Women In Leadership

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Presentation to Azusa Pacific University,Masters in Administration
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Women In Leadership

  1. 1. Women In Leadership A Presentation for Admin. Credential Class-APU Lisa Michelle Dabbs, M.Ed
  2. 2. -25 years as an Educator -19 years as an Administrator -14 years as a Principal K-6 -5 years as a Project Director-Title VII Language and Literature Program -Kaplan K-12 Educational Consultant -Adjunct Instructor-Concordia University -B.A. in Child Development -M.Ed. In Educational Administration -Clear Administrative Services Credential -CALSA, Soroptimist, H.O.T. Board of Directors
  3. 3. Are Leaders Born or Made?
  4. 4. What Is Leadership? Many theories (trait, behavioral, etc.)  Is it the same as management?  A definition of leadership  Formal and informal leaders  Leadership and management 
  5. 5. Trait Theory Leadership Traits: represent the personal characteristics that differentiate leaders from followers. Historic findings reveal that leaders and followers • vary by - intelligence - dominance - self-confidence - level of energy and activity - task-relevant knowledge Contemporary findings show that • - people tend to perceive that someone is a leader when he or she exhibits traits associated with intelligence, masculinity, and dominance - people want their leaders to be credible - credible leaders are honest, forward-looking, inspiring, and competent
  6. 6. Trait Theory (continued) Gender and leadership • - men and women were seen as displaying more task and social leadership, respectively - women used a more democratic or participative style than men, and men used a more autocratic and directive style than women - men and women were equally assertive - women executives, when rated by their peers, managers and direct reports, scored higher than their male counterparts on a variety of effectiveness criteria
  7. 7. Key Leadership Traits to Develop  Self-Confidence  Trustworthiness  Assertiveness  Emotional Stability  Sense of Humor  Self-Awareness and  Self-Objectivity  Cognitive Skills  Emotional Intelligence  Passion and Enthusiasm
  8. 8. Transactional versus Charismatic Leadership Transactional Leadership: Weber and Bass 1947/81 -focuses on the interpersonal interactions between managers and employees Transactional Leaders • - use contingent rewards to motivate employees - exert corrective action only when employees fail to obtain performance goals
  9. 9. Vision and Articulation Personal Risk Charismatic Sensitivity to Environment Leaders Sensitivity to Followers Unconventional Behavior
  10. 10. Developing Charisma  Communicate a Vision  Make frequent use of metaphors and analogies  Inspire trust and confidence  Be highly energetic and goal oriented  Be emotionally expressive and warm  Make ample use of your true stories  Smile frequently, even if you are unhappy  Be candid  Make everyone feel that he/she is important  Make non-verbal signals of self-confidence  Be willing to take risks
  11. 11. Transformational Leadership • Charisma • Inspiration • Intellectual stimulation • Individualized consideration
  12. 12. Developing Team Leader Skills  Build a Mission Statement  Show your team members that they are trusted  Encourage team members to recognize each others accomplishments  Establish a sense of urgency and High Performance standards  Encourage honest criticism  Use team symbols  Use peer evaluations Help team members see the ‘Big Picture’  Minimize formation of ‘In-groups’ and ‘Out-groups’ 
  13. 13. Servant Leadership and Superleadership Servant Leadership represents a philosophy in which leaders • focus on increased service to others rather than to oneself. A superleader is someone who leads others to lead • themselves by developing employees’ self-management skills. Superleaders attempt to increase employees’ feelings of • personal control and intrinsic motivation.
  14. 14. Developing your own Leadership Potential Acquire broad experience   Model effective leaders  Self-develop leadership traits  Become an integrated human being (know thyself)  Practice a little leadership  Help your leader lead
  15. 15. Hesselbein on Leadership By Frances Hesselbein
  16. 16. Leading the Organization of the Future Chapter 8 Managing in a World that is Round
  17. 17. C C B C C B B C C B C C
  18. 18. Leaders will have to master 3 imperatives: Managing for the Mission Managing for Innovation Managing for Diversity
  19. 19. Managing for The Mission: -what is our business/mission? -who is our customer? -what does the customer value?
  20. 20. Managing for Innovation: -change that creates a new dimension of performance -we must practice “planned abandonment”…give up programs that may work today, but will have little value in the future
  21. 21. Managing for Diversity: -how do we help people deal with their deepest differences? -governance amid diversity is the world’s greatest challenge!
  22. 22. It is the Leader’s job to: -identify the critical issues -see where the organization can make a difference -build effective partnerships based on mission,innovation and diversity to address those issues!
  23. 23. Thank You!

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