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AgendaAgenda

Saturday, March 7, 2009Saturday, March 7, 2009

9:00-6:009:00-6:00

Introduction of the course and overviewIntroduction of the course and overview Objectives, assignments, readings, class project, final examObjectives, assignments, readings, class project, final exam

Leadership Defined Power PointLeadership Defined Power Point Leadership/ Management/StatusLeadership/ Management/Status

Problems and DilemmasProblems and Dilemmas Activity: The Case of the Disappointed High School Department HeadActivity: The Case of the Disappointed High School Department Head

9 Cs of Leadership (Lee Iacocca)9 Cs of Leadership (Lee Iacocca) Activity: Placing Students at Christa McAuliffe SchoolActivity: Placing Students at Christa McAuliffe School

PlanningPlanning

Community; understanding yourself and your role with othersCommunity; understanding yourself and your role with others Work on class project: chose at least 5 problems to work fromWork on class project: chose at least 5 problems to work from Required readings: Required readings: In Search of IntelligenceIn Search of Intelligence, Dickman and Blair;, Dickman and Blair;

Roots of School LeadershipRoots of School Leadership, Sergiovanni, Sergiovanni

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This journey requires you to exercise theThis journey requires you to exercise the

intelligence that is the focus of leadership.intelligence that is the focus of leadership.

You will be required to engage the complexYou will be required to engage the complex

reflective reasoning capacities of thereflective reasoning capacities of the

prefrontal lobes of your cerebral cortex andprefrontal lobes of your cerebral cortex and

think your way to understanding.think your way to understanding.

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Whether or not you think you can, you areWhether or not you think you can, you are

usually right.-Henry Fordusually right.-Henry Ford

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What do you want to know about leadershipWhat do you want to know about leadership

(post its)(post its)

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LeadershipLeadership

Define Leadership: in your own words,Define Leadership: in your own words,

please think about and then create yourplease think about and then create your

definition of leadership.definition of leadership.

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Leadership DefinedLeadership Defined

One who guides, conducts, steers, escorts,One who guides, conducts, steers, escorts,

precedes (Collins English Dictionary, 2006)precedes (Collins English Dictionary, 2006)

Leadership is the process of persuasion orLeadership is the process of persuasion orexample by which an individual orexample by which an individual or

leadership team induces a group to pursueleadership team induces a group to pursue

objectives held by the leader or shared byobjectives held by the leader or shared by

the leader and his or her followers.the leader and his or her followers.

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168 million links on google to leadership!!168 million links on google to leadership!!

WHY?????WHY?????

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The million dollar question: are leaders bornThe million dollar question: are leaders born

or are leaders made?or are leaders made?

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Born or MadeBorn or Made

If leaders are born, why spend time readingIf leaders are born, why spend time reading

and developing skills? Your leadershipand developing skills? Your leadership

success has already been determined.success has already been determined.

If made, then everyone can become aIf made, then everyone can become a

leader and there is hope for us all.leader and there is hope for us all.

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Identify Five Individuals as Good LeadersIdentify Five Individuals as Good Leaders

Identify Five Individuals as Poor LeadersIdentify Five Individuals as Poor Leaders

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Leadership vs. Status: what do you think theLeadership vs. Status: what do you think the

difference is between leadership anddifference is between leadership and

status.status.

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StatusStatus

The top ranking person does notThe top ranking person does not

necessarily lead. Bureaucracy often plays anecessarily lead. Bureaucracy often plays a

large part in status. We expect positions oflarge part in status. We expect positions of

high status to have people who will lead;high status to have people who will lead;

governors and corporate presidents forgovernors and corporate presidents for

example. However, the selection processexample. However, the selection process

does not often equate with the qualities ofdoes not often equate with the qualities ofgood leadership.good leadership.

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PowerPower

Leaders always have some measure ofLeaders always have some measure of

power, rooted in their capacity to persuade,power, rooted in their capacity to persuade,

but many people with power are withoutbut many people with power are without

leadership gifts. Other their power comesleadership gifts. Other their power comes

from money, or the capacity to inflict harm,from money, or the capacity to inflict harm,

or from control of something.or from control of something.

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ManagersManagers

The word manager usually indicates anThe word manager usually indicates an

individual labeled to hold a directive post inindividual labeled to hold a directive post in

an organization, presiding over thean organization, presiding over the

processes by which the organizationprocesses by which the organization

functions, allocating resources prudentlyfunctions, allocating resources prudently

and making the best possible use of people.and making the best possible use of people.

(Gardner, p. 5 Jossey Bass)(Gardner, p. 5 Jossey Bass)

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Leaders create and change cultures, whileLeaders create and change cultures, while

managers and administrators live withinmanagers and administrators live within

them. (Schein, p. 5)them. (Schein, p. 5)

Managers administrate, leaders innovateManagers administrate, leaders innovate

(Hersey p.9 )(Hersey p.9 )

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Leader/ManagersLeader/Managers

They think long term: beyond the daysThey think long term: beyond the days

crisis, beyond the quarter, beyond thecrisis, beyond the quarter, beyond the

horizonhorizon

They see the forest through the trees; howThey see the forest through the trees; how

their organization is part of a wholetheir organization is part of a whole

They reach people beyond bordersThey reach people beyond borders

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Managers are more closely linked toManagers are more closely linked toorganizations than leaders. Some leadersorganizations than leaders. Some leadershad/have no organizations at all. Considerhad/have no organizations at all. Consider

Florence Nightingale who, after leavingFlorence Nightingale who, after leavingCrimea, showed great leadership inCrimea, showed great leadership inestablishing health care for decades with noestablishing health care for decades with noorganization.organization.

Gandhi was a leader before he had anGandhi was a leader before he had anorganizationorganization

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Managers ask how and when, focuses onManagers ask how and when, focuses on

systems and structures,systems and structures,

Leaders ask what and why, eyes theLeaders ask what and why, eyes thehorizon.horizon.

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Kinds of LeadersKinds of Leaders

Leaders come in many forms: quiet, loud,Leaders come in many forms: quiet, loud,

eloquent, courageous, and in judgment.eloquent, courageous, and in judgment.

Churchill-eloquentChurchill-eloquent

Gandhi-visionaryGandhi-visionary

Lenin-revolutionaryLenin-revolutionary

Karl Marx-judgmentKarl Marx-judgment

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What is a ProblemWhat is a Problem

Please define in your own words what aPlease define in your own words what a

problem is.problem is.

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ProblemsProblems

Problems: situations in which a gap is foundProblems: situations in which a gap is found

between what is and what ought to be. Tobetween what is and what ought to be. To

close the gap, obstacles must be overcomeclose the gap, obstacles must be overcome

(Cuban, 2001)(Cuban, 2001) A teacher has 32 students in a class and the teacher has only 24A teacher has 32 students in a class and the teacher has only 24

textbooks. Why is the teacher 8 books short? Two other teachers havetextbooks. Why is the teacher 8 books short? Two other teachers have

taken the copies for their classes. The teachers goal is for eachtaken the copies for their classes. The teachers goal is for each

student to have their own textbook.student to have their own textbook.

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ProblemsProblems

Defining a problem depends on theDefining a problem depends on the

perceptions of the person or group thatperceptions of the person or group that

interprets facts showing a discrepancyinterprets facts showing a discrepancy

between what is and what ought to be.between what is and what ought to be.

What shapes our perceptions?What shapes our perceptions?

Framing a problem often involves conflict andFraming a problem often involves conflict and

power. People will always differ as to whetherpower. People will always differ as to whetherthere is a problem and who owns the problem.there is a problem and who owns the problem.

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Problems: CoveyProblems: Covey

The way we see the problemThe way we see the problem ISISthethe

problem. We create and frame our problemsproblem. We create and frame our problems

based on our perceptions and experiences.based on our perceptions and experiences.

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ProblemsProblems

Avoid blame; pointing the finger of blame atAvoid blame; pointing the finger of blame at

people, organizations or institutions is notpeople, organizations or institutions is not

the easy or appropriate way to frame athe easy or appropriate way to frame a

problem. Consider:problem. Consider: The high school history teacher who tells the principal he has two studentsThe high school history teacher who tells the principal he has two students

who are disruptive in his class. He wants them transferred immediately.who are disruptive in his class. He wants them transferred immediately.

The principal agrees with the teachers perception that the two are theThe principal agrees with the teachers perception that the two are the

problem and he transfers them. A month later the teacher has two newproblem and he transfers them. A month later the teacher has two new

boys who are not behaving.boys who are not behaving.

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ProblemsProblems

The easy way out, usually leads backThe easy way out, usually leads back

in.-Anonymousin.-Anonymous

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DilemmasDilemmas

Dilemmas: messy, complicated and conflict-Dilemmas: messy, complicated and conflict-

filled situations that require undesirablefilled situations that require undesirable

choices between highly prized values.choices between highly prized values.

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DilemmasDilemmas

A teacher is deciding which grade to give aA teacher is deciding which grade to give a

graduating senior who comes to class ongraduating senior who comes to class on

time, completes homework, asks to do extratime, completes homework, asks to do extra

credit, is constructive in class, polite, butcredit, is constructive in class, polite, but

fails more than half of the exams andfails more than half of the exams and

quizzes during the year. Does the teacherquizzes during the year. Does the teacher

pass or fail the student?pass or fail the student? Why is this a dilemma? What are the competingWhy is this a dilemma? What are the competing

values facing the teacher?values facing the teacher?

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DilemmasDilemmas

From the outside, dilemmas often look likeFrom the outside, dilemmas often look like

problems because of the gap.problems because of the gap.

Dilemmas occur when organizationalDilemmas occur when organizationalconstraints make it impossible for anyconstraints make it impossible for any

prized value to triumph.prized value to triumph.

Therefore, dilemmas end up with good-Therefore, dilemmas end up with good-

enough compromises rather than solutions.enough compromises rather than solutions.

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ProblemsProblems

Identify three problems you are currentlyIdentify three problems you are currently

facing either personally or professionally.facing either personally or professionally.

Identify itIdentify it

Frame itFrame it

Generate solutionsGenerate solutions

Generate alternative solutionsGenerate alternative solutions

What could go wrong?What could go wrong?

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Problems vs. DilemmasProblems vs. Dilemmas

Activity The case of the disappointed highActivity The case of the disappointed high

school department headschool department head

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Problems/FailureProblems/Failure

Failure does not strike from out of the blue,Failure does not strike from out of the blue,

it develops gradually according to its ownit develops gradually according to its own

logic. As we watch individuals try to solvelogic. As we watch individuals try to solve

problems, we will see that complicatedproblems, we will see that complicated

situations seem to elicit habits of thoughtsituations seem to elicit habits of thought

that set failure in motion from the beginning.that set failure in motion from the beginning.

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In planning, we develop a chain of imaginedIn planning, we develop a chain of imagined

actions and test these actions, If I do Aactions and test these actions, If I do A

what will happen when I add step B?what will happen when I add step B?

The game of Chess is a great exampleThe game of Chess is a great example

where planning takes place.where planning takes place.

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9 Cs9 Cs

Curiosity: listen, read, step outside yourCuriosity: listen, read, step outside your

comfort zonecomfort zone

Creative: think outside the box, go out on aCreative: think outside the box, go out on alimblimb

Communicate: tell the truth, hear/listenCommunicate: tell the truth, hear/listen

Character: know the difference betweenCharacter: know the difference betweenright and wrong and have the guts to doright and wrong and have the guts to do

something about itsomething about it

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9 Cs9 Cs

Courage: take a position and defend itCourage: take a position and defend it

Conviction: get something done, haveConviction: get something done, have

passionpassion Charisma: create inspiration and trust, notCharisma: create inspiration and trust, not

flashinessflashiness

Competent: know what you are doingCompetent: know what you are doing Common Sense: learn from experiencesCommon Sense: learn from experiences

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Christa McAuliffeChrista McAuliffe

Activity: Placing Students at ChristaActivity: Placing Students at Christa

McAuliffe School.McAuliffe School.

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CommunityCommunity

Activity: Recall occasions in your life whenActivity: Recall occasions in your life when

you experienced community. Select one ofyou experienced community. Select one of

those occasions and write a story thatthose occasions and write a story that

focuses on you as a character, yourfocuses on you as a character, your

relationship with others, the events thatrelationship with others, the events that

unfolded, your motivation and the motivationunfolded, your motivation and the motivation

of others. How did you feel as part of thisof others. How did you feel as part of thisexperienceexperience

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CommunityCommunity

Themes that emerged from 100 publicThemes that emerged from 100 publicschool principals in Philadelphia and Illinois,school principals in Philadelphia and Illinois,(Chicago):(Chicago):

PurposePurpose FocusFocus

CommitmentCommitment

Passion, spiritPassion, spirit TrustTrust

Free to take risksFree to take risks

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SafeSafe

Everyone involvedEveryone involved

RespectRespect Shared responsibilityShared responsibility

Everyone responsible for successEveryone responsible for success

Open communicationOpen communication Problem solvingProblem solving

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CommunityCommunity

You have to know your community, youYou have to know your community, you

have to relate to your community and mosthave to relate to your community and most

important you have to believe in yourimportant you have to believe in your

community.community.

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No one of us is greater than the rest of us.No one of us is greater than the rest of us.

Ray Kroc (McDonalds)Ray Kroc (McDonalds)

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Negative Leadership TraitsNegative Leadership Traits (Hersey)(Hersey)

Insensitive to others: abrasive, intimidating bullying style.Insensitive to others: abrasive, intimidating bullying style.

Cold, aloof, arrogantCold, aloof, arrogant

UntrustworthyUntrustworthy

Overly ambitious; always thinking of next jobOverly ambitious; always thinking of next job

Having specific performance problems with the businessHaving specific performance problems with the business

Unable to delegate or build a teamUnable to delegate or build a team

Unable to staff effectivelyUnable to staff effectively

Unable to think strategicallyUnable to think strategically

Over dependent on othersOver dependent on others