Dr. Beverly Woody. GMU

1. TEA 2013
PPL Seminars 1-6
Dr. Beverly Woody

2. Leadership Defined
Leadership
is a process whereby an individual
influences a group of individuals
to achieve a common goal.
2

3. The Evolution of Leadership Definitions
• 1900-1929 – Control and centralization of power
• 1930s – Trait approach
• 1940s – Group approach
•1950s – Group theory, shared goals, and
effectiveness
• 1960s – Leadership as behavior
• 1970s – Organizational behavior
3
Northouse - Leadership Theory
and Practice, Sixth Edition ©
2012 SAGE Publications, Inc.

4. Three-Skill Approach (Katz, 1955)
 Technical Skill
 Human Skill
 Conceptual Skill

5. Technical Skill
• Technical skill - having knowledge about and being
proficient in a specific type of work or activity.
– Specialized competencies
– Analytical ability
– Capability to use appropriate tools and techniques
• Technical skills involve hands-on ability with a
product or process

6. Human Skill
• Human skill – having knowledge about and being
able to work with people.
– Awareness of one’s own perspective and others’
perspectives at the same time
– People skills help a leader to assist group members in
working cooperatively to achieve common goals
– Creates an atmosphere of trust where members feel they
can become involved and impact decisions in the
organization

7. Conceptual Skill
• Conceptual skill - the ability to do the mental work
of shaping meaning of organizational policy or issues
(what school stands for and where it’s going)
– Works easily with abstraction and hypothetical
notions
– Central to creating and articulating a vision and
strategic plan for an organization

8. Four Generations
• Traditionalists (born 1922-1943)
• Baby Boomers (born 1943-1960)
• Generation X (born 1960-1980)
• Millennials (born 1980-2000)
– How will you:
• Motivate
• Communicate
• Train

9. Teams and Teamwork
• "A team is a small number of people with
complementary skills who are committed to a
common purpose, performance goals, and approach
for which they hold themselves mutually
accountable" (Katzenback & Smith, 1993)
• It may be characterized by a great deal of ambiguity
(storming) and misunderstanding. Many find it very
difficult to deal with the ambiguity and the
awkwardness of needing to work through periods
where there is a genuine lack of shared meaning or
understanding.

10. Dynamics of Group Decision Making

11. Stages of Successful Team Development
• Research has consistently shown that teams proceed through four
developmental stages on their way to “maturity” (see Tuckman, 1965, for the
original formulation):
• Forming
Transition stage, characterized by movement from individual to team member
status. This is a period of confusion, testing behavior, and dependence on a team
leader for direction.
• Storming
Conflict stage, characterized by infighting, defensiveness, and competition among
team members. Team members respond emotionally as they attempt to clarify
responsibilities and reduce ambiguity; they generally resist task demands at this
stage as well.
• Norming
Cohesion stage, characterized by greater clarity and an acceptance of team norms
and roles. Team members work to achieve harmony.
• Performing
Work stage, characterized by maximum task accomplishment, high-level problem-
solving and decision-making, as well as personal insight and constructive self-
change.

12. Change is a
Prerequisite for
Improvement

13. Comparison of first-order and
second-order change
First-order Change
When a change is
perceived as:
Second-order Change
When a change is
perceived as:
An extension of the past A break with the past
Within existing paradigms Outside of existing
paradigms
Consistent with prevailing
values and norms
Conflicted with prevailing
values and norms
Implemented with existing
knowledge and skills
Requiring new knowledge
and skills to implement

14. FULLAN’S
MODEL FOR CHANGE

15. “Leading in a Culture of Change”
• Fullan points out that the process does
not happen overnight. In fact it may not
happen over a year, or two or three. It
is a slow process that must be primarily
focused on a strong moral purpose with
the knowledge that learning, sharing,
adjusting and understanding are all part
of the process

16. Fullan believes that to begin the change process you
must first have a moral purpose.
Moral Purpose means acting with the intention of
making a positive difference in the lives of the people it
affects.

17. Moral Purpose
• Whatever one’s style, every leader, to be
effective, must have and work on improving
his or her moral purpose. Moral purpose is
about both ends and means.
• Authentic leaders, in other words, display
character, and character is the defining
characteristic of authentic leadership.

18. Leaders must understand the change
process. They must understand the
complexity involved in change.

19. Understanding Change
• The Goal is not to Innovate the Most
• It is not Enough to Have the Best Ideas
• Appreciate the Implementation Dip
• Redefine Resistance
• Re-culturing is the Name of the Game
• Never a Checklist, Always Complexity
• The Complexities of Leadership

20. Coercive
(“do what I
tell you”)
Authoritative
(“Comewith
me”)
Affiliative
(“Peoplecomefirst”)
Democratic
(“Whatdoyouthink”)
Pace-setting
(“DoasIdo,now”)
Coaching
(“Try this”)
ShortDefinition Tellingpeople
whattodoand
when
Persuadingand
attractingpeople
withanengaging
vision
Building
relationships with
peoplethroughtheuseof
positivefeedback
Askingstaffwhat
they
think,andlisteningtothis
Raisingthebar,
andthenaskingfor
alittlebitmore–
increasing
momentum
Encouraging
stafftotrynew
things
Whentousethis
style
Whenthereisa
crisis
Whenstep
changeis
required.When
themanageris
bothrespected
andkeen
When
staffrelationships
havebrokendown
Whenstaffhavea
contributionto
make(voluntarily)
Whenstaffareself
startersandahigh
degree
ofcompetence
Whenthereisa
gapinthe
requiredskillset
Disadvantagesof
thisstyle
Encourages
dependence.
Peoplestop
thinking
Hasanegative
effectifthe
managerisnot
respected
Cannotbeusedin
isolation
Mayfailifstafflack
experience orideas
Canbedifficultto
maintain
momentum–
inappropriate
whenstaffneed
help
If themanager
isnotagood
coachorif
staffarenot
compelled to
takepart–will
notwork
Six Leadership Traits or Styles
(Adapted from-Goleman, D. (2000) Leadership that gets results, Harvard Business Review, (Mar)pp. 78-90

21. The single common factor to every
successful change initiative is that
relationships improve.

22. Relationship Building
• If moral purpose is job one, relationships are
job two, as you can’t get anywhere with
them.

23. There must be the creation and sharing of
new knowledge.

24. Knowledge Building
(Tacit and Explicit)
• The sharing of tacit knowledge among
multiple individuals with different
backgrounds, perspectives, and motivations
becomes the critical step for organizational
knowledge creation to take place.

25. Coherence Making is the final step of
understanding the change.

26. Coherence Making
• Change is a leader’s friend, but it has a split
personality: its nonlinear messiness gets us
into trouble.