Handouts for Introduction: Are You a manager or a Leader?

1. Are You a Manager or a
Leader?
Speaker: Susan Hillyard B.Ed.(Hons)
Tel: 4541-3010
e-mail: ssnhillyard@gmail.com
Abstract
This reflective workshop for coordinators and heads of departments,
compares new leadership skills with old management skills in the
administrative office. We will look at existing structures and consider the
current calls for change in educational settings. We will analyse the needs of
organizations, the nature of the change process and question to what extent
you and your school are on the change-ready paradigm. We will examine a
number of theories through the reflective process and look at the notion of
creative leadership.The thrust is on forging sound relationships through
listening, developing a system of effective communication and modelling
natural authority rather than authority by position.
Handouts
Questions for Today
1. Why is there a call for change?
2. What are the existing structures like?
3. What are your needs?
4. What’s the difference between Management and Leadership?
5. How can we change if we want to do so?
6. Where are you in the change-ready paradigm?
7. Where is your school in the change-ready process?
Exercise 1: Talk Time
Look at a collage. Choose 2 images and write either
a) a caption or
b) a comment related to your own feelings
Susan Hillyard – AYML

2. Exercise 2: Think Time
Mc Gregor’s Theory X and Theory Y
Douglas McGregor developed a philosophical view of humankind with his
Theory X and Theory Y in 1960. These are two opposing perceptions about
how people view human behaviour at work and in organizational life. Are
you a Ms X or a Ms Y?
Theory X - With Theory X assumptions, management's role is to coerce and
control employees.
• People have an inherent dislike for work and will avoid it whenever
possible.
• People must be coerced, controlled, directed, or threatened with
punishment in order to get them to achieve the organizational
objectives.
• People prefer to be directed, do not want responsibility, and have
little or no ambition.
• People seek security above all else.
Theory Y - With Theory Y assumptions, management's role is to develop the
potential in employees and help them to release that potential towards
common goals.
• Work is as natural as play and rest.
• People will exercise self-direction if they are committed to the
objectives (they are NOT lazy).
• Commitment to objectives is a function of the rewards associated
with their achievement.
• People learn to accept and seek responsibility.
• Creativity, ingenuity, and imagination are widely distributed
among the population. People are capable of using these abilities
to solve an organizational problem.
• People have potential.
•
Susan Hillyard – AYML

3. Exercise 3: Match the descriptions with the Screenbeans
Innovation Theory:
1 Innovators
Typically people who are enthusiasts, highly knowledgeable, and who may
even play a vital role in the invention of the innovation itself.
2 Early adopters
Usually people who are well placed in social networks, who attend
conferences and who have the confi dence to adopt innovations before the
majority. Early adopters are often influential opinion leaders.
3 Early majority adopters
This group represent the point at which the innovation takes off. They often
rely on recommendations from opinion leaders.
4 The late majority
These take up the innovation when it becomes impossible not to do so
because everyone else has. It is the point at which NOT adopting carries
with it penalties. However, they will be looking for a proven, well debugged
product which can be adopted quickly without pain. The motives and aims
of these later, mainstream adopters are often very different from those of
early adopters. Although they are the late majority, their power to form an
opinion block should not be underestimated.
5 The ‘laggards’
A resistant minority who will be very slow to adopt, or who may never do
so. Their motives for non-adoption may be varied, from poverty through to
circumstance or ideology. The standard distribution curve used by many
analysts suggests laggards may total around 16% of the total population.
Exercise 4: Maslow’s Pyramid and Trust
To what extent does your school help the staff to reach the pinnacle? How
well trusted are your staff?
Exercise 5: The Basis of Natural Authority
Changing: The thrust is on forging sound relationships, developing a system
of effective communication and modeling natural authority rather than
authority by position. We are working with people, not paper or machines
and this sensitivity must override all other considerations.
• integrity
• fairness
Susan Hillyard – AYML

4. • confidence
• the putting of others before self
• respect and concern for others
• an understanding of people as people
• an ability to make decisions
• acceptance of responsibility
• breadth of vision
• an ability to tell the story of the people to the people
• knowledge of the job.
Personal Leadership Checklist
• Am I X or Y?
• Do I set aside planned time to talk to people and do I REALLY DO it?
• Before taking decisions do I consult with the ones who will be affected?
• Am I approachable?
• Does each member of my team have an individual development plan?
• Do members of the team come to me with ideas?
• Do I react to CHANGE negatively or positively?
• Do I communicate well?
• Am I a good listener?
• How well do I manage time?
• Do I make decisions well?
• Do I delegate well?
• Am I enthusiastic?
• Do I always put others before myself?
BIBLIOGRAPHY
• Ashbaugh, C.R. and Kasten K. L. 1991 Educational Leadership Longman, NY
• Freire P, 1993, Pedagogy of the Oppressed, Continuum, New York
Susan Hillyard – AYML

5. • Hartle F, Everall K, and Baker C, 2001, Performance Management, Kogan Page, London
• Walling, D.R. Ed. 1994, Teachers as Leaders, Phi Delta Kappa Ed Foundation,
Bloomington, Indiana
• Pedler, M,Burgoyne, J, Boydell T. 1978 A Manager’s Guide to Self Development McGraw-
Hill, UK
• SEDL Organisation Retrieved 050912 http://www.sedl.org/pubs/change34/
• The Quantum Theory of Trust Retrieved 050912 http://www.netform.com/html/s+b
%20article.pdf
• Siemens G: Connectivism Retrieved 050912 http://www.itdl.org/Journal/Jan_05/article01.htm
Susan Hillyard – AYML

6. • Hartle F, Everall K, and Baker C, 2001, Performance Management, Kogan Page, London
• Walling, D.R. Ed. 1994, Teachers as Leaders, Phi Delta Kappa Ed Foundation,
Bloomington, Indiana
• Pedler, M,Burgoyne, J, Boydell T. 1978 A Manager’s Guide to Self Development McGraw-
Hill, UK
• SEDL Organisation Retrieved 050912 http://www.sedl.org/pubs/change34/
• The Quantum Theory of Trust Retrieved 050912 http://www.netform.com/html/s+b
%20article.pdf
• Siemens G: Connectivism Retrieved 050912 http://www.itdl.org/Journal/Jan_05/article01.htm
Susan Hillyard – AYML