School Leadership: A Lynchpin for Improving Instructional Outcomes

Ronnie Detrich, Wing Institute: ChairTrina Spencer, Northern Arizona University: DiscussantJack States, Wing InstituteRandy Keyworth, Wing Institute

A Behavioral Conceptualization of Leadership

Ronnie DetrichWing Institute

Acknowledgments

• Tim Slocum• Andy Lattal• Randy Keyworth• Jack States

Why Do We Need a Behavioral Conceptualization of Leadership?

• Hundreds of books on leadership Most incorrectly focus on personal characteristics of

leaders.“Leadership is a potent combination of strategy and character. But

if you must be without one, be without the strategy.”- Norman Schwarzkopf

Relatively few view leadership as a behavioral transaction.Exception: Aubrey Daniels The Measure of a Leader

Leadership Considered

• Function of Leaders: Occasion change Maintain and stabilize system

A Functional Perspective on Leadership

• There can be no leaders without followers. Obvious but more complex upon closer examinationFrame of Leaders/Followers places emphasis on

characteristics of each.Leadership is a construct.

When is it invoked?Leadership made up of two classes of behavior:

LeadingFollowing

Leadership Considered

• Leading defined by two effects Following Effects on outcomes

Followers but no outcomes is not leadership Outcomes without following is not leading.

“Leadership is intentional influence.”Michael McKinney

Leadership Considered

• Leadership is a social relationship between two actors (leader & follower). Relationship maintained by exchange of reinforcers and

punishers. Not defined by topography or nominal role of actors.

“Leading from behind”

Interaction Between Leading and Following: Maintaining Contingencies

Leader Follower

SR

SR

OrganizationalVariables

History

Cultural Norms

Hierarchies

Cultural Norms

Hierarchies

TrainingRules

Values/Beliefs

TrainingRules

Values/Beliefs

Social milieu

History

Cultural Norms

Hierarchies

Cultural Norms

Hierarchies

TrainingRules

Values/Beliefs

TrainingRules

Values/Beliefs

Context

Even though external variables have influence on leader and follower, leading is ultimately determined by the

interaction between the leader and follower.

LeadingSR+ SR-

Follo

win

g

SR+SR-

Cooperation

Coercion

Coercion

Coercion

A ruler should be slow to punish and swift to reward.

Ovid

“You do not lead by hitting people over the head-that’s assault not leadership”Dwight D. Eisenhower

SR+

SR+SR-

SR-

LeadingSR+ SR-

Follo

win

g

SR+SR-

Cooperation

Coercion

Coercion

Coercion

Cooperation vs Coercion

• Cooperation and Coercion produce very different effects. Cooperation=approach, continuous cycle of engagement,

doing more. Coercion=escape/avoidance, counter-control, doing less.

• Leadership requires large majority of time engaged in cooperation.

Influencing Following

Establishing Motivation

• Inspirational/Aspirational speakers-calls to action Appeals to values. JFK MLK, Jr. Nelson Mandella Geoffrey Canada-Harlem Children’s Zone-”whatever it

takes.”

Establishing Motivation

• Leadership teams-Distributed Leadership Responsibility for solution is shared. Allows participants to “own” the problem/solution.

Effective for getting agreement that a problem exists and framing solutions.

If members of the team are credible then can function as local champions for solutions with peers.o Requires that someone assures that team remains solution focused.o May reduce resistance.

Specify Classes of Behavior

• Following is difficult if followers don’t know what to do.• These are functional classes of behavior rather than

topographical classes. Overly prescribing form narrows the range so that in many

instances there is no “appropriate” response.The form of the behavior is not as important as the function.

o Catch ’em being good. SWPBS is a good model for establishing broad classes of

behavior. Be Safe Be Respectful Be Responsible

Create Context for Following

• Clear statement of vision and goals.• Adequate training and coaching.• Necessary resources available.

Establish Stimuli for Following

• Set the occasion for when following is to occur.CoachingChecklists Job Aids

Monitor and Reinforce Following

• Performance feedback systems.• “Management by walking around”

Allows for immediate reinforcement of following.

Analytical Leading

Leading Behavior Present/Absent

Increase Motivation Yes No

Specify classes of following Yes No

Establish context Yes No

Establish stimuli for following Yes No

Monitor and reinforce following Yes No

Leadership Summarized

To lead people, walk beside them ... As for the best leaders, the people do not notice their existence. The next best, the people honor and praise. The next, the people fear; and the next, the people hate ... When the best leader's work is done the people say, 'We did it ourselves!'”

Lao Tzu

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