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LEADING ORGANISATIONAL DEVELOPMENT
- In Times of Uncertainty
2013
Chris BRANSON
Professor of Educational
Leadership
cbrans...
PRESENTATION OVERVIEW:
 Leadership Theory
 Leading
 Leadership
 Change Leadership
2
Leadership Theory
Development
TRANSACTIONAL v TRANSFORMATIONAL (Burns, 1978)
• Servant leadership (Greenleaf, 1977; Sendja...
For Discussion:
4
What benefits has our
leadership theory provided?
What restraints has our
leadership theory caused?
From the Literature:
Restraints caused by leadership theory:
1. Too much of an emphasis on the “Leader”
(see Leithwood, Ja...
Leading v Leader
What is “Leading”?
 Leaders need to be representative of the
group they seek to lead
 Leaders need to c...
From “Leading” back to
Leadership Theory
7
TransformationalTransactional
• Inclusive
• Bottom-up Influence
• Meaningful In...
A New Model for “Leadership”
8
Change Leadership
Although we see change at the material
level, it is caused by processes that are
immaterial. Hence, lead...
A Change Leadership Framework
10
(See Branson, 2010)
Strategic Perspective
• Data Gathering
• Data Analysis
• Review Vision/Necessity
• Plan Implementation Programme
• Impleme...
POLITICAL Implications
• Power and Authority
• Shared Leadership
• Cliques & Groups
• Mandated Relationship
12
HISTORICAL Implications
• Past Experience of Change
• Past Leadership
• Current Curriculum Priorities
• School Traditions
...
CULTURAL Implications
• Existing Signs, Symbols and Icons
• Social Geographies
• Roles and Responsibilities
• Demographics...
DISPOSITIONAL Implications
• Personal Identity/Meaning
• Professional Reputation
• Respect for Experience
• Unacknowledged...
QUESTIONS
16
REFERENCES:
Branson, C.M (2010). Leading educational change wisely.
Rotterdam: Sense Publishing.
Haslam, S.A., Reicher, S....
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Building Adaptive Learning Cultures: Prof Chris Branson, Education Leadership Center, University of Waikato

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Education Leaders Forum 2013: Building 21c Learning Communities, 28&29 August, Christchurch - presented by SmartNet Events.

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Building Adaptive Learning Cultures: Prof Chris Branson, Education Leadership Center, University of Waikato

  1. 1. LEADING ORGANISATIONAL DEVELOPMENT - In Times of Uncertainty 2013 Chris BRANSON Professor of Educational Leadership cbranson@waikato.ac.nz
  2. 2. PRESENTATION OVERVIEW:  Leadership Theory  Leading  Leadership  Change Leadership 2
  3. 3. Leadership Theory Development TRANSACTIONAL v TRANSFORMATIONAL (Burns, 1978) • Servant leadership (Greenleaf, 1977; Sendjaya & Sarros, 2002) • Moral leadership (Sergiovanni, 1992; Greenfield, 2004) • Stewardship (Block, 1993) • Collaborative leadership (Sofield & Kuhn, 1995) • Transcendent leadership (Larkin, 1995; Aldon, 2004) • Intelligent leadership (Mant, 1997; Kibby & Härtel, 2003) • Values-led leadership (Day, 2000) • Distributed leadership (Gronn, 2000; Harris, 2003) • Primal Leadership (Goleman, Boyatzis & McKee, 2002) • Ethical leadership (Starratt, 2004) • Authentic leadership (Begley, 2003/2006; Duignan, 2006; Terry, 1993) 3
  4. 4. For Discussion: 4 What benefits has our leadership theory provided? What restraints has our leadership theory caused?
  5. 5. From the Literature: Restraints caused by leadership theory: 1. Too much of an emphasis on the “Leader” (see Leithwood, Jantzi and Steinbach, 1999) 2. Stereotypicality v Prototypicality (see Haslam, Reicher and Platow, 2011) 5
  6. 6. Leading v Leader What is “Leading”?  Leaders need to be representative of the group they seek to lead  Leaders need to champion the interests of this group  Leaders achieve influence by shaping the group’s identity  Leaders must align the wider reality in terms of the group’s identity development 6
  7. 7. From “Leading” back to Leadership Theory 7 TransformationalTransactional • Inclusive • Bottom-up Influence • Meaningful Involvement • People Focussed • Flexibility • Partnerships/Relational • Shared Leadership • Organisational Learning • Attention to Capacity • Review/Reflection  Adaptability • Celebratory • Engagement  Exclusive  Top-down Control  Controlled Involvement  Outcome Focussed  Leader as Expert - inflexible  Logical-sequential Process  Hierarchical Leadership  Technical-rational learning  Attention to skill  Impersonal Outlook  Productivity  Accountability  Loyalty • Engaging • Emergent Influence • Purposeful Involvement • Future Focussed • Shared Expertise - Discovery • Inter-Relational/Networks • Interactive Leadership • Holistic Learning • Attention to Social Dynamics • Imagination / Creativity  Risk Taking • Dialogical • Trust Transrelational
  8. 8. A New Model for “Leadership” 8
  9. 9. Change Leadership Although we see change at the material level, it is caused by processes that are immaterial. Hence, leaders of organisational change must also attend to these invisible processes. The leader must work with the processes that give rise to meaning – people’s values, beliefs, understandings and aspirations. 9
  10. 10. A Change Leadership Framework 10 (See Branson, 2010)
  11. 11. Strategic Perspective • Data Gathering • Data Analysis • Review Vision/Necessity • Plan Implementation Programme • Implement Plan • Review (Process & Emotion) and Refine • Evaluate/Celebrate • Institutionalise 11
  12. 12. POLITICAL Implications • Power and Authority • Shared Leadership • Cliques & Groups • Mandated Relationship 12
  13. 13. HISTORICAL Implications • Past Experience of Change • Past Leadership • Current Curriculum Priorities • School Traditions 13
  14. 14. CULTURAL Implications • Existing Signs, Symbols and Icons • Social Geographies • Roles and Responsibilities • Demographics • Time 14
  15. 15. DISPOSITIONAL Implications • Personal Identity/Meaning • Professional Reputation • Respect for Experience • Unacknowledged Career Aspirations 15
  16. 16. QUESTIONS 16
  17. 17. REFERENCES: Branson, C.M (2010). Leading educational change wisely. Rotterdam: Sense Publishing. Haslam, S.A., Reicher, S.D. & Platow, M.J. (2011). The new psychology of leadership: Identity, influence and Power. New York: Psychology Press Leithwood, K., Jantzi, D., & Steinbach, R. (1999). Changing leadership for changing times. Buckingham: Open University Press. 17

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