Paradigms of leadership

Paradigms of LeadershipDave Klocko Unit 1 Slideshare HIED 5364

Slideshare Objectives

▪ Identify foundational leadership theories based on “Making Sense of Administrative Leadership: The “L” Word in Higher Education (Nensimon, Neumann, and Birnbaum, 1989)

▪ Define “Paradigm”

▪ Identify “ New Paradigms of Leadership”

Slideshare Objectives

▪ Discuss Transformational Leadership and Transactional Leadership▪ Discuss “Lollipop moments of leadership”

(video Ted talk)▪ Create a reflective essay: What kind of

leader am I?▪ Discuss perspectives of leadership around

me

Leadership Research then………

Focus on

Leaders

Study Leaders as Individuals

Research Hierarchy and Power

Search for Universal Characteristics of “Good Leaders”

Kezar, A, Carducci R, Contreras-McGavin M (2006). Rethinking the “L” Word in Higher Education: The Revolution of Research on Leadership. Hoboken: Wiley Periodicals.

Leadership Research Now…………..

Non-Hierarchial

Process Centered

Related to Context

Shared Power and Influence

Collective


Foundational Theories of Leadership

▪ Trait Leadership– Seeks to identify definitive traits of leaders.

– Leaders display specific traits the distinguish them from followers.

– Examples include: Tall, thin, self-confident, social, intelligent.

– Criticism: There is no definitive list of traits of successful leaders and doesn’t consider context.



▪ Behavioral Leadership– What behaviors do effective leaders have?

– Use of tasks and relationships to guide interactions.

– This theory believes leadership can be “learned”.

– An attempt is made to identify which behaviors are appropriate for particular situations.

– Criticisms: No relationship between leader’s behaviors and outcomes. Doesn’t consider context.



▪ Power and Influence– The use of power, reward and coercion to influence

followers.

– Process oriented .

– Transformational leaders use charisma, visionary leadership and concern for followers.

– Criticisms: Encourages directives and hierarchy as a leadership style.



▪ Contingency Leadership– Leadership is context dependent influencing followers.

– Leadership effectiveness is a product of matching leader style with situation.

– Leadership is closely related to perspective or vantage point.

– Criticisms: Difficult to research due to large amount of ambiguous concepts and difficulty to translate into practice.



▪ Cognitive Leadership– Looks at the importance of cognitive processes,

perceptions and error judgement.

– Leadership as a socially constructed rather that an objective phenomenon.

– Cognitive processes of followers as important as leader.

– Criticisms: Difficult to assess effectiveness due to abstract nature of cognitive processes.



▪ Cultural/Symbolic Leadership– Values, beliefs, rituals and stories are and important

component of leadership.

– These elements are used to influence followers.

– Socially constructed and can vary across different cultures.

– Followers foster shared meaning and values.

– Criticisms: Difficult to link cultural leadership to organizational outcomes.


What is a paradigm?

▪ “A system of assumptions about the nature of reality that is integrated, pervasive, holistic and internally consistent..” Love and Estanek (2004).

▪ “The way we view and make sense of the world around us” Klocko (2016)

New Paradigms of Leadership

▪ Functionalist

– Leadership has generalizable qualities and is measurable with predictable outcomes.

– Traits, behaviors and influence strategies are important elements.

– Criticisms: Context, culture and individual differences are no acknowledged.



▪ Social Constructivism

– Subjective experience is important to determine leadership style.

– Culture and context is important.

– Leadership is a socially developed phenomenon.

– Criticism: Does not consider the role of power and there are no specific methods to invoke leadership.



▪ Critical– Power is central to authority and control.

– Leadership has a history of oppression and is to be viewed with scrutiny.

– Be mindful of groups that get marginalized, and power dynamics should be watched.

– Empowering followers is key to success.

– Criticism: Effectiveness and outcomes of ledership are not important for organizational survival.



▪ Post Modernism

– Leadership is the will to power and is a contingent, human construction that depends on local conditions and history.

– It reflects the complex and ambiguous human condition that exists.

– It questions leadership itself beyond the “will” to power, but whether certain complex conditions result in leadership.

– Criticism: No specific action directives for leadership.


What is my leadership paradigm?

▪ “I believe the social constructivist paradigm speaks to me the most. Leadership occurs in many different circumstances with many different people. For example, students entering our program vary in style and personality from year to year. Leading effectively requires me to consider the context, the culture of each group/individual and coupling that with past experience to effectively lead.”

Transformational and Transactional Leadership

▪ Transformational▪ The purpose of

“leadership” is to foster change

▪ A process of movement from the current status to future goals

▪ Leadership transcends one’s position in the organization to motivate and improve morality

▪ Transactional▪ “Management”:

responsibility to make sure things are done correctly in the “status quo”

▪ Organizational power and politics are acknowledged as important factors in evoking change

Harrison, L. M. (2011). Transformational leadership, integrity, and power. New directions for student services (135), 45-52.

Transformational and Transactional Leadership Dichotomy

Transformational Leadership

Transformational leaders separate leadership from

positional authority to lead “followers”

How do those without “positional power”

effect change?

Transactional Leadership

Management

Organizational Power

Structures

Key Summary Point on Transformational and Transactional Leadership

▪ These terms are not meant to be “either-or” or “us and them.”

▪ Push back from leadership will occur if ideas are counter to the “current culture.”

▪ Transactional management should recognize that interaction with the power structures of the organization will facilitate change by allowing them a “seat at the table” where day to day decisions are made.

▪ Sustained transformational leadership comes from insiders who use power and influence responsibly over extended periods of time. (Badaracco 2002)


Key Summary Points on Transformational and Transactional Leadership

▪ Leading requires knowledge of how power works in your organization.

▪ Within organizations, “tempered radicals” are people that are “cautious and committed” to organizational change. They often get treated as outsiders because they challenge the status quo.

▪ “The reason leaders lead, and followers follow is due to self-interest. These parties seek to avoid the anxiety of organizational disorder.” Kellerman (2004).


Strategies for Creating Transformational Systems

▪ Acknowledge limitations of transformational leadership with organizations

▪ Include more political and business literature on leadership in graduate curricula

▪ Create more alliances and relationships in the workplace

▪ Seek and develop mentorships with key leaders


Am I Transformational or Transactional Leader?

In reading Laura Harrisons article, “Transformational Ledership, Integrity, and Power”, I was a forced to self reflect on what kind of leader I am. For the most part in my work as an educator and Academic Coordinator I am in a leadership position with students, faculty and staff. All interactions have their own nuances and this makes my position interesting. This article made me think of a graduate course I took over 20 years ago on Organizational Theory. What is the difference in leadership and managership? The eternal question. The “Neutron Jack Welsh” answer from 80’s, if I remember correctly, “a manager does things right, and a leader does the right thing.” Harrison’s article made me aware that I am a transactional leader for the most part with some sprinklings of transformational.

Am I Transformational or Transactional Leader?

I will am a transformational leader when I believe in a change for the better, and not a change for the sake of change. I generally don’t like change and really believe in the saying “why fix it if it’s not broke?” My transactional leadership tendencies come from my underlying “anxiety” about change and the work it will take to “get comfortable again”. Ultimately, I would like to fit transformation leadership into my “leadership paradigm” to become a more effective educator. I also agree that there are many institutions and organizations that need change and transformational leadership, some more that others. I firmly agree with Harrison’s discussion in the relationship of the power structure of our organization and the relationships between power, transaction and transformation in order to effect positive change.

Everyday Leadership….Lollipop Moments: an unexpected leadership paradigm

Dudley Drew’s Ted Talk, “Everyday Leadership” is a compelling message that “normal people” provide leadership in small ways every day. Being called a leader is not reserved for the corporate CEOs and the extraordinary. This Ted Talk brings leadership down to everyone’s day to day existence with a story that he calls a “lollipop moment”.http://www.ted.com/talks/drew_dudley_everyday_leadership?language=en#t-17955Questions to ask: Do we acknowledge or give thanks for the “lollipop moments” we experience?Do we remember any moments of leadership that we provided in an interaction with someone else?

http://www.ted.com/talks/drew_dudley_everyday_leadership?language=en#t-17955



Everyday Leadership….Lollipop Moments: an unexpected leadership paradigm

The lollipop moment “take home message” for me is that we should give ourselves credit for those times when our words or efforts made and impact on someone, and call ourselves “everyday leaders”.Discussion board question: Do you remember this Superbowl commercial? What was the lollipop moment that occurred in this commercial?

Added Resource: Paradigms of Leadership Around Me………

This exercise helped me learn not only a variety of leadership theories and paradigms, but to self-reflect on how I provide or don’t provide leadership. It caused me to look that the variety of leadership styles among my students, colleagues, and administrators. Since I am learning about leadership, I thought I would ask the best possible resource I have at my disposal…….the students and the people I work with….”What is good leadership”

I know the task ahead is to become an effective leader ! Am I a man or a mouse ??

Paradigms of Leadership Around Me………quotes from “everyday leaders”

“A good leader is someone who leads through inspiration because they are willing to do everything that they would ask someone else to do, especially when no one else wants to do it. They are someone who has integrity above all else, works for the best interests of the people they are leading and brings them together to work towards a common goal.”


“Qualities of a leader: Must be able to empathize with the group’s thoughts and feelings to help guide the group to success. Furthermore, they must be able to not only champion the group’s achievements, but to be able to shoulder and accept responsibility for negative outcomes. A leader should be able to be honest and fearless enough to address roadblocks that may be keeping the group from being the best possible team.”


“Leadership is the ability to inspire while working toward a common goal. A good leader must have the ability to adapt, direct, and follow to be successful.”

“Good leadership is; One who listens well, and is ready to back up his/her team. When delegating, do not be demanding but, be firm. Help people enjoy their job!”


“Leaders know how to get the job done and how to empower and support the people who work for them. A Leader helps an individual grow. If individuals grow, the team grows. I’ve listed some basic characteristics that I think all good leaders have.”Self-awarenessHonestyConfidenceDecisivenessVision


“When I think of a good leader I think of someone that uses the servant leadership style. A good servant leader regularly values others contributions and seeks out opinions, cultivates trust among team members, provides opportunities for growth demonstrating by example, encourages team members, is not a dictator, but rather, allows team members to take responsibility for tasks through effective encouragement. ”

References

▪ Kezar, A, Carducci R, Contreras-McGavin M (2006). Rethinking the “L” Word in Higher Education: The Revolution of Research on Leadership. Hoboken: Wiley Periodicals.

▪ Harrison, L. M. (2011). Transformational leadership, integrity, and power. New directions for student services (135), 45-52.

▪ Drew, D. TedxToronto (2010). Retrieved from: http://www.ted.com/talks/drew_dudley_everyday_leadership?language=en#t-17955



