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1. Leadership Styles
Policies and
Strategies of the
Government
Richard G. Cadizal
DMMMSU-College of Graduate Studies-Agoo Center
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2. Objectives:
• Define what is leadership based on
perception of the society and studies.
• Identify the common leadership style
and how effective it is.
• Describe the trends in leadership today.
• Identify common policies and strategies
used by leaders.
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3. Leadership styles
used in society
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4. A Leadership Story:
• A group of workers and their leaders are set a task
of clearing a road through a dense jungle on a remote
island to get to the coast where an estuary provides a
perfect site for a port.
• The leaders organise the labour into efficient units and
monitor the distribution and use of capital assets – progress
is excellent. The leaders continue to monitor and evaluate
progress, making adjustments along the way to ensure the
progress is maintained and efficiency increased wherever
possible.
• Then, one day amidst all the hustle and bustle and activity,
one person climbs up a nearby tree. The person surveys
the scene from the top of the tree.
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5. A Leadership Story:
• And shouts down to the assembled group
below…
• “Wrong Way!”
• (Story adapted from Stephen Covey (2004) “The Seven Habits of Highly Effective
People” Simon & Schuster).
• “Management is doing things right,
leadership is doing the right things”
(Warren Bennis and Peter Drucker)
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6. DMMMSU-College of Graduate Studies-Agoo Center
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7. Leadership - what is it?
“influencing people so that they will strive
willingly towards the achievement of group
goals” 1
1 Koontz, H. and C. O’Donnell. “Management: A System of Contingency
Analysis of Managerial Functions”. McGraw-Hill, New York, 1976.
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8. Leadership - what is it?
"Leadership is a function of knowing yourself,
having a vision that is well communicated,
building trust among colleagues, and
taking effective action to realize your own
leadership potential."
Prof. Warren Bennis
DMMMSU-College of Graduate Studies-Agoo Center
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10. LEADERship
• A leader is one who inspires, motivates and
leads people to accomplish organizational
goals
• Leaders design motivation system and
draw potential candidates.
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11. How important is a
leader?
• In most cases, people will perform at about 60%
of their potential with no leadership at all
• Thus, an additional 40% can be realized if
effective leadership is available
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12. 40%
60%
capability
utilization
Contribution due to leadership
ability of manager
Default contribution due to
need for a job, peer pressure, etc.
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13. Leadership vs
Management
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14. Leadership vs
Management
Leadership Management
Innovates Administers
An original A copy
Inspires trust Relies on control
Long-range view Short-term view
Asks what and why Asks how and when
Tells us where we’re going Gets us there safely, on time, on
budget
Designs Executes
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15. • Managers are quite readily identified within the
Trust as there remains a traditional hierarchical
structure which sets out key roles and managerial
responsibility within service groupings. Job titles
and organisational structures mean that there is
clarity around knowing who are those people with
responsibility for progressing the management is.
The planning and organising of key processes,
groups of people and service provision.
Leadership vs Management
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16. • However when it comes to the
identification of leaders, the Trust is
committed to developing a community
of leaders at every level which goes
beyond merely looking to those at the
top of the organisation in formal
management roles.
Leadership vs Management
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17. Leadership styles
used in society
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18. Leadership Styles…
why so important?
• The most important tools of human
resource management.
• good leadership can enhance teachers
performance in general.
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19. The 2 dimensions of
management
1. Economic or productivity-based
 “concern for production”
2. Employee condition and morale
 “concern for people”
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20. The 2 dimensions of
management
These can also be thought of as:
1. Initiating structure (get it done)
2. Consideration (human condition)
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21. Initiating structure
Consideration
X X
X
X
Styles of leadership
X
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22. Styles of leadership
concern for production 
concern for
people
Laissez-faire
Leader
(L)
Benevolent
Leader
(Y)
Autocratic
Leader
(X)
Team
Leader
(Z)
9
9
1
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23. Origins of leadership
– BOTH. Evidence that both inherent
personality and environment are factors
Are leaders born or made?
What kind of leader would you be?
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24. Which style of leadership
works best?
• Team Leader (Z) has proven to be the most
effective in general (9,9)
• Requires a “balancing act” of getting things
done and having a genuine concern for people
• Certain special situations may require other
styles (i.e. making the atom bomb)
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25. Theory “L”: Laissez-faire
leader
• Uninvolved - “leave them alone”
• Sees main role as passer of information
• Lets others make decisions
• Basically abdicates responsibility for team or
unit
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26. Theory “X”: Autocratic
leader
• Lacks flexibility
• Controlling and demanding
• “carrot and stick” approach
• Focused solely on productivity
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27. Theory “Y”: Benevolent
leader
• Very people oriented; encouraging
• Organizes around people
• Can be paternalistic
• “country club” atmosphere: non-competitive
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28. Theory “Z”: Team leader
• Balances production and people issues
• Builds a working team of employees
• Team approach: involves subordinates
• Organization is a vehicle for carrying out plans
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29. Results of leadership
styles
1. Theory L: “missing management”
 Very low productivity
2. Theory X: “my way or the highway”
 Job stress; low satisfaction; unions form
3. Theory Y: “country club”
 Low achievement; good people leave
4. Theory Z: “good manager”
 High productivity, cooperation, low turnover,
employee commitment
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30. DMMMSU-College of Graduate Studies-Agoo Center
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31. “ Our success as school managers depends
on our positive attitude towards change. We
must be the catalyst who will not only accept
changes and reforms, but also lead and
manage these changes…”
Former Sec. Jesli A. Lapuz
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32. As an educator who
are our Leaders?
• School Principal
• Head
• President
• Dean
• Other more
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33. School Leadership
• a process of enlisting
and guiding the
talents and energies
of teachers, pupils,
and Parents toward
achieving
common educational
aims.
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34. School Leadership
• Develop people (internal and external
stakeholders)
• Setting directions for organization (mission
and vision)
• Transforming the school into a more
effective organization that foster powerful
teaching- learning for all students.
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35. School Leadership
• Teacher quality stood above everything
else, BUT school leadership came next
outstripping matters including dropout
testing, STEM education, student testing,
and preparation for college and careers.
• There is an empirical link between school
leadership and improved student
achievements.
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36. Influences Learning
LEADERSHIP
LEADERSHIP
LEADERSHIP
LEADERSHIP
School
Classroom
Student
1. Guaranteed and Viable Curriculum
2. Challenging Goals and Effective Feedback
3. Parent and Community Involvement
4. Safe and Orderly Environment
5. Collegiality and Professionalism
6. Instructional Strategies
7. Classroom Management
8. Classroom Curriculum Design
9. Home Environment
10. Learned Intelligence/Background Knowledge
11. Motivation
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37. DMMMSU-College of Graduate Studies-Agoo Center
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38. Types of Leadership
Styles in Education
Leadership styles were introduced to address the
needs of students from diverse backgrounds.
Three different types of styles commonly
practiced are.
1.Hierarchical
2.Transformational
3.Facilitative
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39. Types of Leadership
Styles in Education
Educational leadership has been
studied over years to address long-
standing concern of students,
educators, and society as a whole.
Education is an important aspect of human
life. How we receive and translate it into our
daily way of life is quite largely dependent
upon the way it gets passed on.
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40. Types of Leadership
Styles in Education
Administrative head, the
principal, carries out all duties
of a:-
planner, supervisor, analyst,
resource allocator, etc.
A very straightforward, with
major emphasis on efficiency,
control and routines.
1.Hierarchical Style
Based on the traditional method of education,
emphasis in a top-down approach with formal
authority and little scope for participatory analysis
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41. Types of Leadership
Styles in Education
2. Transformative Style
Transformational leadership fosters a sense of
purpose and meaning to unite people for a better
cause.
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42. Types of Leadership
Styles in Education
2. Transformative Style
Based on working together to put in
place a mechanism that will win
immediate benefits and future ones.
This leadership style opens the
door wide for intellectual
excitement, motivation through
values and a shared vision by
participation in leadership activities.
(Although, most decisions are taken
individually or by a small group of
people)
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43. Types of Leadership
Styles in Education
3. Facilitative Style
Similar strategies used in
transformational styles, but more
democratic as well as interactive in
practice.
Works with the entire management,
offering partnership in preparing for
the future, promoting collective
ideas by being a part of the crowd,
rather than being at the center.
Empowering the entire education
system is the primary goal.
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44. What works best?
• What works best for which institution and how it
needs to be, is based on careful strategic
planning and consideration of its vision.
• Ideally, a leader should use strategies and options
flexibly to balance both; short-term and long-term
goals, and must serve the institutional values.
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45. Strategies and Policies
• P = f (M, A, S)
– P = teacher’s performance
– M = teacher’s motivation
– A = teacher’s abilities, professional
knowledge
and skills
– S = work settings and features
of their school and classroom
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46. LEADERSHIP TASKS,
FUCNTIONS
OR PRACTICES
Developing
People
(Ability)
Redesigning
the
Organization
(Setting)
Improving the
Instructional
Program
(attending to the
“technical core”)
Setting
Directions
(Motivation)
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47. DMMMSU-College of Graduate Studies-Agoo Center
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Setting
Directions
Group
Goals
Communication
Vision
Expectations

48. DMMMSU-College of Graduate Studies-Agoo Center
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Developing
People
Intellectual
Stimulation
Modeling
Individualized
Support

49. DMMMSU-College of Graduate Studies-Agoo Center
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Redesigning
the
Organization
Families
and
Communities
Connections
Culture
Structures

50. 21st Century Leaders/ship
21st Century Teachers/ing
21st Century Learners/ ing

51. What Does a 21st Leadership
Look Like?
• Strategic Leadership
• Instructional Leadership
• Cultural Leadership
• Human Resource Leadership
• Managerial Leadership
• Transformational Leadership
DMMMSU-College of Graduate Studies-Agoo Center
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52. Strategic Leadership
• create conditions that result
in strategically re-imaging the
district’s vision, mission, and
goals to ensure that every
student graduates from high
school, is globally competitive
for work and postsecondary
education and prepared for
life in the 21st century.

53. Instructional
Leadership
• Set high standards for the
professional practice of 21st century
instruction and assessment that
result in an accountable
environment.
• They create professional learning
communities resulting in highly
engaging instruction and improved
student learning.
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54. Instructional Leadership
Defining School
Mission
Managing
Instructional
Program
Promoting School
Climate
(Hallinger, 2003)
Commu-
nicating
school
goals
Supervising
& evaluating
instruction
Providing incentives
for teachers
Widely used Instructional Leadership model
Framing
school
goals
Coordinating
curriculum
Monitoring student
progress
Protecting
instructional
time
Promoting
professional
development
Maintaining
high visibility
Providing
incentives for
learning

55. Cultural Leadership
• understand and act on the important
role a system's culture has in the
exemplary performance of all schools.
• While supporting and valuing the
history, traditions, and norms of the
district and community, a
superintendent must be able to
"reculture" the district.
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56. It's all about the culture of a
school and not the structure...
• In today's fast paced and changing
educational world, good cultural
leadership is key to successful
school administrators and
schools. An administrator must:
o have a vision for the school
o focus on teacher empowerment
o listen and effectively communicate
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57. Managerial Leadership
• ensure that the district has
processes and systems in
place for budgeting, staffing,
problem solving,
communicating expectations,
and scheduling that organize
the work of the district and
give priority to student
learning and safety.
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58. Transformational Theory
• Leaders inspire individuals,
develop trust, and encourage
creativity and personal growth
• Individuals develop a sense
of purpose to benefit the
group, organisation or society.
This goes beyond their own
self-interests and an
exchange of rewards or
recognition for effort or
loyalty.
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59. THANK YOU!!!
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