Kritsonis   improving leadership
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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.
    • IMPROVING LEADERSHIP
    • WHAT DOES LEADERSHIP MEAN TO YOU?
  • 4.
    • WHAT ARE THE CHALLENGES OF LEADERSHIP?
    • IMPROVING LEADERSHIP
  • 5.
    • WHERE DOES MOTIVATION COME INTO PLAY IN THE LEADERSHIP ROLE?
    • IMPROVING LEADERSHIP
  • 6.
    • HOW IMPORTANT IS ECONOMIC INCENTIVES IN REGARDS TO LEADERSHIP?
    • IMPROVING LEADERSHIP
  • 7.
    • WHAT ABOUT GROWTH AND SELF-ACTUALIZATION IN IDENTIFYING LEADERS?
    • IMPROVING LEADERSHIP
  • 8.
    • ARE INDIVIDUAL COMMITMENT AND MOTIVATION ESSENTIAL TO SUCCESS IN A LEADERSHIP POSITION?
    • IMPROVING LEADERSHIP
  • 9.
    • HOW IMPORTANT IS COLLABORATION AND SHARED VALUES? IS IT TRUE A UNIFYING SCHOOL CULTURE REDUCES CONFLICT?
    • IMPROVING LEADERSHIP
  • 10.
    • DO WE CONSIDER CHANGE FROM THE BOTTOM UP OR TOP DOWN?
    • IMPROVING LEADERSHIP
  • 11.
    • HOW DO YOU COMMUNICATE WITH OTHERS WHO STILL SEE ANOTHER REALITY?
    • IMPROVING LEADERSHIP
  • 12.
    • WHAT DO HIGH-PERFORMING UNIVERSITIES HAVE IN COMMON?
    • IMPROVING LEADERSHIP
  • 13.
    • WHAT ARE THE CRITICAL CHARACTERISTICS OF EXCELLENT UNIVERSITIES?
    • IMPROVING LEADERSHIP
  • 14.
    • IS IT TRUE THAT EFFECTIVE LEADERS ARE DRIVEN, EXTREMELY DISCIPLINED AND HARDWORKING BUT CONSISTENT IN ATTRIBUTING SUCCESS TO COLLEAGUES RATHER THAN THEMSELVES?
    • IMPROVING LEADERSHIP
  • 15.
    • IS IT TRUE THAT MOST ‘EFFECTIVE’ MANAGERS SPEND MUCH OF THEIR TIME ON COMMUNICTIONS AND HUMAN RESOURCE MANAGEMENT?
    • IMPROVING LEADERSHIP
  • 16.
    • IS IT TRUE THAT IN AN EFFECTIVE ORGANIZATION, INDIVIDUALS ARE RELATIVELY CLEAR ABOUT THEIR RESPONSIBILITIES AND THEIR
    • CONTRIBUTION?
    • IMPROVING LEADERSHIP
  • 17.
    • 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
  • 18.
    • WHAT IS THE IMPORTANCE OF SETTING PRIORITIES AND SHARED GOALS, STAYING FOCUSED ON TASKS, BEING ORGANIZED, AND KNOWING WHAT YOU WANT?
    • IMPROVING LEADERSHIP
  • 19.
    • WHY IS IT IMPORTANT FOR THE HUMAN RESOURCE LEADER TO BELIEVE THAT PEOPLE ARE THE
    • CENTER OF ANY ORGANIZATION?
    • IMPROVING LEADERSHIP
  • 20.
    • 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
  • 21.
    • 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
  • 22.
    • 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
  • 23.
    • WHY IS TRAGEDY A TEST OF LEADERSHIP?
    • IMPROVING LEADERSHIP
  • 24.
    • 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
  • 25.
    • IS IT TRUE WE NEED MORE LEADERS, AS WELL AS BETTER LEADERSHIP?
    • IMPROVING LEADERSHIP
  • 26.
    • WHAT ARE THE CHARACTERISTICS OF EFFECTIVE LEADERS?
    • IMPROVING LEADERSHIP
  • 27.
    • 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
  • 28.
    • SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT
    • LEADERS THINK LONG-TERM
  • 29.
    • SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT
    • LEADERS LOOK OUTSIDE AS WELL AS INSIDE THE ORGANIZATION TO SOLVE PROBLEMS
  • 30.
    • SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT
    • LEADERS INFLUENCE CONSTITUENTS BEYOND THEIR IMMEDIATE FORMAL JURISDICTION
  • 31.
    • SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT
    • LEADERS EMPHASIZE VISION AND RENEWAL
  • 32.
    • SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT
    • LEADERS MAKE THINGS HAPPEN
  • 33.
    • SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT
    • ALL GOOD LEADERS HAVE QUALITIES SUCH AS VISION, STRENGTH, AND COMMITMENT
  • 34.
    • SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT
    • EFFECTIVE LEADERS HELP ARTICULATE SET STANDARDS FOR PERFORMANCE, AND CREATE FOCUS AND DIRECTION
  • 35.
    • SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT
    • EFFECTIVE LEADERS COMMUNICATE A VISION EFFECTIVELY, OFTEN THROUGH THE USE OF SYMBOLS
  • 36.
    • 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
  • 37.
    • SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT
    • LEADERS BELIEVE LITTLE IN LIFE IS MORE IMPORTANT THAN DOING A GOOD JOB
  • 38.
    • SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT
    • LEADERS HAVE THE ABILITY TO INSPIRE TRUST AND BUILD RELATIONSHIPS
  • 39.
    • SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT
    • HONESTY CAME FIRST ON A LIST OF TRAITS THAT MANAGERS MOST ADMIRE IN A LEADER
  • 40.
    • ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP
    • RISK TAKING
  • 41.
    • ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP
    • FLEXIBILITY
  • 42.
    • ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP
    • SELF-CONFIDENCE
  • 43.
    • ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP
    • INTERPERSONAL SKILLS
  • 44.
    • ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP
    • MANAGING BY WALKING AROUND
  • 45.
    • ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP
    • TASK COMPLETION
  • 46.
    • ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP
    • INTELLIGENCE
  • 47.
    • ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP
    • DECISIVENESS
  • 48.
    • ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP
    • UNDERSTANDING OF FOLLOWERS
  • 49.
    • ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP
    • COURAGE
  • 50.
    • ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP
    • EFFECTIVE LEADERS WORK HARDER THAN OTHER PEOPLE
  • 51.