2 transformative leadership lecture

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2 transformative leadership lecture

  1. 1. Transformative Leadership Dr. Adelaida L. Bago Educational Leadership and Management Department De La Salle University Manila
  2. 2. Transformative Leadership• Transformative leadership is based on the concept of collaborative leadership• Transformative is based on the principle of shared leadership
  3. 3. Transformative Leaders• Transformative leaders are like "midwives" in that when the product is developed, the group will right say: "we did it ourselves."
  4. 4. Transformative Leaders• Transformative leaders know what is happening in a group by listening quietly with their deepest self
  5. 5. Transformative Leaders• Being open and attentive is more effective than being judgmental because people naturally tend to be good and truthful when they are being received in a good and truthful manner.
  6. 6. Transformative Leaders•Transformative leaders work in any setting without complaint always acting so that all will benefit.
  7. 7. Leadership Variables Leader LeadershipFollower Situation
  8. 8. 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
  9. 9. Follower Factor (Development Levels)• Emotional Maturity Commitment to complete a task• Work Maturity Degree of competence to complete a task
  10. 10. 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
  11. 11. Situation• Leader factor• Follower factor• Other factors (urgency, impact, risk, etc)
  12. 12. Leadership StyleLeader factor +follower factor Leadership + Style leSituation
  13. 13. Leadership Styles (Blanchard Model)Sup Supporting Coachingporti Delegating Directingve Directive
  14. 14. Supporting StyleHigh 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
  15. 15. Coaching StyleHigh Directive and High Supportive Behavior• Defines role and accountability• Provides supervision and instruction• Leader makes decisions
  16. 16. Delegating StyleLow Supportive and Low Directive Behavior• Delegates tasks• Presents big picture• Light supervision• Monitors activities• Reinforces results• Remains accessible
  17. 17. Directing StyleHigh Directive and Low Supportive• Explains decisions and allows opportunity for clarification• Leader makes decisions• Explains follower’s role• Reinforces small improvements
  18. 18. Effective Style (Lunenberg)R Oe rl Ia Executivet e Developer ni to ans t Benevolenth I Bureaucrat Autocrat oip n Task Orientation
  19. 19. Ineffective StyleROe rl i Missionary Compromisera et ni to an t Deserter Autocrats ih oi np Task Orientation
  20. 20. CollaborationA principle-based process of• working together and• building true consensus, ownership, and alignment in all aspects of the organization• which produces trust, integrity and break through results
  21. 21. CollaborationA work ethic that recognizes that• work gets done through people• people want and need to be valued• any change must be owned by those implementing it to be successful
  22. 22. Collaboration• A decision-making framework based on principle (philosophy) rather than power and personality• An organizing principle for leading and managing the 21st century workplace• The way people naturally want to work
  23. 23. The Collaborative Change Process Current Desired State State (Future) Culture Culture Transition State Process content Process content Interventions Change MethodChange Strategies Preventions
  24. 24. Pressures and Resistance to Change Current Desired Condition Condition Desired Future Pressures Resistance •Government •Fear of Unknown intervention •Threats to Power and •Social values Influence •Changing •Knowledge and Technology Skill Obsolescence•Administrative •Organizational Decisions Structure •Employees’ •Limited Resources Needs Equilibrium •CBA Driving Forces Resisting Forces
  25. 25. Negative Consequences of Change•Members feel Threatened •Members feel Alienated•Members feel Isolated •Low morale Woundedness
  26. 26. Organizational HealingBecause schools are human institutions,there will be ongoing needs for healing thewoundednessthat inevitably surfaces there.
  27. 27. Seven Core Values of Collaboration Recognition and Respect for Growth PeopleFull Responsibility & Accountability Honor and Integrity Empowerment Trust-based Relationships Ownership & Alignment Consensus
  28. 28. Shared Leadership• Shared Growth and Development• Shared Accountability and Responsibility• Shared Decision-Making
  29. 29. The Emphasis of Shared Leadership • Ownership – problems and issues, programs, achievement • Learning – focus on growth and development of the people in the organization • Sharing - open, respectful and informed conversation
  30. 30. CLASSICAL AND SHARED LEADERSHIP CLASSICAL SHARED• Displayed by a person’s • Identified by the quality position in hierarchy of interaction• Evaluated by whether • Evaluated by how people leader solves problems work together• Leaders provide solutions • Everyone works to and answers enhance the process• Distinct differences • People are between leaders and interdependent followers • Communication stresses• Formal communication conversation• Often relies on secrecy, • Values democratic deception and payoffs processes, honesty and shared ethics
  31. 31. Benefits of Making Members Participate in Decision Making• Decision quality• Decision Creativity• Decision Acceptance• Decision Understanding• Decision Judgment• Decision Accuracy
  32. 32. What is a Workplace team? • A workplace team is composed of a number of persons usually reporting to a common superior and having some face-to-face interaction who have some degree of interdependence in carrying out tasks for the purpose of achieving organizational goals French and Bell
  33. 33. •A team is a small number ofpeople with complementaryskills who are committed to acommon purpose, set ofperformance goals andapproach for which they holdthemselves mutuallyaccountable Katzenbach andSmith
  34. 34. •A self-directed work team is anatural work group ofinterdependent employees whoshare most, if not all, the roles oftraditional supervisorHitchcock and Willard
  35. 35. What are thecharacteristics ofsuccessful teams?
  36. 36. •A clear elevating goal
  37. 37. • A results driven structure
  38. 38. •Unified Commitment
  39. 39. •A collaborative climate
  40. 40. •Standards of Excellence
  41. 41. •External Support and
  42. 42. How does a group become a high performing team? • Shared organizational expectations • Clarity of group tasks • Concern for group maintenance • Concern for individual needs
  43. 43. Commitment• I want to be a transformative leader. In order to realize this I am committed to the following:1. ______________2. ______________3. ______________4. ______________5. ______________

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