Fundamentals of School AdministrationEDU 547 - Spring 2014 Semester

Thursday, January 30, 2014

Chapter Twelve Presentation: “Leadership in Schools”

Presented by: Anyha Lord-Jerris

Professor: Dr. Lauren Larsen

LEADERSHIP IN SCHOOLS“Effective education leadership makes a difference in improving learning…What’s far less clear…is just how leadership matters, how important those effects are in promoting learning of all children, and what the essential ingredients of successful leadership are.”

M. Christine DeVita

Taking Stock in Education Leadership

“There is a growing school of thought … that men may be biologically unsuited to hold political office and leadership positions.”

Maureen Dowd

Are Men Necessary?

CHAPTER OVERVIEW

Importance of leaders and leadership Critical situational factors in educational

leadership Leader effectiveness Contingency models New leadership theories Transformational leaders

DEFINING LEADERSHIPAccording to Yukul (2002), “leadership should be defined broadly as a social process in which a member or members of a group or organization influence the interpretation of internal and external events, the choice of goals or desired outcomes, organization of work activities, individual motivation and abilities, power relations and shared orientations.”

LEADERS VERSUS ADMINISTRATORS Leaders – stress adaptive change and

getting people to agree about what needs to be accomplished.

Administrators – emphasize stability and efficiency

Plan & Budget

Organize & Staff

Control & Solve

Problems

Establish

Direction

Align People

Motivate &

Inspire

THE NATURE OF ADMINISTRATIVE WORK

According to research, Kyung Ae Chung and Cecil Miskel (1989) summarize the

major findings:Administering schools is feverish and consuming;School leaders rely on verbal media;Administrator activities vary widely;Managerial work is fragmented; for school administrators;

DOMINANT THEORETICAL APPROACHES TO

UNDERSTANDING LEADERSHIP

Traits, Skills, and Leadership Trait approach of leadership –

leadership is inherited and determined by social circumstance.

Early Trait Research – personal factors associated with leadership (capacity, achievement, responsibility, participation, and status).

TRAITS AND SKILLS ASSOCIATED WITH EFFECTIVE LEADERSHIP

Personality

• Self-confidence

• Stress tolerance

• Emotional maturity

• Integrity• Extroversion

Motivation

• Task & interpersonal needs

• Achievement orientation

• Power needs• Expectations• Self-efficacy

Skills

• Technical• Interperson

al• Conceptual

SITUATIONS AND LEADERSHIP

Organizational(Size, Hierarchy, Formalization, &

Leader role)

Internal Environment(Climate & Culture)

External Environment

(Social & Economic)

Subordinate(Personality, Motivation, &

Abilities)

THE OHIO STATE AND RELATED LEADERSHIP STUDIES

Leader Behavior Description Questionnaire (LBDQ) started in Ohio State University in the 1940’s. It measures two basic dimensions: initiating structure and consideration. Four major findings of the study:

Initiating structure and consideration are fundamental dimensions of leader behavior

Most effective leaders integrate both high initiating structure and consideration

Superiors and subordinates tend to evaluate the contributions of the leader behavior dimensions oppositely in assessing effectiveness.

A slight relationship exists between how leaders say they should behave and how subordinates describe that they do behave.

LEADERSHIP EFFECTIVENESS

Effectiveness Indicators for Educational Leaders

• Perceived reputation• Self-assessment

Personal

“Leadership effectiveness can be defined as having a more objective dimension – accomplishment of organizational goals – and two

subjective dimensions perceptual evaluations of significant reference groups and overall job satisfaction of subordinates.”

CONTINGENCY MODELS OF LEADERSHIP

Instructional Leadership Least Preferred Co-Worker Model Substitutes for Leadership (depends on

the characteristics of subordinates, of the task, and of the organization.

Distributed Leadership (leadership by teams and groups – site based management)

Reformulated Path-Goal Theory (leader behaviors, situation, and outcomes) refer to page 442 table 12.4

TRANSFORMATIONAL LEADERSHIP

“James MacGregor Burns (1978) is commonly credited with formulating the ideas of transactional and transformational leadership and applying them to the political arena.” Bass built on the work of Burns and developed a “full range leadership model.”

Bass identifies three major types of leadership:Laissez-Faire LeadershipTransactional LeadershipTransformational Leadership

THREE MAJOR TYPES OF LEADERSHIP

A Full-Range Leadership Continuum (Table 12.5 page 445)

1.Non-transactional

or passive

2. Contingent reward

leadership3. Active

management by exception

4. Passive management by exception

5. Idealized influence

6. Inspirational motivation

7. Intellectual stimulation

8. Individualized consideration

Laissez-Faire Leadership

Transactional Leadership

Transformational Leadership

CONCLUSIONThe concept of leadership is extremely complex and ambiguous. It is evident

that organizations recognize the importance and value of effective

leadership as illustrated by the various theories developed and studies

conducted. When examining effective leadership it is important to take a

holistic approach to achieve the right balance.