Leadership and Management.LINKS BETWEEN MANAGEMENT MODELS AND LEADERSHIP MODELS.COMPARING THE MANAGEMENT MODELS Managerial Leadership

1. LINKS BETWEEN
MANAGEMENT MODELS AND
LEADERSHIP MODELS

2. THE LINKS OF EDUCATIONAL
MANAGEMENT TO LEADERSHIP
MODELS:
MANAGEMENT MODEL
Formal
Collegial
Political
Subjective
Ambiguity
Cultural
LEADERSHIP MODEL
Managerial
Participative
Transactional
Post - modern
Contingency
Moral

3. associated with formal models,
assumes that the focus of
leaders ought to be on
functions, tasks, and behaviors
and that if these functions are
carried out competently the
work of others in the
organization will be
facilitated.
Managerial Leadership
02
03
05
06
04
Managerial
leadership is
focused on
managing
existing activities
successfully

4. Participative
Leadership
0
2
03
05
06
04
most relevant to collegiality, in
which assumes that the decision-
making processes of the group is
ought to be the central focus of the
group.
Participative approach succeeds in “bonding” staff together and in
easing the pressures on school principals. “The burdens of
leadership will be less if leadership functions and roles are shared.

5. Participative
Leadership
0
2
03
05
06
04
This is a normative (standard) model, underpinned by three criteria
(Leithwood et al, 1999):
 Participation will increase school
effectiveness.
 Participation is justified by democratic
principles.
 Leadership is potentially available to
any legitimate stakeholder.

6. 03
To modify this graph, click on it, follow the link,
change the data and paste the resulting graph here
Transactional Leadership
05
06
04
aligned with political models in which
relationships with teachers are based
upon an exchange for some valued
resource. To the teacher, interaction
between administrators and teachers is
usually episodic, short-lived, and limited
to the exchange transaction”
An exchange may secure benefits for both parties to the arrangement.
The major limitation of such a process is that it does not engage staff
beyond the immediate gains arising from the transaction

7. aligns closely with the
principles of subjective models.
Keough and Tobin (2001) say that
“current postmodern culture
celebrates the multiplicity of
subjective truths as defined by
experience and revels in the
loss of absolute authority.”
0
4
05
06
Postmodern Leadership
Postmodern
theories of
leadership take
the focus off
vision and place
it squarely on
voice”. Instead of
a compelling
vision articulated
by leaders, there
are multiple
voices, and
diverse cultural
meanings.

8. They identify several key features of postmodernism (Keough & Tobin, 2001):
 Language does not reflect reality.
 Reality does not exist; there are multiple
realities.
 Any situation is open to multiple
interpretations.
 Situations must be understood at local level
with particular attention to diversity.
0
4
05
06
Postmodern Leadership

9. 0
6
Moral Leadership
linked to organizational culture, which assumes
that the critical focus of leadership ought to be
on the values, beliefs and ethics of leaders
themselves.
Principals have their own values and beliefs arising from many years of successful
professional practice. They are also expected to embody the culture of the school or
college.

10. 0
5
06
Contingent Leadership
climate of ambiguity, traditional notions of
leadership require modification. The
contingent model provides an alternative
approach, recognizing the diverse nature of
school contexts and the advantages of
adapting leadership styles to the situation,
rather than adopting a “one size fits all”
stance.
Contingent leadership depends on managers
“mastering a large repertoire of leadership practices”
(Leithwood, Jantzi, & Steinbach, 1999).

11. COMPARING THE MANAGEMENT MODELS

12. COMPARING THE MANAGEMENT MODELS

13. COMPARING THE MANAGEMENT MODELS