This document discusses several leadership theories including servant leadership, instructional leadership, transformational leadership, and emotional intelligence leadership theories. Servant leadership focuses on serving followers needs and enabling their growth. Instructional leadership aims to improve teaching quality and student learning. Transformational leadership inspires followers through motivation and moral values. Emotional intelligence leadership emphasizes self and social awareness to build relationships.

1. Jennifer WrightSuzette henryLakennachitmanKate kalnesWalden UniversityEDUC 8140-1Leadership Theories

2. What Makes a Good Leader?

3. Servant Leadership

4. Servant Leadership“The servant-leader is servant first…It begins with the natural feeling that one wants to serve, to serve first…Then conscious choice brings one to aspire to lead” (Greenleaf, 1970).What is servant leadership?According to Robert K. Greenleaf (1970) Servant leadership is the process of enabling individuals to grow healthier, wiser, freer, and more autonymous through the art of servant-hood.

5. Description of Servant LeadershipIntroduced and developed by Robert K. Greenleaf in 1970 who was the Director of Management Research for AT&T for 38 years. He was known as AT&T’s “Kept Revolutionary.”Based on the theory that leaders lead best by serving their followers rather than by commanding them.

6. Origins of Servant LeadershipIn the East, a philosopher named Chanakya wrote in his 4th century book Arthashastra:“The King shall consider as good, not what pleases himself but what pleases his subjects.”In the West, the concept is thought to go back to Jesus:“Those that are rulers are taught to lord it over others. Not so with you. If you want to be great you must be a servant, and slave to all. Even the son of man did not come to be served, but to serve” (Mark 10:42-45).

7. What do Servant Leaders do?The servant leader is a servant firstDiffers from those who choose to lead first for power or gainMakes sure other people’s needs are being served The least privileged in society will benefit, or at least not be further deprived

8. TraitsQualitiesListeningEmpathyHealingAwarenessPersuasionConceptualizationForesightStewardshipCommitment to the growth of peopleBuilding communityRespectResponsibilityHumilityLoveCompassionCommitmentPatienceServant Leadership

9. Power LeadershipService LeadershipAttainment, exercise, and retention of powerPrinciple of divide and overcomeTakingPower is consciously used in order to serveGivingMutual trust: a commonality that all shareOnly possible when people are capable and motivated.Employees are given the chance to exercise their talents and abilitiesPower vs. Service Model

10. The Servant LeaderThe servant leader knows that his/her own growth is facilitated by the growth of others.Servant leadership is a reaction: the most important job being to find out what the needs of the community are and fulfilling them.Servant leadership overcomes opposites, and works towards reconciliation. Opposites exist to be combined, and seen as not what separates people, but what brings them together.Servant leadership does not see cultural differences as a problem. It is seen as opportunities to create something together that is stronger than two parts.Servant leadership focuses on what you share and ways which resemble each other leads to a sense of connection, humanity, and compassion.

11. Strengths LimitationsA long-term, transformational approach to life and work. A way of beingConcerned with service to their followersNot a quick-fix to problems in an organization. Cannot be quickly instilled in others.Soft approach to leadership. Listening and empathizing too much with others may lead to indecisiveness or a lack of vision.Servant Leadership

12. Implications for Servant Leadership in EducationCommunity friendly. It looks to take care of the needs of all involved.Promotes students, parents, and teachers to be their best while looking out for the interests of one another.When the needs of others are met then the abilities, talents, and achievements can be realized.

13. Servant Leadership“If a better society is to be built, one that is more just and more loving, one that provides greater creative opportunity for its people, then the most open course is to raise both the capacity to serve and the very performance as servant of existing major institutions by new regenerative forces operating within them” (Greenleaf, 1970).

14. Instructional Leadership

15. Instructional LeadershipInstructional quality is one of the most important factors in effective teaching. Without it, school reform is impossible. How can leaders develop and implement strategies to improve faculty quality and then manage the process of school reform in today's complex school environments? 15

16. What is instructional leadership?“Those actions that a principal takes, or delegates to others, to promote growth in student learning” (http://www.e-lad.org/resources/resources.asp?ResourceID=14) In practice, this means that the principal encourages educational achievement by making instructional quality the top priority of the school and brings that vision to realization.16

17. Role of the Instructional Leader Different and not as common to that of a traditional/conventional administratorWhere a conventional principal spends the majority of his/her time dealing with strictly administrative duties, a principal who is an instructional leader is charged with redefining his/her role to become the primary learner in a community striving for excellence in education17

18. Descriptions of duties of an instructional leaderIn instructional leadership, it is the principal’s responsibility to: work with teachers to define educational objectives. set school-wide or district wide goals. provide the necessary resources for learning.create new learning opportunities for students and staff. 18

19. Benefits of Instructional LeadershipCollaborative learning environment Learning is not confined to the classroom Is the objective of all educators. Instructional leadership is an important departure from the ancient model of administrator as authoritarianClear sense of direction for their schools Prioritize and focus attention on the things that really matter in terms of the work of students. 19

20. Professional Development The National Association of Secondary School Principals is one type of association that offers workshops to help educators acquire the skills necessary to become an effective instructional leader. 20

21. Catalysts in educationInstructional leaders increase student achievement by becoming actively involved in the curriculum with teachers and students. These actions cause a TOP(admin)-DOWN( teachers/students) effect on achievement and catalyze student achievement. 21

22. Transformational Leadership

23. Based on: Interpersonal relationships between leader and followerShared motivesShared valuesTransformational Leadership

24. James M. BurnsHistorianPolitical ScientistAuthor

25. PowerPurposeRelationshipEssential Elements of Transformational Leadership

26. Transformational LeaderPower-WielderMohandas GandhiPolitical, Spiritual Leader of IndiaIdiAmin DadaAfrican DictatorComparison

27. LeadershipManagementAct in response to the motives and values they share with the leaderUnleashes energy, sets the vision so we do the right thingBuilds upon good management skills to facilitate the work of othersPractice of applying power and using incentives to maintain control of situations or call people to actionControls, arranges, does things rightDirects work of othersLeadership vs. Management

28. Behavior Characteristics of Transformational LeadersIndividual considerationIntellectual stimulationInspirational motivationIdealized influence

29. Individual ConsiderationPersonal attentionEmphasize the importance of frequent, open, and honest 2-way communicationExplore prior knowledge, beliefs, and customs

30. Intellectual StimulationEncourage followers to see old problems in a different wayRisk-taking, innovation, creativity, critical thinking, problem solvingGoals represent values and motivations, wants and needs, aspirations and expectations

31. Inspirational MotivationCommunicate high performance expectationsModel exemplary practicesTeam SpiritIdentify key values and motives

32. Idealized InfluenceExemplary personal achievements, character, and behaviorUp-front and visibleMotivate studentsEvaluating, remediating, and enriching students

33. Implications for Teaching and LearningFosters positive interpersonal relationships with students.Students experience intrinsic motivation to achieve.Teachers and students share values and motives.

34. Goleman’s Leadership Theory

35. Emotional Intelligence Managing feelings so that they are expressed appropriately and effectively, enabling people to work together smoothly towards their common goal

36. Emotional Intelligence and LeadershipIQ is not enough!High EQ makes effective leaders!Great leaders are made not born!

37. 4 Domains of Emotional IntelligenceSelf-AwarenessSelf-ManagementSocial AwarenessRelationship Management

38. Self-AwarenessHaving a deep understanding of one's emotions, strengths, weaknesses, needs, and drives. Being neither overly critical nor unrealistically hopeful.Being honest - with themselves and with othersRecognizing how their feelings affect them, other people, and their job performance.Knowing where he/she is headed and why

39. Self-ManagementControlling one's emotions and impulsesAdapting to changing circumstancesBeing trustworthy and conscientiousReady to seize opportunity and strive for excellence

40. Social AwarenessAbility to sense, understand, and react to others' emotions while comprehending social networks.Ability to build rapportOrganizational AwarenessService OrientationEmpathy

41. Relationship ManagementAbility to inspire, influence, and develop others while managing conflictTeamworkCollaborationBuilding Bonds

42. ResonanceResonare…to resoundAttuned to other people’s feelingsMove people in a positive emotional directionValues, direction and priorities spokenMutual comfort level

43. Six Leadership StylesVisionaryCoachingAffiliativeDemocraticPace-SettingCommanding

44. Six Leadership Styles

45. Six Leadership Styles

46. Six Leadership Styles

47. Six Leadership Styles

48. Six Leadership Styles

49. Six Leadership Styles

50. Emotional Intelligence“Nice to have” vs. “Need to have“ Remember, emotional intelligence can be learned!

51. ConclusionRelationship TheoriesConnections formed between leaders and followersMotivate and inspireFocused on performance of groupHigh ethical and moral standardsManagement TheoriesSupervision, organization, group performanceReward and punishmentBehavioral TheoriesLeaders are made, not bornActions of leadersPeople can learn to become leaders

52. Resources for instructional leadership training Principles of Effective Administrative Leadership and Examples of Descriptors (http://www.doe.mass.edu/lawsregs/603cmr35.html?section=ted)What School Principals Need to Know about Curriculum and Instruction(http://www.sreb.org/programs/hstw/publications/pubs/PrincipalsNeedToKnow.asp)Teacher Working Conditions Toolkit (http://www.teacherworkingconditions.org/index.html)Leadership for Student Success. (2009). Retrieved November 6, 2009, from e-Lead : http://www.e-lead.org/resources/resources.asp?ResourceID=1452

53. ReferencesFrick, D. 2004. Robert K. Greenleaf: A life of Servant Leadership. Barrett-Koehler Publishers, Inc. San Francisco,Ca. Levine, M., Jossey-Bass Inc. (2007). The Jossey-Bass reader on educational leadership (2nd Ed.). San Francisco: Jossey-Bass.Oostinga, I. 2009. Servant-leadership (Robert K. Greenleaf). 12Manage The Executive Fast Track. September, Vol. 10.3. Retrieved 27 September 2009 from Walden University Library Database, Ebscohost. http//www.12manage.com/methods. Taylor, T., Martin, B., Hutchinson, S., & Jinks, M. (2007). Examination of leadership practices of principals identified as servant leaders. International Journal of Leadership in Education. October-December, Vol. 10, No. 4, 401-419. Retrieved 27 September 2009 from Walden University Library Database, Ebscohost. http//www.tandf.co.uk/journals.Trompenaar, F. & Voerman, E., (2008). Power to the people. Engineering & Technology. Retrieved 27 September 2009 from Walden University Library Database, Sage.

54. Barger, R. (2000). A summary of lawrencekohlberg’s stages of moral development. Retrieved October 10, 2009 from, http://www.csudh.edu/dearhabermas/kohlberg01bk.htm.Bass, B. & Riggio, R. (2006). Transformational leadership (2nd ed.). Mahwah, NJ: Lawrence Erlbaum Associates, Inc.Bennis, W. & Nanus, B. (1985). Leaders: Strategies for Taking Charge. New York: Harper & Row.Burns, J. (1978). Leadership. New York: Harper & Row.Fairholm, M. (2001). The themes and theory of leadership: jamesmacgregor burns and the philosophy of leadership. Washington, DC: The Center for Excellence in Municipal Management. Retrieved October 10, 2009 from, http://www.dccpm.org/scripts/files/dl.php?fn=burnsandleadership.pdf.Huitt, W. (2004). Maslow's hierarchy of needs. Educational Psychology Interactive. Valdosta, GA: Valdosta State University. Retrieved October 10 from,http://chiron.valdosta.edu/whuitt/col/regsys/maslow.html.Leithwood, K. & Jantzi, D. (2005). Transformational school leadership in a transactional policy world. In B. Davies (Ed.), The essentials of school leadership (pp. 31-40). Thousand Oaks, CA: Corwin Press.References

55. ReferencesGoleman, D. (2004). What makes a leader? Harvard Business Review (82),1. 82-91. Retrieved September 9, 2009 from Ebsco Host database.Goleman, D. (2004). Leadership that gets results. Harvard Business Review (78)2. 78-90. Retrieved September 9, 2009 from Ebsco Host database.Goleman, D., Boyatzis, R., McKee, A. (2002). Primal leadership: Realizing the power of emotional intelligence. Boston: Harvard Business School Publishing.Teleos Leadership Institute. (2002). Daniel Goleman, Richard Boyatzis, and Annie McKee discuss their book, Primal leadership: Realizing the power of emotional intelligence. Retrieved September 8, 2009 from www.teleosleaders.com