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35 Cards in this Set
- Front
- Back
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Transformation Leadership Theorists
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Burns, Bass, Leithwood
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Burns
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Transactional (fine tuning the status quo, ) and Transformation Leadership (converts followers to leaders, motivation, higher needs, empowers, enables, builds capacity, trusts.
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Bass (and Avolio)
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transactional is a complimentary dimension of ldrshp to transformational, the transformation ldr is charismatic, inspirational, intellectually stimulating, considerate of the individual
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Leithwood
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transformational: Setting direction (motivation) - vision, high expectations, ; Develops people (capacity) - support, models practice, intellectually stimulating; Redesigning the organization (setting) - builds collaborative structures and productive relationships.
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L= f(lb, gm, s)
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Leadership is a function of leader behavior, group membership, the situation.
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Leadership vs management
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both necessary attributes for all leaders: Leadership = change, motivation, inspiration, innovation; Management = schedules, planning, organization
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The Leadership Continuum
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Autocratic - Participative - Free Rein (Laissez-faire)
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Leadership Grid
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Blake & Mouton: y axis is people and x axis is task
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Hersey & Blanchard
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Situational Leadership: y axis is followers capability and x axis is task
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Hoy & Miskel
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Situational Leadership - the variables are: structural properties, organizational climate, role characteristics, subordinate characteristics.
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Myers-Briggs Type Indicator
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Personality type test: four types of dichotomies - 1. extrovert/introvert 2. sensing/intuiting 3. thinking/feeling 4. judging/perceiving
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How to handle resistance (Senge)
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Rather than pushing back harder, try to determine the underlying causes of the resistance (Systems Tools = Iceberg: Resistance (visible), Patterns (BOTG), Organizational ?, underlying mental models
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Goleman
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Emotional Intelligence: Self and Social(other) Awareness ; Self and Relationship management
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The learning leader
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Reeves - Learning communities/teams
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The FRAMES
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Understand that organizations are complex, provide four walls/windows to look through into the room. No single frame is sufficient
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Frames as a metaphor
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The Factory, The Family, The Jungle, The Temple
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Four Frames are:
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Structural, Human Resources, Political, Symbolic (Bolman & Deal)
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Structural Frame
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rooted in scientific mgmt (Taylor, Weber) to accomplish goals.
Organizations are mechanical systems. Rules, Roles, Goals, Policies, Technology, Environmental control. Social Architecture. Attune the structure to the task, environment, technology |
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Human Resources Frame
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rooted in psychology (Dewey, Maslow, ).
Regards people's skills, attitudes, energy, commitment. Drucker - employee is an asset. Fullan - Relationships & Love Your Employees. Barth - Leading from the heart. Sergiovanni - Moral Leadership. Douglas McGregor - Theory Y workers. Chris Argyris - people respond negatively to too much structure. |
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Political Frame
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speaks to the organizational 'arena' that hosts a complex web of individual and group interests. It's about power. It is about coalitions. Weitz' loosely coupled systems. Enduring differences. The allocation of scarce resources. Key words:r conflict, alliances, bargaining, negotiation, stakeholders, coalititions, turf,
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Symbolic Frame / Cultural Frame
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meaning, belief, faith, rituals, symbols, culture. Culture is usually deeply held and therefore rooted unconsciously.
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Structural Frame & Change
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Barriers: loss of clarity, stability - confusion, chaos. Strategies for structural change: realigning, renogiating patterns and policies, communicating
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HR Frame & Change
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Barriers: anxiety, uncertainty, people feel incompetent and needy. Strategies for HR change: training, equipping, capacity building, psychological support, emotional support, participation and involvement
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Political Frame & Change
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Barriers: disempowerment, conflict between winners and losers. Strategies for Political change: create arenas where issues can be renegotiated and new coalitions formed
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Cultural/Symbolic Frame & Change
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Barriers: loss of meaning and purpose. Strategies: create transition rituals, mourn the past, celebrate the future
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Double loop learning
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Argyris - don't just flip to single loop learning, go back and reflect on underlying assumptions, cause/effect relationships, etc.
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Preparation and Awareness Steps towards Change
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Identify need. Involve Stakeholders - talk/listen. Build key ldrshp team. Identify and define expectations
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Gardners 7 Levers for Change
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Reason
Research Resonance Reinforcement through multiple forms of representation Real-world events Resources Resistances |
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The Effective Decision - Drucker
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Systematic process. Problem => classify, define, specify answer, decide what is 'right', action plan, test validity and effectiveness
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Humble Decision Making - Etzioni
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small, experimental decisions, no need for 'complete' information, emerging process
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Loose Coupling Systems
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Loose = autonomy
Coupling = interdependence Weick - schools are odd in that they are highly coupled yet quite organic - loose. |
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Type of Leaderhip = inherited
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Trait theory.
Twin research looks at this. |
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Type of leadership = it can be learned
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Behavioral theory
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Type of leadership = democratic
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Participative theory
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Type of leadership = will depend on what "comes up" within each situation
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Contingency theory - closely related to Situational Leadership
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