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L08a Forces and Frames of Leadership 1
Forces and Frames of LeadershipMore than one role
Learning Objectives
• Be able to apply Sergiovanni’s 5forces of leadership to yourleadership to your context
• View your leadership through 4 frames
2
The 5 Forces
Cultural
Symbolic
Educational
3
Educational
Human
Technical
(Sergiovanni, 1984, 2001)
Forces of Leadership: Technical
• Leader as management engineer
• Planning
• Organizing
• Schedulingg
• Contingency theory
• Fundamental to leadership
Technical
4
Sounds like ‘management’
(Sergiovanni, 1984, 2001)
L08a Forces and Frames of Leadership 2
Forces of Leadership: Human
• Leader as human engineer
• Human relations
• Interpersonal competence
• Instrumental motivation techniques
• Provides support, encouragement and growth opportunity for ‘people’
5(Sergiovanni, 1984, 2001)
Human
Forces of Leadership: Educational
• Leader as leader of learning
• Influences teaching, educational programs, development and supervision
C l h
6(Sergiovanni, 1984, 2001)
Educational
• Counsels teachers
• Diagnoses educational problems
• Provides for staff development
• Influences curriculum development
(
Forces of Leadership: Symbolic
• Leader as chief
• Provides sense of purpose• Models important goals and
behaviors• Signals what is valuable SymbolicSignals what is valuable• Highly visible to staff and
students• Prioritizes education over
management• Provides unifying vision in
words and actions
7(Sergiovanni, 1984, 2001)
Symbolic
Forces of Leadership: Cultural
Cultural
• Leader as high priest• Articulates and strengthens
enduring values and beliefs• Legacy builder to define an
institutional characterA i l i i
8(Sergiovanni, 1984, 2001)
• Articulate purposes, mission• Socializes new members to
school• Reinforces myths, traditions and
beliefs• Bonds stakeholders together as
believers
L08a Forces and Frames of Leadership 3
The “Guru” profile
• Click on the image for a short paper that uses the Forces to describe various leader profiles:
• Th G• The Guru• The Technocrat• The Politician
• Some implications for leadership are also discussed.
9
Have you achieved the Learning Outcomes?
• Can you apply the 5 forces of leadership to leadership in your context?
• What do B and D’s frames tell you about leadership y p
• Are you an engineer? A chief? A guru?
• Is there another metaphor shape (Elliot, 1992) that best depicts your leadership?
10
Framing – it’s how you see it
Bolman & Deal, 2008 1112
L08a Forces and Frames of Leadership 4
The Four Frames
13
The Structural Frame
Focus: Formal structure
• the importance of formal roles and relationship
f th th t• focuses on the way that structure develops in response to an organization’s tasks and environment
• Schools are guided by goals and policies
Bolman & Deal, 2008
14
The Human Resource FrameFocus: Relationships
• Schools serve human needs.• People need schools for
intrinsic and extrinsic reasons.• Schools need people for their p p
energy, effort and talent. • When fit is poor, people feel
exploited or they exploit.• A good fit benefits both.
People find satisfying work, and schools get the talent and energy they need to succeed.
Bolman & Deal, 2008
15
The Political Frame
Focus: Power and influence
• Schools are coalitions of individuals & interest groups.
• People are different.
Bolman & Deal, 2008
People are different.• Important decisions involve
allocating scare resources.• Conflict is part of day‐to‐day
dynamics. • Power most important asset.• Bargaining and negotiations
are used to make decisions
16
L08a Forces and Frames of Leadership 5
The Symbolic FrameBolman & Deal, 2008
Focus: Culture
• Symbolic actions & activities impact an culture for better/ worse.
• Myth, vision & values imbue schoolMyth, vision & values imbue school with purpose
• Heroes through words and deeds serve as living logos.
• Rituals &ceremonies offer direction, faith, and hope.
• Stories perpetuate values & keep feats of heroes alive.
• Symbols can also be negative.17
Overview of the Four-Frame ModelFRAME
StructuralHuman Resource Political Symbolic
Metaphor for organization
Factory or machine
Family Jungle Carnival, temple, theater
Central concepts Rules, roles, Needs, skills, Power, conflict, Culture, p , ,goals, policies, technology, environment
, ,relationships
, ,competition, organizational politics
,meaningmetaphor, ritual, ceremony, stories, heroes
Image of leadership
Social architecture
Empowerment Advocacy and political savvy
Inspiration
Basic leadership challenge
Attune structure to task, technology, environment
Align organizational and human needs
Develop agenda and power base
Create faith, beauty, meaning
(Bolman & Deal, p. 18)
Source of ambiguity for leaders
(McCaskey, 1982 as cited in Bolman & Deal, p. 33) 19
Interpretations of school processes
Strategic planningStrategic planning
Decision making
Reorganizing
ProcessProcessStructuralStructuralFrameFrame
Human Human Resource FrameResource Frame
Political Political FrameFrame
Symbolic Symbolic FrameFrame
g g
Evaluating
Approaching conflict
Goal setting
Communication
Meetings
Motivation(Bolman & Deal, pp. 314‐315)
L08a Forces and Frames of Leadership 6
Leaders reframing school changeFRAME Barriers to change Essential Strategies
Structural Loss of direction, clarity and stability;Confusion, chaos
Communicating, realigning, and renegotiating formal patterns and policies
Human Resource Anxiety, uncertainty;People feel incompetent and
Training to develop new skills;Participation and involvement;People feel incompetent and
needyParticipation and involvement;Psychological support
Political Disempowerment;Conflict between winners and losers
Create arenas where issues can be renegotiated and new coalitions formed
Symbolic Loss of meaning and purpose;Clinging to the past
Create transition rituals;Mourn the past, celebrate the future
(Bolman & Deal, p. 379)
Now that’s leadership
22