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William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
William Allan Kritsonis on Improving Educational Leadership
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William Allan Kritsonis on Improving Educational Leadership

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Dr. Kritsonis Recognized as Distinguished Alumnus …

Dr. Kritsonis Recognized as Distinguished Alumnus

In 2004, Dr. William Allan Kritsonis was recognized as the Central Washington University Alumni Association Distinguished Alumnus for the College of Education and Professional Studies. Dr. Kritsonis was nominated by alumni, former students, friends, faculty, and staff. Final selection was made by the Alumni Association Board of Directors. Recipients are CWU graduates of 20 years or more and are recognized for achievement in their professional field and have made a positive contribution to society. For the second consecutive year, U.S. News and World Report placed Central Washington University among the top elite public institutions in the west. CWU was 12th on the list in the 2006 On-Line Education of “America’s Best Colleges.”

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  • 1.  
  • 2. IMPROVING LEADERSHIP: Getting to the Top of the Mountain William Allan Kritsonis, PhD Professor PhD Program in Educational Leadership Prairie View A&M University The Texas A&M University System
  • 3. <ul><li>IMPROVING LEADERSHIP </li></ul><ul><li>WHAT DOES LEADERSHIP MEAN TO YOU? </li></ul>
  • 4. <ul><li>WHAT ARE THE CHALLENGES OF LEADERSHIP? </li></ul><ul><li>IMPROVING LEADERSHIP </li></ul>
  • 5. <ul><li>WHERE DOES MOTIVATION COME INTO PLAY IN THE LEADERSHIP ROLE? </li></ul><ul><li>IMPROVING LEADERSHIP </li></ul>
  • 6. <ul><li>HOW IMPORTANT IS ECONOMIC INCENTIVES IN REGARDS TO LEADERSHIP? </li></ul><ul><li>IMPROVING LEADERSHIP </li></ul>
  • 7. <ul><li>WHAT ABOUT GROWTH AND SELF-ACTUALIZATION IN IDENTIFYING LEADERS? </li></ul><ul><li>IMPROVING LEADERSHIP </li></ul>
  • 8. <ul><li>ARE INDIVIDUAL COMMITMENT AND MOTIVATION ESSENTIAL TO SUCCESS IN A LEADERSHIP POSITION? </li></ul><ul><li>IMPROVING LEADERSHIP </li></ul>
  • 9. <ul><li>HOW IMPORTANT IS COLLABORATION AND SHARED VALUES? IS IT TRUE A UNIFYING SCHOOL CULTURE REDUCES CONFLICT? </li></ul><ul><li>IMPROVING LEADERSHIP </li></ul>
  • 10. <ul><li>DO WE CONSIDER CHANGE FROM THE BOTTOM UP OR TOP DOWN? </li></ul><ul><li>IMPROVING LEADERSHIP </li></ul>
  • 11. <ul><li>HOW DO YOU COMMUNICATE WITH OTHERS WHO STILL SEE ANOTHER REALITY? </li></ul><ul><li>IMPROVING LEADERSHIP </li></ul>
  • 12. <ul><li>WHAT DO HIGH-PERFORMING UNIVERSITIES HAVE IN COMMON? </li></ul><ul><li>IMPROVING LEADERSHIP </li></ul>
  • 13. <ul><li>WHAT ARE THE CRITICAL CHARACTERISTICS OF EXCELLENT UNIVERSITIES? </li></ul><ul><li>IMPROVING LEADERSHIP </li></ul>
  • 14. <ul><li>IS IT TRUE THAT EFFECTIVE LEADERS ARE DRIVEN, EXTREMELY DISCIPLINED AND HARDWORKING BUT CONSISTENT IN ATTRIBUTING SUCCESS TO COLLEAGUES RATHER THAN THEMSELVES? </li></ul><ul><li>IMPROVING LEADERSHIP </li></ul>
  • 15. <ul><li>IS IT TRUE THAT MOST ‘EFFECTIVE’ MANAGERS SPEND MUCH OF THEIR TIME ON COMMUNICTIONS AND HUMAN RESOURCE MANAGEMENT? </li></ul><ul><li>IMPROVING LEADERSHIP </li></ul>
  • 16. <ul><li>IS IT TRUE THAT IN AN EFFECTIVE ORGANIZATION, INDIVIDUALS ARE RELATIVELY CLEAR ABOUT THEIR RESPONSIBILITIES AND THEIR </li></ul><ul><li>CONTRIBUTION? </li></ul><ul><li>IMPROVING LEADERSHIP </li></ul>
  • 17. <ul><li>IS IT TRUE THAT THE MAIN JOB OF A LEADER IS TO FOCUS ON TASK, FACTS, AND LOGIC RATHER THAN </li></ul><ul><li>PERSONALITY AND EMOTIONS? </li></ul><ul><li>IMPROVING LEADERSHIP </li></ul>
  • 18. <ul><li>WHAT IS THE IMPORTANCE OF SETTING PRIORITIES AND SHARED GOALS, STAYING FOCUSED ON TASKS, BEING ORGANIZED, AND KNOWING WHAT YOU WANT? </li></ul><ul><li>IMPROVING LEADERSHIP </li></ul>
  • 19. <ul><li>WHY IS IT IMPORTANT FOR THE HUMAN RESOURCE LEADER TO BELIEVE THAT PEOPLE ARE THE </li></ul><ul><li>CENTER OF ANY ORGANIZATION? </li></ul><ul><li>IMPROVING LEADERSHIP </li></ul>
  • 20. <ul><li>IS IT THE JOB OF THE LEADER TO SUPPORT AND EMPOWER PEOPLE? </li></ul><ul><li>HOW IMPORTANT IS IT TO SHOW CONCERN FOR PEOPLE, LISTEN TO THEIR ASPIRATIONS AND GOALS, AND COMMUNICATE PERSONAL WARMTH AND OPENNESS? </li></ul><ul><li>IMPROVING LEADERSHIP </li></ul>
  • 21. <ul><li>HOW IMPORTANT A SKILL IS IT FOR THE HUMAN RESOURCE LEADER TO HAVE THE ABILITY TO COMBINE ADVOCACY WITH INQUIRY? </li></ul><ul><li>WHAT IS THE BEST WAY TO WORK AT ARTICULATING WHAT EVERYONE HAS IN COMMON? </li></ul><ul><li>IMPROVING LEADERSHIP </li></ul>
  • 22. <ul><li>DO YOU BELIEVE THAT INSPIRATION IS THE MOST IMPORTANT PART OF A LEADER’S JOB? </li></ul><ul><li>DO YOU BELIEVE LEADERS SHOULD BE VISABLE AND ENERGETIC? </li></ul><ul><li>DO YOU CONCUR THAT LEADERS NEED TO BE SENSITIVE TO AN ORGANIZATION’S HISTORY AND CULTURE? </li></ul><ul><li>IMPROVING LEADERSHIP </li></ul>
  • 23. <ul><li>WHY IS TRAGEDY A TEST OF LEADERSHIP? </li></ul><ul><li>IMPROVING LEADERSHIP </li></ul>
  • 24. <ul><li>IN TIMES OF CRISIS SHOULD WE EXPECT LEADERSHIP FROM PEOPLE IN HIGH PLACES? </li></ul><ul><li>CAN YOU GIVE ME SEVERAL EXAMPLES OF INDIVIDUALS RISING TO THE OCCASION? </li></ul><ul><li>IMPROVING LEADERSHIP </li></ul>
  • 25. <ul><li>IS IT TRUE WE NEED MORE LEADERS, AS WELL AS BETTER LEADERSHIP? </li></ul><ul><li>IMPROVING LEADERSHIP </li></ul>
  • 26. <ul><li>WHAT ARE THE CHARACTERISTICS OF EFFECTIVE LEADERS? </li></ul><ul><li>IMPROVING LEADERSHIP </li></ul>
  • 27. <ul><li>SHOULD WE EXPECT LEADERS TO PERSUADE OR INSPIRE RATHER THAN TO COERCE OR GIVE ORDERS? </li></ul><ul><li>HOW DO GOOD LEADERS PRODUCE COOPERATIVE EFFORT AND PURSUE GOALS THAT TRANSCEND NARROW SELF-INTEREST? </li></ul><ul><li>IMPROVING LEADERSHIP </li></ul>
  • 28. <ul><li>SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT </li></ul><ul><li>LEADERS THINK LONG-TERM </li></ul>
  • 29. <ul><li>SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT </li></ul><ul><li>LEADERS LOOK OUTSIDE AS WELL AS INSIDE THE ORGANIZATION TO SOLVE PROBLEMS </li></ul>
  • 30. <ul><li>SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT </li></ul><ul><li>LEADERS INFLUENCE CONSTITUENTS BEYOND THEIR IMMEDIATE FORMAL JURISDICTION </li></ul>
  • 31. <ul><li>SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT </li></ul><ul><li>LEADERS EMPHASIZE VISION AND RENEWAL </li></ul>
  • 32. <ul><li>SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT </li></ul><ul><li>LEADERS MAKE THINGS HAPPEN </li></ul>
  • 33. <ul><li>SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT </li></ul><ul><li>ALL GOOD LEADERS HAVE QUALITIES SUCH AS VISION, STRENGTH, AND COMMITMENT </li></ul>
  • 34. <ul><li>SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT </li></ul><ul><li>EFFECTIVE LEADERS HELP ARTICULATE SET STANDARDS FOR PERFORMANCE, AND CREATE FOCUS AND DIRECTION </li></ul>
  • 35. <ul><li>SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT </li></ul><ul><li>EFFECTIVE LEADERS COMMUNICATE A VISION EFFECTIVELY, OFTEN THROUGH THE USE OF SYMBOLS </li></ul>
  • 36. <ul><li>SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT </li></ul><ul><li>GOOD LEADERS HAVE A PASSION AND DEEPLY CARE ABOUT THEIR WORK AND THE PEOPLE WHO HELP DO IT </li></ul>
  • 37. <ul><li>SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT </li></ul><ul><li>LEADERS BELIEVE LITTLE IN LIFE IS MORE IMPORTANT THAN DOING A GOOD JOB </li></ul>
  • 38. <ul><li>SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT </li></ul><ul><li>LEADERS HAVE THE ABILITY TO INSPIRE TRUST AND BUILD RELATIONSHIPS </li></ul>
  • 39. <ul><li>SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT </li></ul><ul><li>HONESTY CAME FIRST ON A LIST OF TRAITS THAT MANAGERS MOST ADMIRE IN A LEADER </li></ul>
  • 40. <ul><li>ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP </li></ul><ul><li>RISK TAKING </li></ul>
  • 41. <ul><li>ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP </li></ul><ul><li>FLEXIBILITY </li></ul>
  • 42. <ul><li>ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP </li></ul><ul><li>SELF-CONFIDENCE </li></ul>
  • 43. <ul><li>ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP </li></ul><ul><li>INTERPERSONAL SKILLS </li></ul>
  • 44. <ul><li>ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP </li></ul><ul><li>MANAGING BY WALKING AROUND </li></ul>
  • 45. <ul><li>ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP </li></ul><ul><li>TASK COMPLETION </li></ul>
  • 46. <ul><li>ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP </li></ul><ul><li>INTELLIGENCE </li></ul>
  • 47. <ul><li>ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP </li></ul><ul><li>DECISIVENESS </li></ul>
  • 48. <ul><li>ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP </li></ul><ul><li>UNDERSTANDING OF FOLLOWERS </li></ul>
  • 49. <ul><li>ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP </li></ul><ul><li>COURAGE </li></ul>
  • 50. <ul><li>ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP </li></ul><ul><li>EFFECTIVE LEADERS WORK HARDER THAN OTHER PEOPLE </li></ul>
  • 51. &nbsp;

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