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

IMPROVING LEADERSHIP WHAT DOES LEADERSHIP MEAN TO YOU?

IMPROVING LEADERSHIP

WHAT DOES LEADERSHIP MEAN TO YOU?

WHAT ARE THE CHALLENGES OF LEADERSHIP? IMPROVING LEADERSHIP

WHAT ARE THE CHALLENGES OF LEADERSHIP?

IMPROVING LEADERSHIP

WHERE DOES MOTIVATION COME INTO PLAY IN THE LEADERSHIP ROLE? IMPROVING LEADERSHIP

WHERE DOES MOTIVATION COME INTO PLAY IN THE LEADERSHIP ROLE?

IMPROVING LEADERSHIP

HOW IMPORTANT IS ECONOMIC INCENTIVES IN REGARDS TO LEADERSHIP? IMPROVING LEADERSHIP

HOW IMPORTANT IS ECONOMIC INCENTIVES IN REGARDS TO LEADERSHIP?

IMPROVING LEADERSHIP

WHAT ABOUT GROWTH AND SELF-ACTUALIZATION IN IDENTIFYING LEADERS? IMPROVING LEADERSHIP

WHAT ABOUT GROWTH AND SELF-ACTUALIZATION IN IDENTIFYING LEADERS?

IMPROVING LEADERSHIP

ARE INDIVIDUAL COMMITMENT AND MOTIVATION ESSENTIAL TO SUCCESS IN A LEADERSHIP POSITION? IMPROVING LEADERSHIP

ARE INDIVIDUAL COMMITMENT AND MOTIVATION ESSENTIAL TO SUCCESS IN A LEADERSHIP POSITION?

IMPROVING LEADERSHIP

HOW IMPORTANT IS COLLABORATION AND SHARED VALUES? IS IT TRUE A UNIFYING SCHOOL CULTURE REDUCES CONFLICT? IMPROVING LEADERSHIP

HOW IMPORTANT IS COLLABORATION AND SHARED VALUES? IS IT TRUE A UNIFYING SCHOOL CULTURE REDUCES CONFLICT?

IMPROVING LEADERSHIP

DO WE CONSIDER CHANGE FROM THE BOTTOM UP OR TOP DOWN? IMPROVING LEADERSHIP

DO WE CONSIDER CHANGE FROM THE BOTTOM UP OR TOP DOWN?

IMPROVING LEADERSHIP

HOW DO YOU COMMUNICATE WITH OTHERS WHO STILL SEE ANOTHER REALITY? IMPROVING LEADERSHIP

HOW DO YOU COMMUNICATE WITH OTHERS WHO STILL SEE ANOTHER REALITY?

IMPROVING LEADERSHIP

WHAT DO HIGH-PERFORMING UNIVERSITIES HAVE IN COMMON? IMPROVING LEADERSHIP

WHAT DO HIGH-PERFORMING UNIVERSITIES HAVE IN COMMON?

IMPROVING LEADERSHIP

WHAT ARE THE CRITICAL CHARACTERISTICS OF EXCELLENT UNIVERSITIES? IMPROVING LEADERSHIP

WHAT ARE THE CRITICAL CHARACTERISTICS OF EXCELLENT UNIVERSITIES?

IMPROVING LEADERSHIP

IS IT TRUE THAT EFFECTIVE LEADERS ARE DRIVEN, EXTREMELY DISCIPLINED AND HARDWORKING BUT CONSISTENT IN ATTRIBUTING SUCCESS TO COLLEAGUES RATHER THAN THEMSELVES? IMPROVING LEADERSHIP

IS IT TRUE THAT EFFECTIVE LEADERS ARE DRIVEN, EXTREMELY DISCIPLINED AND HARDWORKING BUT CONSISTENT IN ATTRIBUTING SUCCESS TO COLLEAGUES RATHER THAN THEMSELVES?

IMPROVING LEADERSHIP

IS IT TRUE THAT MOST ‘EFFECTIVE’ MANAGERS SPEND MUCH OF THEIR TIME ON COMMUNICTIONS AND HUMAN RESOURCE MANAGEMENT? IMPROVING LEADERSHIP

IS IT TRUE THAT MOST ‘EFFECTIVE’ MANAGERS SPEND MUCH OF THEIR TIME ON COMMUNICTIONS AND HUMAN RESOURCE MANAGEMENT?

IMPROVING LEADERSHIP

IS IT TRUE THAT IN AN EFFECTIVE ORGANIZATION, INDIVIDUALS ARE RELATIVELY CLEAR ABOUT THEIR RESPONSIBILITIES AND THEIR CONTRIBUTION? IMPROVING LEADERSHIP

IS IT TRUE THAT IN AN EFFECTIVE ORGANIZATION, INDIVIDUALS ARE RELATIVELY CLEAR ABOUT THEIR RESPONSIBILITIES AND THEIR

CONTRIBUTION?

IMPROVING LEADERSHIP

IS IT TRUE THAT THE MAIN JOB OF A LEADER IS TO FOCUS ON TASK, FACTS, AND LOGIC RATHER THAN PERSONALITY AND EMOTIONS? IMPROVING LEADERSHIP

IS IT TRUE THAT THE MAIN JOB OF A LEADER IS TO FOCUS ON TASK, FACTS, AND LOGIC RATHER THAN

PERSONALITY AND EMOTIONS?

IMPROVING LEADERSHIP

WHAT IS THE IMPORTANCE OF SETTING PRIORITIES AND SHARED GOALS, STAYING FOCUSED ON TASKS, BEING ORGANIZED, AND KNOWING WHAT YOU WANT? IMPROVING LEADERSHIP

WHAT IS THE IMPORTANCE OF SETTING PRIORITIES AND SHARED GOALS, STAYING FOCUSED ON TASKS, BEING ORGANIZED, AND KNOWING WHAT YOU WANT?

IMPROVING LEADERSHIP

WHY IS IT IMPORTANT FOR THE HUMAN RESOURCE LEADER TO BELIEVE THAT PEOPLE ARE THE CENTER OF ANY ORGANIZATION? IMPROVING LEADERSHIP

WHY IS IT IMPORTANT FOR THE HUMAN RESOURCE LEADER TO BELIEVE THAT PEOPLE ARE THE

CENTER OF ANY ORGANIZATION?

IMPROVING LEADERSHIP

IS IT THE JOB OF THE LEADER TO SUPPORT AND EMPOWER PEOPLE? HOW IMPORTANT IS IT TO SHOW CONCERN FOR PEOPLE, LISTEN TO THEIR ASPIRATIONS AND GOALS, AND COMMUNICATE PERSONAL WARMTH AND OPENNESS? IMPROVING LEADERSHIP

IS IT THE JOB OF THE LEADER TO SUPPORT AND EMPOWER PEOPLE?

HOW IMPORTANT IS IT TO SHOW CONCERN FOR PEOPLE, LISTEN TO THEIR ASPIRATIONS AND GOALS, AND COMMUNICATE PERSONAL WARMTH AND OPENNESS?

IMPROVING LEADERSHIP

HOW IMPORTANT A SKILL IS IT FOR THE HUMAN RESOURCE LEADER TO HAVE THE ABILITY TO COMBINE ADVOCACY WITH INQUIRY? WHAT IS THE BEST WAY TO WORK AT ARTICULATING WHAT EVERYONE HAS IN COMMON? IMPROVING LEADERSHIP

HOW IMPORTANT A SKILL IS IT FOR THE HUMAN RESOURCE LEADER TO HAVE THE ABILITY TO COMBINE ADVOCACY WITH INQUIRY?

WHAT IS THE BEST WAY TO WORK AT ARTICULATING WHAT EVERYONE HAS IN COMMON?

IMPROVING LEADERSHIP

DO YOU BELIEVE THAT INSPIRATION IS THE MOST IMPORTANT PART OF A LEADER’S JOB? DO YOU BELIEVE LEADERS SHOULD BE VISABLE AND ENERGETIC? DO YOU CONCUR THAT LEADERS NEED TO BE SENSITIVE TO AN ORGANIZATION’S HISTORY AND CULTURE? IMPROVING LEADERSHIP

DO YOU BELIEVE THAT INSPIRATION IS THE MOST IMPORTANT PART OF A LEADER’S JOB?

DO YOU BELIEVE LEADERS SHOULD BE VISABLE AND ENERGETIC?

DO YOU CONCUR THAT LEADERS NEED TO BE SENSITIVE TO AN ORGANIZATION’S HISTORY AND CULTURE?

IMPROVING LEADERSHIP

WHY IS TRAGEDY A TEST OF LEADERSHIP? IMPROVING LEADERSHIP

WHY IS TRAGEDY A TEST OF LEADERSHIP?

IMPROVING LEADERSHIP

IN TIMES OF CRISIS SHOULD WE EXPECT LEADERSHIP FROM PEOPLE IN HIGH PLACES? CAN YOU GIVE ME SEVERAL EXAMPLES OF INDIVIDUALS RISING TO THE OCCASION? IMPROVING LEADERSHIP

IN TIMES OF CRISIS SHOULD WE EXPECT LEADERSHIP FROM PEOPLE IN HIGH PLACES?

CAN YOU GIVE ME SEVERAL EXAMPLES OF INDIVIDUALS RISING TO THE OCCASION?

IMPROVING LEADERSHIP

IS IT TRUE WE NEED MORE LEADERS, AS WELL AS BETTER LEADERSHIP? IMPROVING LEADERSHIP

IS IT TRUE WE NEED MORE LEADERS, AS WELL AS BETTER LEADERSHIP?

IMPROVING LEADERSHIP

WHAT ARE THE CHARACTERISTICS OF EFFECTIVE LEADERS? IMPROVING LEADERSHIP

WHAT ARE THE CHARACTERISTICS OF EFFECTIVE LEADERS?

IMPROVING LEADERSHIP

SHOULD WE EXPECT LEADERS TO PERSUADE OR INSPIRE RATHER THAN TO COERCE OR GIVE ORDERS? HOW DO GOOD LEADERS PRODUCE COOPERATIVE EFFORT AND PURSUE GOALS THAT TRANSCEND NARROW SELF-INTEREST? IMPROVING LEADERSHIP

SHOULD WE EXPECT LEADERS TO PERSUADE OR INSPIRE RATHER THAN TO COERCE OR GIVE ORDERS?

HOW DO GOOD LEADERS PRODUCE COOPERATIVE EFFORT AND PURSUE GOALS THAT TRANSCEND NARROW SELF-INTEREST?

IMPROVING LEADERSHIP

SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT LEADERS THINK LONG-TERM

SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT

LEADERS THINK LONG-TERM

SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT LEADERS LOOK OUTSIDE AS WELL AS INSIDE THE ORGANIZATION TO SOLVE PROBLEMS

SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT

LEADERS LOOK OUTSIDE AS WELL AS INSIDE THE ORGANIZATION TO SOLVE PROBLEMS

SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT LEADERS INFLUENCE CONSTITUENTS BEYOND THEIR IMMEDIATE FORMAL JURISDICTION

SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT

LEADERS INFLUENCE CONSTITUENTS BEYOND THEIR IMMEDIATE FORMAL JURISDICTION

SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT LEADERS EMPHASIZE VISION AND RENEWAL

SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT

LEADERS EMPHASIZE VISION AND RENEWAL

SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT LEADERS MAKE THINGS HAPPEN

SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT

LEADERS MAKE THINGS HAPPEN

SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT ALL GOOD LEADERS HAVE QUALITIES SUCH AS VISION, STRENGTH, AND COMMITMENT

SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT

ALL GOOD LEADERS HAVE QUALITIES SUCH AS VISION, STRENGTH, AND COMMITMENT

SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT EFFECTIVE LEADERS HELP ARTICULATE SET STANDARDS FOR PERFORMANCE, AND CREATE FOCUS AND DIRECTION

SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT

EFFECTIVE LEADERS HELP ARTICULATE SET STANDARDS FOR PERFORMANCE, AND CREATE FOCUS AND DIRECTION

SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT EFFECTIVE LEADERS COMMUNICATE A VISION EFFECTIVELY, OFTEN THROUGH THE USE OF SYMBOLS

SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT

EFFECTIVE LEADERS COMMUNICATE A VISION EFFECTIVELY, OFTEN THROUGH THE USE OF SYMBOLS

SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT GOOD LEADERS HAVE A PASSION AND DEEPLY CARE ABOUT THEIR WORK AND THE PEOPLE WHO HELP DO IT

SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT

GOOD LEADERS HAVE A PASSION AND DEEPLY CARE ABOUT THEIR WORK AND THE PEOPLE WHO HELP DO IT

SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT LEADERS BELIEVE LITTLE IN LIFE IS MORE IMPORTANT THAN DOING A GOOD JOB

SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT

LEADERS BELIEVE LITTLE IN LIFE IS MORE IMPORTANT THAN DOING A GOOD JOB

SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT LEADERS HAVE THE ABILITY TO INSPIRE TRUST AND BUILD RELATIONSHIPS

SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT

LEADERS HAVE THE ABILITY TO INSPIRE TRUST AND BUILD RELATIONSHIPS

SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT HONESTY CAME FIRST ON A LIST OF TRAITS THAT MANAGERS MOST ADMIRE IN A LEADER

SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT

HONESTY CAME FIRST ON A LIST OF TRAITS THAT MANAGERS MOST ADMIRE IN A LEADER

ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP RISK TAKING

ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP

RISK TAKING

ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP FLEXIBILITY

ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP

FLEXIBILITY

ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP SELF-CONFIDENCE

ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP

SELF-CONFIDENCE

ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP INTERPERSONAL SKILLS

ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP

INTERPERSONAL SKILLS

ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP MANAGING BY WALKING AROUND

ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP

MANAGING BY WALKING AROUND

ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP TASK COMPLETION

ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP

TASK COMPLETION

ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP INTELLIGENCE

ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP

INTELLIGENCE

ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP DECISIVENESS

ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP

DECISIVENESS

ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP UNDERSTANDING OF FOLLOWERS

ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP

UNDERSTANDING OF FOLLOWERS

ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP COURAGE

ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP

COURAGE

ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP EFFECTIVE LEADERS WORK HARDER THAN OTHER PEOPLE

ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP

EFFECTIVE LEADERS WORK HARDER THAN OTHER PEOPLE