Learning Objectives

Distinguish leadership roles from management roles

Assess and reflect on their leadership and management
roles
Identify the five challenges of leadership
Assess oneself in terms of the challenges of leadership
via the Leadership Practices Inventory (LPI) tool
Dr. Pedrito S. Ocba Jr. Reconnect with their leadership purpose in Education
SEPS-HRD

Reflection Question

 How has my understanding of ethical decision-making changed, given today’s session?

 Where will I get the resolve to continually act on ethical decisions?
 How does my attitude and behavior affect the attitude and behavior of my subordinates?

Leadership
Management

There are many definitions of leadership, but There are many definitions of management, too, but
they mostly boil down to… they mostly boil down to…

PLANNING
inspiring people to move a shared activities and resources
to achieve
ORGANIZING
toward vision objectives
CONTROLLING

1
 Managers Leaders

count value create value

create circles of power

create circles of influence

manage work
lead people

Harvard Business Review (Nayar, 2013) Source: http://www.championsforgrowth.com/leadership-and-management-complimentary-partners-forever-connected/

Leadership or Management? Leadership or Management?

School Head calls for the SIP-SPT School Head sends a new teacher
for the submission of the SIP SY to attend the Teacher Induction
2016-2019 on 30 January 2016. Program (TIP).

Leadership or Management? Leadership or Management?

School Head identifies least

mastered skills and organizes a School Head discusses school
team to conduct an intervention policies during the general
program. assembly.

2
 Leadership or Management? What is better: Leading
or Managing?
School Head was able to solicit
donations from NGOs to sustain
the school’s reading program.

These are complementary.

Equally valuable.

The Leadership Challenge

But you cannot
move up unless…

who or what you

manage VIDEO
moves up too!

The Leadership Challenge

(Kouzes & Posner, 1987)

How leaders get extraordinary things

done in organizations

How leaders turn challenging

opportunities into remarkable ones

3
Qualities Admired by Constituents
(Kouzes & Posner, 1987)
Qualities Admired by Constituents
(Kouzes & Posner, 1987)
Competent
“To enlist in another’s cause, we must believe
that they know what they are doing… If we
doubt the leader’s abilities, we are unlikely to
enlist in the crusade.”
Qualities Admired by Constituents
(Kouzes & Posner, 1987)
Inspiring
“If a leader displays no passion for a cause,
why should others?”
Images sourced from http://www.studentleadershipchallenge.com
Qualities Admired by Constituents
(Kouzes & Posner, 1987)
Honest
“Is that person truthful? Ethical? Principled?
Of high integrity? Do they have character?”
Qualities Admired by Constituents
(Kouzes & Posner, 1987)
Forward-looking
“What will the company look like, feel like, be
like when it arrives at its goal in six months
or six years? Tell us in rich detail so… we
know when we have arrived.”
Five Practices of Exemplary
Leadership
(Kouzes & Posner, 1987)
4
 Five Practices of Exemplary Five Practices of Exemplary
Leadership Leadership
(Kouzes & Posner, 1987) (Kouzes & Posner, 1987)

• Set the example - • Foster collaboration -

promote cooperative
behave in ways goals and mutual
consistent to shared trust
values • Strengthen others -
share power, provide
• Achieve small wins - choice, develop
build commitment competence, and
to action offer visible support

Leader-Member Exchange Five Practices of Exemplary

(LMX) Theory (Graen & Uhl-Bien, 1995) Leadership
(Kouzes & Posner, 1987)

in-group • Recognize
contributions to
success - link rewards
out-group with performance
• Celebrate
accomplishments -
value the victories

Five Practices of Exemplary Five Practices of Exemplary

Leadership Leadership
(Kouzes & Posner, 1987) (Kouzes & Posner, 1987)

• Envision the future - • Search for

imagine uplifting and opportunities -
ennobling ends confront and change
• Enlist others - attract the status quo
people to a shared • Experiment and take
vision by appealing to risks - learn from
their values, interests, both mistakes and
hopes, and dreams successes

5
 Leadership Practices Inventory Based on my LPI results…
(Kouzes & Posner, 1998) • My strongest area is…...
• I can use this to respond to
the challenge…....
• My weakest area is......
• When I strenthen this, this
SELF-ASSESSMENT will enable me to meet this
challenge.......
• I will therefore......

Thank you. 😍 😍 😍