Kritsonis improving leadership

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Kritsonis improving leadership

  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
  2. 3. <ul><li>IMPROVING LEADERSHIP </li></ul><ul><li>WHAT DOES LEADERSHIP MEAN TO YOU? </li></ul>
  3. 4. <ul><li>WHAT ARE THE CHALLENGES OF LEADERSHIP? </li></ul><ul><li>IMPROVING LEADERSHIP </li></ul>
  4. 5. <ul><li>WHERE DOES MOTIVATION COME INTO PLAY IN THE LEADERSHIP ROLE? </li></ul><ul><li>IMPROVING LEADERSHIP </li></ul>
  5. 6. <ul><li>HOW IMPORTANT IS ECONOMIC INCENTIVES IN REGARDS TO LEADERSHIP? </li></ul><ul><li>IMPROVING LEADERSHIP </li></ul>
  6. 7. <ul><li>WHAT ABOUT GROWTH AND SELF-ACTUALIZATION IN IDENTIFYING LEADERS? </li></ul><ul><li>IMPROVING LEADERSHIP </li></ul>
  7. 8. <ul><li>ARE INDIVIDUAL COMMITMENT AND MOTIVATION ESSENTIAL TO SUCCESS IN A LEADERSHIP POSITION? </li></ul><ul><li>IMPROVING LEADERSHIP </li></ul>
  8. 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>
  9. 10. <ul><li>DO WE CONSIDER CHANGE FROM THE BOTTOM UP OR TOP DOWN? </li></ul><ul><li>IMPROVING LEADERSHIP </li></ul>
  10. 11. <ul><li>HOW DO YOU COMMUNICATE WITH OTHERS WHO STILL SEE ANOTHER REALITY? </li></ul><ul><li>IMPROVING LEADERSHIP </li></ul>
  11. 12. <ul><li>WHAT DO HIGH-PERFORMING UNIVERSITIES HAVE IN COMMON? </li></ul><ul><li>IMPROVING LEADERSHIP </li></ul>
  12. 13. <ul><li>WHAT ARE THE CRITICAL CHARACTERISTICS OF EXCELLENT UNIVERSITIES? </li></ul><ul><li>IMPROVING LEADERSHIP </li></ul>
  13. 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>
  14. 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>
  15. 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>
  16. 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>
  17. 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>
  18. 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>
  19. 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>
  20. 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>
  21. 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>
  22. 23. <ul><li>WHY IS TRAGEDY A TEST OF LEADERSHIP? </li></ul><ul><li>IMPROVING LEADERSHIP </li></ul>
  23. 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>
  24. 25. <ul><li>IS IT TRUE WE NEED MORE LEADERS, AS WELL AS BETTER LEADERSHIP? </li></ul><ul><li>IMPROVING LEADERSHIP </li></ul>
  25. 26. <ul><li>WHAT ARE THE CHARACTERISTICS OF EFFECTIVE LEADERS? </li></ul><ul><li>IMPROVING LEADERSHIP </li></ul>
  26. 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>
  27. 28. <ul><li>SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT </li></ul><ul><li>LEADERS THINK LONG-TERM </li></ul>
  28. 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>
  29. 30. <ul><li>SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT </li></ul><ul><li>LEADERS INFLUENCE CONSTITUENTS BEYOND THEIR IMMEDIATE FORMAL JURISDICTION </li></ul>
  30. 31. <ul><li>SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT </li></ul><ul><li>LEADERS EMPHASIZE VISION AND RENEWAL </li></ul>
  31. 32. <ul><li>SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT </li></ul><ul><li>LEADERS MAKE THINGS HAPPEN </li></ul>
  32. 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>
  33. 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>
  34. 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>
  35. 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>
  36. 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>
  37. 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>
  38. 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>
  39. 40. <ul><li>ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP </li></ul><ul><li>RISK TAKING </li></ul>
  40. 41. <ul><li>ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP </li></ul><ul><li>FLEXIBILITY </li></ul>
  41. 42. <ul><li>ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP </li></ul><ul><li>SELF-CONFIDENCE </li></ul>
  42. 43. <ul><li>ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP </li></ul><ul><li>INTERPERSONAL SKILLS </li></ul>
  43. 44. <ul><li>ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP </li></ul><ul><li>MANAGING BY WALKING AROUND </li></ul>
  44. 45. <ul><li>ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP </li></ul><ul><li>TASK COMPLETION </li></ul>
  45. 46. <ul><li>ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP </li></ul><ul><li>INTELLIGENCE </li></ul>
  46. 47. <ul><li>ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP </li></ul><ul><li>DECISIVENESS </li></ul>
  47. 48. <ul><li>ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP </li></ul><ul><li>UNDERSTANDING OF FOLLOWERS </li></ul>
  48. 49. <ul><li>ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP </li></ul><ul><li>COURAGE </li></ul>
  49. 50. <ul><li>ATTRIBUTES ASSOCIATED WITH EFFECTIVE LEADERSHIP </li></ul><ul><li>EFFECTIVE LEADERS WORK HARDER THAN OTHER PEOPLE </li></ul>

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