Leadership vs management

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Slide 1:

Leadership and Management

Leadership vs Management:

Leadership vs Management LEADERSHIP Risk taking Dynamic Creative Change Visionary Value laden MANAGEMENT Efficiency Planning Paperwork Procedures Regulations Consistency Two overlapping functions…although some functions performed by leaders and managers may be unique, there is an area of overlap … organizations need both to be successful. (Hughes, Curphy , & Ginnett , 2002)

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Concept of Management

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Educational Management Effective Schools Systematic Evaluation and Assessment Expectation that Students will do well Orderly and safe climate Strong educators as managers/principals Clear Instructional Focus

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Management Functions Planning Staffing Directing Controlling Organizing

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Competencies and Skills Technical Interpersonal Integrative Imaginative

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Ideal Characteristics of Managers Creativity Good judgment Courage Positive Attitude Administrative skills Character

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Hierarchical Structure “LEADERS” Directing Controlling

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Hierarchical Structure “LEADERS” Directing Controlling

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Fluid, changing with times PARTICIPATORY Preferred Future, Shared Commitment

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Bossing Managing Leading

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VALUE SHIFTS Listening,Doing Leaders Directions Active Participation Over-all Direction Diverse Perspectives For Decision Making

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VALUE SHIFTS Healthy Conflict Resolution Efficiency Learning Harmony

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Assumptions Leadership is not Trait Theory Constructive Learning Everyone can Become a leader Shared Endeavor Redistribution of Power and Authority

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Making the Ideals Real Constant Growth Reflect on Meaning of Experience Self-renewal Do the right things well Define desired legacy

Difference Between Managers and Leaders:

Difference Between Managers and Leaders Managers Working in the system React Control Risks Enforce rules Seek and then follow direction Control by pushing in the right direction Coordinate effort Provide instruction Leaders Working on the system Create opportunities Seek opportunities Change rules Provide a vision and strategic alignment Motivate people by satisfying needs Inspire and energize Coach & Empower

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Subject Leader Manager Essence Change Stability Focus Leading People Managing Work Power Charisma Legitimate Style Transformational Transactional Risk Takes Risks Minimizes Risks Rules Breaks Rules Makes Rules Direction New Roads Existing Roads Relationship Followers Subordinates Differences Between Leader and Manager

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Subject Leader Manager Seeks Vision Objectives Planning Sets Direction Plans detail Appeal To heart To head Energy Passion Control Dynamics Proactive Reactive Persuasion Selling Telling Exchange Excitement for work Money for work Blame Takes blame Blames others Continuation . . .

In which side are you more comfortable when you are in charge?:

In which side are you more comfortable when you are in charge? Management Restricting Controlling Playing Safe Molding Forcing Regimenting Stifling Rigid Autocratic Consistent Doing Things Right Leadership Enabling Freeing Risking Releasing Enhancing Challenging Participating Flexible Democratic Creative Doing Right Things

Principles of Empowerment:

Principles of Empowerment Clearly defined responsibilities Authority = Responsibility Clear Standards of Excellence Provision of Needed Training Feedback on Performance Recognition of Achievement Trust and Respect Effective Communication Accountability Support from Higher Authorities

Leadership Basics :

Leadership Basics Definition “ Leadership is the art and science of influencing and directing people to accomplish the mission .” Fundamental elements of leadership People Mission Influence Leadership as an ART Leadership as a SCIENCE

Analysis of Definition:

Analysis of Definition “ Leadership is the art and science of i nfluencing and directing people t o accomplish the mission .” Power Goal Direction Social dimension

Leadership as a Science:

Leadership as a Science Myth #1: Leaders are born, not made. Truth : Innate factors interact with experience Myth #2 : Good leadership is all common sense . Truth : What seems obvious after you know the results and what you would’ve predicted are not the same thing. Hindsight is always 20/20. Myth #3 : The only school you learn leadership from is the School of Hard Knocks . Truth : Formal study provides a variety of ways of examining a leadership situation. Examining leadership from multiple perspectives is a skill in becoming a better leader .

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Leadership Leader Follower Situation Leadership Variables

Interactional Framework for Analyzing Leadership :

Interactional Framework for Analyzing Leadership Leadership is a process, not a person or position Leadership…a complex interaction (99% relationship) Leader Followers Situation

Leader Factor:

Leader Factor Task (Directive) Behavior Establishing well defined-patterns of organization, channels of communication and ways of getting job done Relationship (Supportive) Behavior Maintaining personal relationships, providing socio-emotional support, and facilitating behavior

Follower Factor (Development Levels):

Follower Factor (Development Levels ) Emotional Maturity Commitment to complete a task Work Maturity Degree of competence to complete a task

DEVELOPMENT LEVELS:

DEVELOPMENT LEVELS Level 1 : Enthusiastic beginner- low competence and high commitment Level 2 : Disillusioned learner -low/some competence and low commitment Level 3 : Reluctant contributor- moderate to high competence and variable commitment Level 4 : Peak performer - high competence and high commitment

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Fiedler’s Contingency Theory Leadership Style Leader’s Motivational System Leader-Member Relations Task Structure Leader’s Position Power Effectiveness Situational Favorableness Outcome

Leadership Styles (Blanchard Model):

Leadership Styles (Blanchard Model ) D i r e c t i v e Suppor t i v e Supporting Delegating Coaching Directing

Delegating Style:

Delegating Style Low Supportive and Low Directive Behavior Delegates tasks Presents big picture Light supervision Monitors activities Reinforces results Remains accessible

Coaching Style:

Coaching Style High Directive and High Supportive Behavior Defines role and accountability Provides supervision and instruction Leader makes decisions

Supporting Style:

Supporting Style High Supportive and Low Directive Encourages input Actively listens Allows follower to make decisions Encourages two-way communication Supports risk taking Compliments work Praises and builds confidence

Directing Style:

Directing Style High Directive and Low Supportive Explains decisions and allows opportunity for clarification Leader makes decisions Explains follower’s role Reinforces small improvements

Effective Style (Lunenberg):

Effective Style (Lunenberg) T a s k O r i e n t a t i o n Re l a t i on s h i p O r I e n t a t I o n Developer Bureaucrat Benevolent Autocrat Executive

Ineffective Style:

Ineffective Style T a s k O r i e n t a t i o n Re la t ions h i p O r i e n t a t i o n Missionary Deserter Autocrat Compromiser

Ten Ways to Kill Leadership:

Ten Ways to Kill Leadership Conduct annual evaluations based on generalities than specifics Keep praise at a low level Keep asking for detailed reports Make meetings last a long time Criticize performance in public Use the words “ I have been told by some that such and such happened” Play sneak attack Expect perfection Turn down requests for professional growth Attempt to please everyone

Down Side of Leadership:

Down Side of Leadership Abuse of Power Hoarding of Privileges Encouraging Deceit Acting inconsistently Betraying loyalty Failure to assume responsibility