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IMPROVING LEADERSHIP:
Getting to the Top of the Mountain

William Allan Kritsonis, PhD


Professor of Educational Leadership
The University of Texas of the Permian Basin
College of Education

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I. IMPROVING LEADERSHIP

1. WHAT DOES LEADERSHIP MEAN TO


YOU?

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I. IMPROVING LEADERSHIP

2. WHAT ARE THE CHALLENGES OF


LEADERSHIP?

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I. IMPROVING LEADERSHIP

3. WHERE DOES MOTIVATION COME


INTO PLAY IN THE LEADERSHIP
ROLE?

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I. IMPROVING LEADERSHIP

4. HOW IMPORTANT IS ECONOMIC


INCENTIVES IN REGARDS TO
LEADERSHIP?

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I. IMPROVING LEADERSHIP

5. WHAT ABOUT GROWTH AND SELF-


ACTUALIZATION IN IDENTIFYING
LEADERS?

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I. IMPROVING LEADERSHIP

6. ARE INDIVIDUAL COMMITMENT AND


MOTIVATION ESSENTIAL TO
SUCCESS IN A LEADERSHIP
POSITION?

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I. IMPROVING LEADERSHIP

7. HOW IMPORTANT IS
COLLABORATION AND SHARED
VALUES? IS IT TRUE A UNIFYING
SCHOOL CULTURE REDUCES
CONFLICT?

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I. IMPROVING LEADERSHIP

8. DO WE CONSIDER CHANGE FROM


THE BOTTOM UP OR TOP DOWN?

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I. IMPROVING LEADERSHIP

9. HOW DO YOU COMMUNICATE WITH


OTHERS WHO STILL SEE ANOTHER
REALITY?

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I. IMPROVING LEADERSHIP

10. WHAT DO HIGH-PERFORMING


UNIVERSITIES HAVE IN COMMON?

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I. IMPROVING LEADERSHIP

11. WHAT ARE THE CRITICAL


CHARACTERISTICS OF EXCELLENT
UNIVERSITIES?

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I. IMPROVING LEADERSHIP

12. IS IT TRUE THAT EFFECTIVE


LEADERS ARE DRIVEN,
EXTREMELY DISCIPLINED AND
HARDWORKING BUT
CONSISTENT IN ATTRIBUTING
SUCCESS TO COLLEAGUES
RATHER THAN THEMSELVES?

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I. IMPROVING LEADERSHIP

13. IS IT TRUE THAT MOST EFFECTIVE


MANAGERS SPEND MUCH OF
THEIR TIME ON COMMUNICTIONS
AND HUMAN RESOURCE
MANAGEMENT?

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I. IMPROVING LEADERSHIP

14. IS IT TRUE THAT IN AN EFFECTIVE


ORGANIZATION, INDIVIDUALS ARE
RELATIVELY CLEAR ABOUT THEIR
RESPONSIBILITIES AND THEIR
CONTRIBUTION?

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I. IMPROVING LEADERSHIP

15. IS IT TRUE THAT THE MAIN JOB OF


A LEADER IS TO FOCUS ON TASK,
FACTS, AND LOGIC RATHER THAN
PERSONALITY AND EMOTIONS?

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I. IMPROVING LEADERSHIP

16. WHAT IS THE IMPORTANCE OF


SETTING PRIORITIES AND SHARED
GOALS, STAYING FOCUSED ON
TASKS, BEING ORGANIZED, AND
KNOWING WHAT YOU WANT?

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I. IMPROVING LEADERSHIP

17. WHY IS IT IMPORTANT FOR THE


HUMAN RESOURCE LEADER TO
BELIEVE THAT PEOPLE ARE THE
CENTER OF ANY ORGANIZATION?

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I. IMPROVING LEADERSHIP

18. IS IT THE JOB OF THE LEADER TO


SUPPORT AND EMPOWER
PEOPLE?
HOW IMPORTANT IS IT TO SHOW
CONCERN FOR PEOPLE, LISTEN TO
THEIR ASPIRATIONS AND GOALS,
AND COMMUNICATE PERSONAL
WARMTH AND OPENNESS?

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I. IMPROVING LEADERSHIP

19. HOW IMPORTANT A SKILL IS IT FOR


THE HUMAN RESOURCE LEADER TO
HAVE THE ABILITY TO COMBINE
ADVOCACY WITH INQUIRY?

WHAT IS THE BEST WAY TO WORK AT


ARTICULATING WHAT EVERYONE
HAS IN COMMON?

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I. IMPROVING LEADERSHIP
20. DO YOU BELIEVE THAT INSPIRATION
IS THE MOST IMPORTANT PART OF A
LEADERS JOB?

DO YOU BELIEVE LEADERS SHOULD


BE VISABLE AND ENERGETIC?

DO YOU CONCUR THAT LEADERS NEED


TO BE SENSITIVE TO AN
ORGANIZATIONS HISTORY AND
CULTURE?

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I. IMPROVING LEADERSHIP

21. WHY IS TRAGEDY A TEST OF


LEADERSHIP?

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I. IMPROVING LEADERSHIP

22. IN TIMES OF CRISIS SHOULD WE


EXPECT LEADERSHIP FROM
PEOPLE IN HIGH PLACES?

CAN YOU GIVE ME SEVERAL


EXAMPLES OF INDIVIDUALS RISING
TO THE OCCASION?

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I. IMPROVING LEADERSHIP

23. IS IT TRUE WE NEED MORE


LEADERS, AS WELL AS BETTER
LEADERSHIP?

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I. IMPROVING LEADERSHIP

24. WHAT ARE THE CHARACTERISTICS


OF EFFECTIVE LEADERS?

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I. IMPROVING LEADERSHIP
25. SHOULD WE EXPECT LEADERS TO
PERSUADE OR INSPIRE RATHER
THAN TO COERCE OR GIVE
ORDERS?

HOW DO GOOD LEADERS PRODUCE


COOPERATIVE EFFORT AND
PURSUE GOALS THAT TRANSCEND
NARROW SELF-INTEREST?

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II. SEVERAL DIMENSIONS
FOR DISTINGUISHING
LEADERSHIP FROM
MANAGEMENT

1. LEADERS THINK LONG-TERM

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II. SEVERAL DIMENSIONS
FOR DISTINGUISHING
LEADERSHIP FROM
MANAGEMENT

2. LEADERS LOOK OUTSIDE AS WELL


AS INSIDE THE ORGANIZATION TO
SOLVE PROBLEMS

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II. SEVERAL DIMENSIONS
FOR DISTINGUISHING
LEADERSHIP FROM
MANAGEMENT
3. LEADERS INFLUENCE
CONSTITUENTS BEYOND THEIR
IMMEDIATE FORMAL
JURISDICTION

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II. SEVERAL DIMENSIONS
FOR DISTINGUISHING
LEADERSHIP FROM
MANAGEMENT

4. LEADERS EMPHASIZE VISION AND


RENEWAL

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II. SEVERAL DIMENSIONS
FOR DISTINGUISHING
LEADERSHIP FROM
MANAGEMENT

5. LEADERS MAKE THINGS HAPPEN

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II. SEVERAL DIMENSIONS
FOR DISTINGUISHING
LEADERSHIP FROM
MANAGEMENT

6. ALL GOOD LEADERS HAVE


QUALITIES SUCH AS VISION,
STRENGTH, AND COMMITMENT

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II. SEVERAL DIMENSIONS
FOR DISTINGUISHING
LEADERSHIP FROM
MANAGEMENT

7. EFFECTIVE LEADERS HELP


ARTICULATE SET STANDARDS FOR
PERFORMANCE, AND CREATE
FOCUS AND DIRECTION

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II. SEVERAL DIMENSIONS
FOR DISTINGUISHING
LEADERSHIP FROM
MANAGEMENT

8. EFFECTIVE LEADERS
COMMUNICATE A VISION
EFFECTIVELY, OFTEN THROUGH
THE USE OF SYMBOLS

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II. SEVERAL DIMENSIONS
FOR DISTINGUISHING
LEADERSHIP FROM
MANAGEMENT

9. GOOD LEADERS HAVE A PASSION


AND DEEPLY CARE ABOUT THEIR
WORK AND THE PEOPLE WHO
HELP DO IT

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II. SEVERAL DIMENSIONS FOR
DISTINGUISHING LEADERSHIP
FROM MANAGEMENT

10. LEADERS BELIEVE LITTLE IN LIFE


IS MORE IMPORTANT THAN DOING
A GOOD JOB

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II. SEVERAL DIMENSIONS FOR
DISTINGUISHING LEADERSHIP
FROM MANAGEMENT

11. LEADERS HAVE THE ABILITY TO


INSPIRE TRUST AND BUILD
RELATIONSHIPS

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II. SEVERAL DIMENSIONS FOR
DISTINGUISHING LEADERSHIP
FROM MANAGEMENT

12. HONESTY CAME FIRST ON A LIST


OF TRAITS THAT MANAGERS MOST
ADMIRE IN A LEADER

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III. ATTRIBUTES ASSOCIATED
WITH EFFECTIVE
LEADERSHIP

1. RISK TAKING

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III. ATTRIBUTES ASSOCIATED
WITH EFFECTIVE
LEADERSHIP

2. FLEXIBILITY

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III. ATTRIBUTES ASSOCIATED
WITH EFFECTIVE
LEADERSHIP

3. SELF-CONFIDENCE

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III. ATTRIBUTES ASSOCIATED
WITH EFFECTIVE
LEADERSHIP

4. INTERPERSONAL SKILLS

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III. ATTRIBUTES ASSOCIATED
WITH EFFECTIVE
LEADERSHIP

5. MANAGING BY WALKING AROUND

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III. ATTRIBUTES ASSOCIATED
WITH EFFECTIVE
LEADERSHIP

6. TASK COMPLETION

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III. ATTRIBUTES ASSOCIATED
WITH EFFECTIVE
LEADERSHIP

7. INTELLIGENCE

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III. ATTRIBUTES ASSOCIATED
WITH EFFECTIVE
LEADERSHIP

8. DECISIVENESS

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III. ATTRIBUTES ASSOCIATED
WITH EFFECTIVE
LEADERSHIP

9. UNDERSTANDING OF FOLLOWERS

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III. ATTRIBUTES ASSOCIATED
WITH EFFECTIVE
LEADERSHIP

10. COURAGE

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III. ATTRIBUTES ASSOCIATED
WITH EFFECTIVE
LEADERSHIP

EFFECTIVE LEADERS WORK


HARDER THAN OTHER PEOPLE

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