Basic overview of leadership development

Suddahazai

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A basic overview of the development of the concept of Leadership from a secular point of view. Series of seminars whereby this is the first introductory presentation delivered to M.Ed Islamic Education students at MIHE

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Introduction to Leadership ‘Development of the ‘Leadership’ concept from a Western perspective’ :

Introduction to Leadership ‘Development of the ‘Leadership’ concept from a Western perspective ’ Imran H Khan Suddahazai PhD Candidate: Islamic Educational Leadership Imran.khan@mihe.org.uk Markfield Institute of Higher Education Ratby Lane, Markfield, Leicestershire LE67 9SY. Tel: 01530 244 922

Slide 2:

The aim of this seminar is to introduce the basic conceptual understanding and models of Leadership from a predominantly western secular perspective.

Seminar Plan: :

Educational Leadership- PhD Research Conceptual/literal definitions of Leadership Kaplan’s Approach Historical Leadership Models Essentialist- Non-Essentialist Theory Practical Exercises and Discussions Seminar Plan:

Educational Leadership:

PhD Research Topic Leadership Education Classical Islamic Perspective Traditional Pedagogy (Freire, Dewey etc…) Critical Thought Dr Sahin’s: Cloud-Grass Theory Seminal Conclusion Educational Leadership

Bow wave metaphor:

“In whatever direction a ship moves the flow of waves it cuts will always be noticeable ahead of it… When the ship moves in one direction there is one and the same wave ahead of it, when it turns frequently the wave ahead of it also turns frequently. But wherever it may turn there always will be the wave anticipating its movement. Whatever happens it appears that just that event was foreseen and decreed. Wherever the ship may go, the rush of water, which neither directs nor increases its movement foams ahead of it, and at a distance seems not merely to move of itself but to govern the ship’s movement also.” (Tolstoy: War and Peace) Bow wave metaphor

Defining Leadership: :

Dictionary Definition: Leadership: (Noun) 1. the position or function of a leader 2. the period during which a person occupies the position of leader 3. a. the ability to lead b. ( as modifier ): leadership qualities 4. the leaders as a group of a party, union, etc: Leader: a person who rules, guides, or inspires others; head Leader from Lead: to show the way to (an individual or a group) by going with or ahead, to guide, (Lead is a term from the Old English lædan: "cause to go with one) Ship: As a suffix (-ship) of a noun implies the understanding of that subject, thus it denotes the condition, character, office, skill, etc… of that noun. Defining Leadership: The Collins English Dictionary (HarperCollins Publishers)

Definitions of Leadership: :

"Leadership is influence - nothing more, nothing less.” ( John C Maxwell ) "The superior leader gets things done with very little motion. He imparts instruction not through many words but through a few deeds. He keeps informed about everything but interferes hardly at all. He is a catalyst, and though things would not get done well if he were not there, when they succeed he takes no credit. And because he takes no credit, credit never leaves him." — Lao Tse, Tao Te Ching Definitions of Leadership:

Slide 8:

“Leaders may not be logically necessary to organisational success, but we have become so accustomed to their existence that we can no longer think them away, even in a thought experiment.” (Grit: 1997)

Group Discussion:

Dilbert’s Leadership Chronicle In your groups: Provide a list of qualities that you think (a) leader(s) should possess Present your definition of Leadership Group Discussion

Kaplan’s approach: Forceful Leadership and Enabling Leadership: You Can Do Both :

Management vs. Leadership Leadership vs. followership Task orientated vs. people orientated Born leaders vs. made leaders Theory X vs. theory Y Transactional vs. transformational One best way vs. contingent How to do it vs. what to do Doing the right things vs. doing the things right Essentialist vs. non-essentialist Taught vs. experiential learning Charismatic vs. ordinary Forceful vs. enabling People vs. people and things Kaplan’s approach: Forceful Leadership and Enabling Leadership: You Can Do Both

Classical Leadership :

Panchatantra Plato Reference: Other works to be examined: Sun Tzu: ‘The Art of War’ Niccolò Machiavelli: ‘The Prince’ Vilfredo Pareto : ‘The Treatise on General Sociology’ Classical Leadership

Panchatantra:

Panchatantra (5- techniques): Harmonise Relationships, be the glue that unifies all; Make friends, contacts and acquaintances from all walks of life Learn not place your trust on those who are unreliable and untrustworthy Cultivate your presence of mind in all situations thus gain experience from doing much in life Remember that key principles apply uniformly in all situations; thus a seemingly new situation is usually something you have experienced before but it comes in a new guise. Panchatantra

Plato’s Discourse:

“What do you imagine he’ll do in this situation…especially if he happens to come from a wealthy and noble family within a powerful state, and is also good looking and well built? Don’t you think he’ll be filled with unrealizable hopes, and will expect to be one day capable of managing the affairs not only of Greece, but of the on-Greek world as well? In these circumstances won’t he get ideas above his station and puff himself up with affection and baseless, senseless pride?... Those are the powerful factors which ruin and corrupt anyone who is, by nature, best suited for the best occupation and such people are rare anyway, as we said. Moreover, these are the men who have the potential to do the greatest harm to communities and individuals, and the greatest good, if that’s the course they happen to take. An insignificant person, however, never has any effect of any significance on any individual or society.” (The Republic) Plato’s Discourse

Traditional Leadership: Trait Theory (1) :

Thomas Carlyle: Heroes and Hero Worship (1841) Francis Galton: Hereditary Genius (1869) Traditional Leadership: Trait Theory (1)

Traditional Leadership: Trait Theory (2):

Characteristics for leadership are innate: Intelligence Dominance Adaptability Persistence Integrity Socio-economic status Self Confidence Traditional Leadership: Trait Theory (2)

Traditional Leadership: Contingent/ Situational :

Leadership and Institutions (R.M. Stogdill, 1948) ‘Leadership was not actually an attribute of individuals… as an aspect of organization! An interactional process not a positional event. Individual influence was correlated to others and position thus no single individual exerted total domination. Dynamic Theory/Model (Fred E. Fiedler) Least Preferred Co-Worker RELATIONSHIP – MOTIVATED LEADERS TASK- MOTIVATED LEADERS Traditional Leadership: Contingent/ Situational

Modern Leadership:

Democratic Development of Regional Management and Leadership styles (Women) Sexism and Leadership Modern Leadership

Mythical Leadership :

Leadership and Nationalism Messianic/Religious Leadership Leadership and Authoritarianism Mythical Leadership

Alternative Leadership:

Socio-Psychological Perspective Feminist and Post Modernist approaches to Leadership Alternative Leadership

Essentialist- Non-Essentialist Model (1):

Essentialist: we can acquire a definitive objective account of the phenomenon under investigation; Non-Essentialist implies that this is not possible Essentialist- Non-Essentialist Model (1)

Essentialist – Non-Essentialist Model (2):

TRAIT A leader is a leader irrespective of situation. CONTINGENCY ‘Horses for courses’ approach SITUATIONAL Leader is adaptable to situation CONSTITUTIVE No Objective account possible for Leader or Situation Essentialist – Non-Essentialist Model (2)

Essentialist-Non-Essentialist Model:

Essentialist-Non-Essentialist Model

Discussion:

Group A: What ‘leadership’ approach would you recommend that an Institute of Higher Education should Adopt? Group B: Is ‘leadership’ even necessary? Discussion