reconceptuali*ation oftoward a reconceptuali*ation oflife practices where commonlife practices where common

ideals of freedom and democracyideals of freedom and democracystand important.>stand important.>

+5oster, . 86


15/57


Leaders6Leaders6 2ngage with followers but from higher2ngage with followers but from higher

levels of moralityBlevels of moralityB

7 Doals and values are enmeshed and7 Doals and values are enmeshed and

leadersleaders and followers are raised toand followers are raised tohigher levels ofhigher levels of udgmentudgment

AskAskfrom followersfrom followersBB

Are involved in the creation of newAre involved in the creation of newsocial realitiessocial realities

+ 5oster, 86


16/57

$uch Leadership is 2ounded$uch Leadership is 2ounded

on /oral 'elationshipson /oral 'elationships "t"t critiquescritiquessocial conditions 8and followers@social conditions 8and followers@

roles in maintaining those conditions9.roles in maintaining those conditions9.

"t oEers new possibilities"t oEers new possibilities (visions)(visions) forforsocial arrangements 8and points outsocial arrangements 8and points outfollowers@ roles in changing situations9.followers@ roles in changing situations9.

"t helps to raise the followers@"t helps to raise the followers@consciousnessconsciousnessregardingregarding what iswhat isandandwhat could bewhat could be..



17/57

2our Criteria #or the2our Criteria #or the

Practice o# LeadershipPractice o# Leadership

)eadership must be)eadership must be criticalcritical

)eadership must be)eadership must betransformativetransformative

)eadership must be)eadership must be educativeeducative

)eadership must be)eadership must be ethicalethical

+ 5oster, 86


18/57

Leadership as :ducati"eLeadership as :ducati"e

2osters an analysis2osters an analysis

7 (onsiders organi*ational history, purpose, and7 (onsiders organi*ational history, purpose, and

power distributionpower distribution

7 &e'ects on institutional arrangements7 &e'ects on institutional arrangements $ti%ulates a "ision$ti%ulates a "ision

7 2ncourages consideration of alternative ways7 2ncourages consideration of alternative ways

of operatingof operating7 &aises followers consciousness of social7 &aises followers consciousness of social

conditionsconditions


19/57


20/57

Leadership as :thicalLeadership as :thical

"s founded on the fact of moral"s founded on the fact of moral

relationshipsrelationships

"s intended to elevate people to new"s intended to elevate people to new

levels of moralitylevels of morality "s oriented toward democratic values"s oriented toward democratic values

within communitywithin community

Promotes self+re'ection and yetPromotes self+re'ection and yetinterdependent membership withininterdependent membership within

community.community.

(opyright - Allyn


21/57

Leadership asLeadership as

Trans#or%ati"eTrans#or%ati"e "s oriented toward social"s oriented toward social

changechange

&aises human consciousness&aises human consciousness

&eFuires a community of&eFuires a community of

believersbelievers



22/57


Leadership isLeadership isA transforming practiceA transforming practice

7 "t is and must be7 "t is and must be socially criticalsocially critical

An empowerment of followersAn empowerment of followers

7 "t does not reside in one individual but in7 "t does not reside in one individual but in

thethe relationship between individualsrelationship between individuals

A vehicle for organi*ational changeA vehicle for organi*ational change

7 "t is oriented toward7 "t is oriented toward social visionsocial visionandand

changechange

not simply organi*ational goals.not simply organi*ational goals.



23/57

Trans#or%ationTrans#or%ation

"t is not a radical"t is not a radicalrestructuring of arestructuring of asocial order; rathersocial order; rather

it is 8observed9 init is 8observed9 insmall dosessmall dosesin thein theactivities ofactivities ofvarious groups andvarious groups andindividuals whoindividuals whohope tohope to maemaesome sort ofsome sort ofdi!erencedi!erence..

"t happens in"t happens ineveryday eventsHeveryday eventsHhenhen

commonplacecommonplaceleaders eertleaders eertsomesome e!ecte!ectonontheir situationsBtheir situationsB

+ 5oster, . 86


24/57

CooperationCooperation

There is no enduring cooperationThere is no enduring cooperation

without thewithout the creation of faithcreation of faith, the, the

catalystcatalystby which human eEort isby which human eEort is

enabledBenabledB

=="ooperation"ooperation, not leadership, is the, not leadership, is the

creative processcreative process; but leadership is; but leadership is

the indispensable fulminator of itsthe indispensable fulminator of itsforces.>forces.>

+ %arnard, 86J


25/57

Leaders Lead By 6Leaders Lead By 6

(hallenging the Process(hallenging the Process "nspiring a !hared"nspiring a !hared

3ision3ision 2nabling $thers to Act2nabling $thers to Act

#odeling the ay#odeling the ay 2ncouraging the Keart2ncouraging the Keart

+ Lou*es. C. and Posner,+ Lou*es. C. and Posner,%., 6


26/57

)eadership, in the Mnal analysis, is the)eadership, in the Mnal analysis, is theability of humans to relate deeply to eachability of humans to relate deeply to eachother in the search for a more perfectother in the search for a more perfectunion. )eadership is a consensual task, aunion. )eadership is a consensual task, a

sharing of ideas and a sharing ofsharing of ideas and a sharing ofresponsibilities, where a Nleader@ is aresponsibilities, where a Nleader@ is aleader for the moment only, where theleader for the moment only, where theleadership eerted must be validated byleadership eerted must be validated by

the consent of the followers, and wherethe consent of the followers, and whereleadership lies in the struggles of aleadership lies in the struggles of acommunity to Mnd meaning for itself.community to Mnd meaning for itself.+ 5oster, 86


27/57

LeadershipLeadership

! Creati"e! Creati"eProcessProcess



28/57

Personal Path*ays toPersonal Path*ays to




29/57


"s a matter of art"s a matter of art

rather than sciencerather than science

"s aesthetic and"s aesthetic and

moral rather thanmoral rather thanlogicalBlogicalB

)eadership is:)eadership is: 5eeling5eeling

CudgmentCudgment

!ense!ense

%alance%alance

5osters the5osters the

creative side of thecreative side of the

organi*ation whichorgani*ation which

isis cooperationcooperation..

+ (hester %arnard,+ (hester %arnard,

The Functions ofThe Functions of

the !ecutivethe !ecutive,,

6J


30/57

The Artistry ofThe Artistry of

LeadershipLeadership)eadership is an)eadership is an artart, a performing art., a performing art.

And in the art of leadership, the artist@sAnd in the art of leadership, the artist@s

instrument is theinstrument is the selfself. 4ltimately,. 4ltimately,

leadership development is a process ofleadership development is a process ofself#discovery and development$self#discovery and development$

)eadership artistry is an awareness of and)eadership artistry is an awareness of and

faith in one@s own values, beliefs, andfaith in one@s own values, beliefs, and

abilities which form the basis forabilities which form the basis for

mobili*ing others toward higher purposesmobili*ing others toward higher purposes



31/57

ertical +LHB Thin,ingertical +LHB Thin,ing

1. The %ethod o# science9 e&peri%entation and1. The %ethod o# science9 e&peri%entation andinductioninduction

!. ! step*ise process. 8ne step #ollo*s another in!. ! step*ise process. 8ne step #ollo*s another inan unbro,enan unbro,en se;uence.se;uence.

B. /ust be correct at e"ery step. This is o# theB. /ust be correct at e"ery step. This is o# the

essence.essence.C. $elects and deals *ith *hat is rele"ant.C. $elects and deals *ith *hat is rele"ant.

cand technical %atters.and technical %atters.

?. ie* as the de"elop%ent o# a structure.?. ie* as the de"elop%ent o# a structure.


Lateral thin,ing TheLateral thin,ing The


32/57

Lateral thin,ing) TheLateral thin,ing) The

8pposite o# ertical8pposite o# ertical

Thin,ing +'HBThin,ing +'HB1.1. 0s Not $e;uential.0s Not $e;uential. Co%%on %ethod here is toCo%%on %ethod here is tobegin at the solution end rather than thebegin at the solution end rather than thebeginning end o# the process. Ju%p to di@erentbeginning end o# the process. Ju%p to di@erentpoints and allo* the #rag%ents to coalesce.points and allo* the #rag%ents to coalesce.


33/57

cons ruc ve,cons ruc ve,synthesizing,synthesizing,

unifying, andunifying, andinterpretive, to thatinterpretive, to that

extent does itextent does itdescend upon thedescend upon the

internal of theinternal of theindividualindividual



34/57


A !ummary of the PrinciplesA !ummary of the Principles

of Transformationalof Transformational

)eadership %ased on illiam)eadership %ased on illiam5oster,5oster, Paradigms andParadigms and

PromisesPromises, 6


35/57

ie*s o# Leadershipie*s o# Leadership

TransactionalTransactional

TransformationalTransformational



36/57

)eadership is a function of organi*ational)eadership is a function of organi*ational

positionposition

)eadership is goal+centered and goals are)eadership is goal+centered and goals are

driven by organi*ational needsdriven by organi*ational needs )eadership is bound within the contet of)eadership is bound within the contet of

the situation 8tasks, responsibilities,the situation 8tasks, responsibilities,

problems9problems9

)eadership is dedicated to goal)eadership is dedicated to goal

achievementachievement

Transactional LeadershipTransactional Leadership



37/57


LeadershipLeadership "s oriented toward social change"s oriented toward social change

&aises human consciousness&aises human consciousness

&eFuires a community of believers&eFuires a community of believers85oster, 6


38/57

= =)eadership always has one face)eadership always has one face

turned toward change and changeturned toward change and change

involves the critical assessment ofinvolves the critical assessment ofcurrent situations and thecurrent situations and the

awareness of future possibilities.>awareness of future possibilities.>

85oster, p. ?/ 985oster, p. ?/ 9


d hi i h


39/57

Leadership is /ore ThanLeadership is /ore Than

/anage%ent #or6/anage%ent #or6 = ="t is oriented not ust toward the"t is oriented not ust toward the

development of more perfectdevelopment of more perfect

organi*ational structures, butorgani*ational structures, but

toward a reconceptuali*ation of lifetoward a reconceptuali*ation of lifepractices where common ideals ofpractices where common ideals of

freedom and democracy standfreedom and democracy stand

important.> 85oster, p. ?/ 9important.> 85oster, p. ?/ 9

(opyright - Allyn

C i d hi


40/57

Contrasting LeadershipContrasting Leadership

ie*sie*s TransactionalTransactional

2change2change

relationshiprelationship

between leadersbetween leaders

and followersand followers

esigned to gainesigned to gain

support ofsupport of

followers throughfollowers through (oncession(oncession

OegotiationsOegotiations

AccommodationsAccommodations

TransformationalTransformational 2nvisions new2nvisions new

social conditionssocial conditions

(ommunicates(ommunicatesvision throughvision through "nspiring"nspiring

TransformingTransforming

(hallenges(hallenges

followers towardfollowers toward

greater humangreater human

concernconcern

(opyright - Allyn

2 T # i l


41/57

2our Trans#or%ational2our Trans#or%ational

Leadership CriteriaLeadership Criteria )eaders must be)eaders must be

(ritical(ritical

2ducative2ducative

TransformativeTransformative

2thical2thical

85oster, 6


42/57

Critical Leaders6Critical Leaders6

2amine current social conditions2amine current social conditions

and Fuestion the appropriateness ofand Fuestion the appropriateness of

those conditions for all individualsthose conditions for all individuals

%elieve that individuals are capable%elieve that individuals are capable

of improving their presentof improving their present

conditionsconditions



43/57

:ducati"e Leaders6:ducati"e Leaders6

2ncourage an analysis of the2ncourage an analysis of the

organi*ationorgani*ation

&aise the consciousness of followers&aise the consciousness of followers

"nspire a vision of alternative"nspire a vision of alternative

organi*ational structures and powerorgani*ational structures and power

distributiiondistributiion


44/57

:thical Leaders6:thical Leaders6

$perate from moral relationships$perate from moral relationships

2levate followers to higher levels of2levate followers to higher levels of

moralitymorality

5oster democratic values through5oster democratic values through

communitycommunity

2ncourage self+re'ection and2ncourage self+re'ection andinterdependenceinterdependence

(opyright - Allyn

T # i lT # ti l


45/57


Leaders6Leaders6 2ngage with followers from higher2ngage with followers from higher

levels of moralitylevels of morality Doals and values are enmeshedDoals and values are enmeshed

)eaders and followers are raised to)eaders and followers are raised tohigher levels of udgmenthigher levels of udgment

AskAsk from followersBfrom followersB

Are involved in the creation of newAre involved in the creation of newsocial realitiessocial realities



46/57

Principal 'olesPrincipal 'oles

"nstructional )eader"nstructional )eader

!taE eveloper!taE eveloper

!tudent Advocate!tudent Advocate

(ommunity(ommunity&epresentative&epresentative

%uilding #anager%uilding #anager

OetworkerOetworker

$4 8our $wn$4 8our $wn4nderstanding94nderstanding9

(opyright - Allyn


47/57

$,ills #or $chool$,ills #or $chool

PrincipalsPrincipalsOA!!POA!!P

(opyright - Allyn

!ssess%ent Ai%ensions o# the National!ssess%ent Ai%ensions o# the National


48/57

!ssess%ent Ai%ensions o# the National!ssess%ent Ai%ensions o# the National

!ssociation o# $econdary $chool!ssociation o# $econdary $chool

PrincipalsPrincipals

1.1. Proble% !nalysisProble% !nalysis


49/57

$ur"i"al s,ills needed by$ur"i"al s,ills needed by

beginning school ad%inistratorsbeginning school ad%inistrators

1. Leadership1. Leadership


50/57

the National Co%%ission #or thethe National Co%%ission #or the

PrincipalshipPrincipalship

5unctional domains5unctional domains )eadership)eadership

"nformation collection"nformation collection

Problem analysisProblem analysis

CudgmentCudgment

$rgani*ational$rgani*ational

oversightoversight

"mplementation"mplementation

elegationelegation

ProgrammaticProgrammatic

domainsdomains "nstructional"nstructional

programprogram

(urriculum design(urriculum design

!tudent guidance!tudent guidance

and developmentand development

!taE development!taE development

#easurement and#easurement and

evaluationevaluation

&esource allocation&esource allocation


Per#or%ance do%ains identi>ed byPer#or%ance do%ains identi>ed by


51/57

Per#or%ance do%ains identi>ed byPer#or%ance do%ains identi>ed by

the National Co%%ission #or thethe National Co%%ission #or the

PrincipalshipPrincipalship 0nterpersonal0nterpersonal

do%ainsdo%ains /oti"ating others/oti"ating others

$ensiti"ity$ensiti"ity 8ral e&pression8ral e&pression

WrittenWritten

e&pressione&pression

Conte&tualConte&tual

do%ainsdo%ains Philosophical andPhilosophical and

cultural "aluescultural "alues

Legal andLegal and

regulatoryregulatory

applicationsapplications

Policy andPolicy and

political inuencespolitical inuences Public and %ediaPublic and %edia

relationshipsrelationships



52/57

Curriculu% isCurriculu% is$haped by$haped by

$tructure$tructure



53/57

$tructure$tructure

PhilosophyPhilosophy

PoliciesPolicies

ProceduresProcedures PracticesPractices


#


54/57

ste%s #ro% a greatste%s #ro% a great

irony. Those *ho stillirony. Those *ho stillli"e in the pastli"e in the past

con>dently set thecon>dently set the

nor%s #or those *honor%s #or those *ho

*ill li"e in the #uture6*ill li"e in the #uture6

Goodlad- 145=Goodlad- 145=


C t di l C tiCustodial "s Creati"e


55/57

Custodial "s. Creati"eCustodial "s. Creati"e

LeadershipLeadership%&A' &%%&A' &%

TransactionalTransactional

leaders focus onleaders focus on

improvement byimprovement bytightly couplingtightly coupling

8managing98managing9

obectives,obectives,

curriculum,curriculum,teaching strategiesteaching strategies

and evaluation.and evaluation.

%&*%&*

TransformationalTransformational

leaders coordinateleaders coordinate

through sharedthrough shared

values and beliefs.values and beliefs.

They understandThey understand

thatthat autonomyautonomyinin

classrooms isclassrooms is

necessary fornecessary for

fundamental changefundamental change

to occur.to occur.


#' # 0


56/57

'e#or% 0'e#or% 0

$chool AistrictTightly Coupled

What Ho*Top Ao*n /ission

Top Ao*n Goals

$chool !

WhatHo*

$chool B

WhatHo*

$chool C

WhatHo*



57/57

'e#or% 00'e#or% 00

$chool AistrictTightly Coupled

Why$hared /ission

$hared Purpose

$chool !Why $chool BWhy $chool CWhy

Documents

Creative Leadership by Gerald