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Models of Educational leadership

The document explores various leadership theories, notably trait theory and transformational leadership, while emphasizing that effective leadership results from the interaction between personal traits and social contexts rather than predetermined traits. It outlines essential qualities for effective academic leadership such as communication skills, proactivity, resilience, passion, trust, and accountability, and discusses different leadership models including humanistic and visionary leadership. The document also highlights the characteristics of visionary leaders, emphasizing their strategic thinking, ability to inspire innovation, and the importance of collaboration for achieving organizational goals.

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Dr. Suchitra Behera. Department of Education. Kolhan unv.
 Trait Theory developed as a consequence of the Great Man Theory, whereby several authors tried to identify the innate traits of successful leaders.  The psychologist Ralph Stogdill challenged the idea of some innate traits, and in 1948 wrote a paper analyzing over 100 articles on the topic, essentially casting doubt that innate traits can be identified. Out of his analysis, 27 different areas where identified:
 Dominance  Height  Initiative, persistence, ambition, desire to excel  Weight  Physique, energy, health  Responsibility  Appearance  Integrity and conviction  Fluency of speech  Self-confidence  Intelligence  Happiness, sense of humour  Age  Academic results  Emotional stability and control  Knowledge  Social and economic status  Judgement and decision (US-English, judgment)  Social activity and mobility  Insight (self, others, wider environment)  Energy, daring and adventurousness  Originality  Social skills (sociability, tact)  Adaptability  Popularity, prestige  Introversion-Extraversion  Cooperation
 This showed that there wasn’t much agreement on the key traits. Indeed, it was clear that if all the findings were combined, the list became too long to be useful as a guide for selecting future leaders.  Therefore, it is suggested that leadership is the result of the interaction between the individual and the social situation and not merely the result of a predefined set of traits.  Thus Personal traits alone are not indicators of effective leadership and need to be complemented by specific abilities and motivators.  To develop different types of leadership model we use different traits as per the circumstances.
Academic Professional Humanistic Bureaucratic Visionary Transformational
 Academic leadership is a leadership that includes such roles as creating vision and mission based on science and research data for the organization, setting up creative ideas, doing and providing teamwork.
 Excellent Communication Skills Are Necessary For Academic Leadership  Far and away the most important academic leadership quality that a person can have:  The ability to both communicate their own ideas effectively, as well as listen and prove engagement with the ideas of others.  It's all about good -- and usually, frequent -- communication.  Start by asking people about what they love to do. Once you get to know their strengths (and even their personalities) you'll be able to delegate in a way that satisfies everyone. Then, be sure to check in throughout the process.  Set several smaller goals as opposed to one large one, to make evaluating your progress and the process easier.  Above all, remain open to both feedback and criticism, and truly listen to what others have to say.
 Proactivity:  Too many people spend their lives sitting around, waiting for a miracle to happen.  However, they're not actually putting in the work -- instead, they're just relying on "fate" or "coincidence" or "luck" to make all of their dreams come true.  Additionally, proactivity is all about planning ahead and anticipating problems. It means always having a Plan B in place so that you're not scrambling when something unexpected happens.  You might create a study schedule for an upcoming exam, in order to prevent cramming the night before.  You might start researching and applying to summer academic programs months before the summer vacation actually starts so that you can be sure to pick the best one for you.  Proactivity means having the ability to recognize which tasks are the most essential, and creating a prioritized list of what needs to be accomplished first.  Above all, it's about being prepared for the worst while still hoping, planning, and staying positive about getting the best results.
 Knowing When To Take Risks  Strong academic leadership is not about playing it safe.  Of course, there's a difference between knowing when to take risks, and acting in a reckless manner. The quality of a good leader is knowing which risks are worth taking.  This means that you'll need to evaluate the potential losses and gains of each risky decision you're considering making. What is the worst thing that could happen -- and are those worst-case scenarios something you can recover from?  Alternatively, are the possible positive outcomes simply too great to pass up? And do you have a determined team of people around you that can lessen your chances of failure?  Remember, leadership (and life) is all about getting out of your comfort zone.
 Resilience  One of the most important qualities when it comes to academic leadership:  Being able to get back up when you're knocked down -- and not letting the feeling of "failure" scare you off from trying again.  People aren't going to like your ideas. You're going to make some missteps along the way. Your proposals will get rejected, you won't win every election, and you won't ace every exam.  What matters is your ability to learn from your mistakes, and to appreciate the errors you've made as an opportunity for growth.  Adopting a resilient attitude won't only prevent you from talking down to yourself and underestimating your abilities. It will also inspire those around you to dust themselves off and get back out there.
 Passion For What You Do  If you don't truly love what you do, chances are that you won't be motivated to keep working at it for much longer.  Think about something that brings you joy in life. Maybe you're obsessed with traveling, may be you love the feeling of winning a competition or game, or perhaps you've always wanted to follow a certain career path.  Whatever you're passionate about, think about how your academic performance and even extracurricular activities will help you to feed that passion and improve your skill set.  If you love what you do, you won't think twice about staying up late to get things done. Staying in to study as opposed to going out with your friends to a big party won't feel like a sacrifice because you know you're on the road to a larger goal waiting down the line.  Once you figure out what makes you tick, stick with it -- and share your love with others so they can be inspired by your passion.
Supporting the strategic pillar Enabling faculties and schools Developing the individual leader Within community
• Provide strong leadership. • Spread shared vision to all departments •Institutionalization through formal policies, systems and structure. •And get feed back •Clearly redefine the institutional problem. •Develop a shared vision •Monitor the whole revitalization process and • reflect on the results and draw conclusion. Reflect Plan Act Observe
Paradoxical management. Belief in misconception centralization Bureaucracy Management instability.
Professional leadership encompasses the “formal” part of leadership – setting the vision and mission for the organization, creating a process for achieving organizational goals, and aligning processes and procedures, people and infrastructure, to achieve organizational goals.
 Set goals  A leader is like a captain of a ship. This means he is responsible for steering the ship! As such, it’s important to make sure you’re headed in the right direction on a daily basis. Many of the most effective leaders wake up early so that they can have some downtime and clear their head before the day begins.  Delegate like a boss.  As Theodore Roosevelt said, “The best leader is the one who has sense enough to pick good men to do what he wants done, and the self- restraint to keep from meddling with them while they do it.“  Encourage employees.  Is leadership synonymous with dictatorship? Not if you want to be effective in the long run. The most respected leaders focus on nurturing employees, because they recognize that this is what will encourage them to do their best work.
 Evaluate their own progress.  To remain relevant and competitive, leaders need to constantly con  Learn something new.  You’ve heard that knowledge is power. Continued learning and accumulated knowledge is also a big part of why and how leaders stay in power  Learn from mistakes.  Every work will encounter roadblocks and make a few mistakes as it advances. It’s a leader’s job to guide the company through these challenging spots to emerge stronger.
The Humanistic Leadership Model has been designed by Craig Nathanson and illustrates a number of skills, personality traits and behaviors that, according to the author, drive positive leadership results. Two foundational elements allow the development of a Humanistic Leadership: System Thinking  Self-Awareness.
 Embody Values: Values determine what types of behaviors are in line with your company’s purpose that will help you achieve your vision. Values can never be given up. They guide you in good times and in tough times. They determine what you are and what you are not. Living up to your values protects you from cynics.  Trust In Others: Trusting in others builds credibility with your team and creates humility within. All great heroes have help in achieving their goals.  Teach Others: Teaching helps guide your team forward. Being able to explain something clearly also forces you to have a strong understanding of the subject. Constant learning begets constant results. Keep in mind one of Nobel laureate Richard Feynman’s guiding principles: if you can’t explain it to a freshman class, you don’t truly understand it.  Be Accountable: You should be just as accountable as your team. Lead by example. Being accountable keeps tension out of the system and allows the business to move forward at a peak speed—something necessary in the current, quickly-changing business environment.
 Take Measurements: To achieve your goals, you need to know where you are and where you want to go and close that gap. Measuring progress helps keep you on track and prevents you from swaying in directions that don’t push towards the ultimate vision.  Be Positive: A quality of emotionally intelligent leaders is being motivated, even in the face of opposition. The positivity that this motivation has is contagious: it not only helps you keep up the momentum but it also inspires your team forward.  Be Honest: When you aren’t honest about a situation and the situation turns out to be something other than what you said it is, you lose trust. And, without trust, it becomes difficult to lead. Being honest isn’t always easy, but it sets appropriate expectations and lets people know that you’re all in it together.  Love: Love starts with the desire to make someone happy and true love brings joy and freedom to that person. There is no greater kindness. Love can create a higher purpose and meaning for you and your team.
A visionary leader is a person who has a clear idea of how the future should look. They set out concrete steps to bring a vision to life, and then they lead a team of people in that direction
 Favorable Toward Innovation:  Visionary leaders are focused on moving past the status quo and ushering in new projects, acquisitions, or initiatives. As a result, visionary leaders need to be comfortable with failure and volatile effects due to changes.  Resilience:  Leaders who were brought in to guide companies through tumultuous times have to have tenacity and determination. They could likely be dealing with situations where they have to fight against old ideas, company politics, and external pressures.  Strategic Thinker  Visions have to be planned for and thought about strategically. Good visionary leaders will prepare for what they want the organization to look like and create strategies for how they can move towards it. Again, they might not have all the technical details, but they can see and plan for the big picture.
 Intelligent Risk Takers  Moving toward a new goal or addressing a vision is a risk. There is no guarantee that strategies will work, but visionaries are comfortable with the uncertainty and take as many measures possible to ensure the plan is successful.  Skilled Communicators  Effective visionary leaders have the ability to cause others to see where they are going and agree to the move toward the new vision. They will likely use their charisma to cause others to understand the larger picture.  Expert Organizers  Unlike transformational and charismatic leaders, there is an emphasis on visionary leaders creating the team around them. They will be a part of the process to put together departments, functions, and operations that help them reach the new vision.  Intensely Focused and Enthusiastic  In the pursuit to improve performance and change, visionary leaders are intensely focused. Their eyes are set toward the goal, and they will do all in their power to create a pathway to accomplishing it. Visionary leaders have the self-control and self-discipline to effect position change and inspire those who report to them. It is hard to follow a leader that does not exhibit the traits they want to see in others, and good visionary leaders understand this. One of the most important characteristics a visionary leader can display is enthusiasm for the vision. Their passion and zeal should reach others and inspire them to feel the same.
 Rallying the Troops – Visionary leaders specialize in inspiring those around them to become invested in the vision. They seek to motivate unity and get everyone on the same page during a transition.  Keep the Focus – While charisma and inspiring others is a part of their leadership style, their primary goal is to keep everyone focused. Visionary leaders have a penchant for being incredibly focused, and they use this quality to push for other employees subscribe to the same philosophy.  Promotion of Innovation and Creativity – Similar to other leadership styles, visionary leaders not only allow, but encourage those they work with to develop their skills and try out new things. They are optimistic about the future, and in turn, promote creativity and new ideas.  Inspires a Sense of Accomplishment – Visionary leaders are similar to charismatic ones in that they understand how necessary it is to encourage a sense of accomplishment and to let workers know their contributions are meaningful and useful to the company. Good visionary leaders will align their work back to the ultimate vision and goal.
 A One-Track Mind – There is strength in a big picture leader. However, there is a probability that visionary leaders could be too concerned with the vision to pay attention to necessary details. Successful visionary leaders realize they either need to become comfortable dealing with details or that they need to get someone around them who is.  Focusing on the Now – If everything is about the future, then it can be challenging to focus on the here and now. There might be pressing problems and situations that a leader needs to address, but if they are so focused on the future and accomplishing a future goal that they may forget to take into account situations that require their attention in the present.  Carrying on in Their Absence – If a leader becomes the symbolic face and driving force for a vision if for any reason they can no longer fulfill their duties, then the idea has a chance of disappearing with them. Leaders have to cultivate other individuals who believe in the vision and can continue if something happens that prevents them from carrying out the duty.  Other Ideas May Take a Back Seat – If a visionary leader becomes so attached to a vision, they could risk missing out on future ideas that might also benefit the company. They might be unwilling to consider a change in the plan or abandoning the vision altogether if they have to seek another alternative.
 Develop a Vision Statement  To ensure credibility and positive feelings from employees, it is a good practice for visionary leaders to go into the situation with a well-thought-out visionary plan.  Always Seek Improvement  Visionary leaders who pay attention to current issues could gain the buy-in and commitment of employees if they understand that there are priorities that need to be addressed in the present. There could be turnover issues, low morale due to layoffs, and a lack of a structure for promotions.  Share the Vision  As soon as possible, visionary leaders need to support from those who are working with them. One of the best ways to do this is to make the vision collaborative. Employees should be invited to provide their ideas and work together with leaders to create improvements. In turn, this will make employees feel as if they are not only working to accomplish someone else’s goal, but they will begin to self-identify with it.
 Be Detailed  Visionary leaders are thought of as individuals who work with the big picture in mind. They know where they want to go, but are not always involved with the smaller details to get there. This is where either becoming comfortable with particulars or engaging someone on the team that is concerned with the details.
 परिवर्तनकािी नेर्ृत्व (Transformational leadership)  परिवर्तनकािी नेर्ृत्व, नेर्ृत्व का एक सिद्ाांर् है जहाां एक नेर्ा आवश्यक परिवर्तन की पहचान किने क े सिए टीमों क े िाथ काम किर्ा है, प्रेिणा क े माध्यम िे परिवर्तन का मार्तदर्तन किने क े सिए एक ववजन बनार्ा है, औि एक िमूह क े प्रतर्बद् िदस्यों क े िाथ समिकि बदिाव को तनष्पाददर् किर्ा है; यह फ ु ि िेंज िीडिसर्प मॉडि का एक असिन्न अांर् है। Transformational leadership is style in which leaders encourage, inspire and motivate employees to innovate and create change that will help grow and leadership shape the future success of the organization. This is accomplished by setting an example at the executive level through a strong sense of corporate culture, employee ownership and independence in the workplace.
 The concept of transformational leadership started with James V. Downton in 1973 and was expanded by James Burns in 1978.  In 1985, researcher Bernard M. Bass further expanded the concept to include ways for measuring the success of transformational leadership. This model encourages leaders to demonstrate authentic, strong leadership with the idea that employees will be inspired to follow suit.
 According to Bass, these are the hallmarks of a transformational leader that sets them apart from other leadership styles. A transformational leader is someone who:  Encourages the motivation and positive development of followers  Exemplifies moral standards within the organization and encourages the same of others  Fosters an ethical work environment with clear values, priorities and standards.  Builds company culture by encouraging employees to move from an attitude of self-interest to a mindset where they are working for the common good  Holds an emphasis on authenticity, cooperation and open communication  Provides coaching and mentoring but allowing employees to make decisions and take ownership of tasks
 There are 4 components to transformational leadership, sometimes referred to as the 4 I's:  Idealized Influence (II) – the leader serves as an ideal role model for followers; the leader "walks the talk," and is admired for this. A transformational leader embodies the qualities that he/she wants in his/her team. In this case, the followers see the leader as a model to emulate. For the followers, it is easy to believe and trust in a transformational leader.
 Inspirational Motivation (IM) – Transformational leaders have the ability to inspire and motivate followers through having a vision and presenting that vision. Combined, these first two I's are what constitute the transformational leader's charisma. A transformational leader manages to inspire the followers easily with clarity. The transformational leader convinces the followers with simple and easy-to-understand words, as well as with their own image
 Individualized Consideration (IC) – Transformational leaders demonstrate genuine concern for the needs and feelings of followers and help them self-actualize. This personal attention to each follower assists in developing trust among the organization's members and their authority figure(s). For example, the transformational leader can point out the problems of a member working in a group. From this perspective, the leader can work towards training and developing a follower who is having difficulties in a job. This is an important element because teams are able to rely on and work together, so decisions can be made more quickly, while the transformational leader increases their buy-i
 Intellectual Stimulation (IS) – the leader challenges followers to be innovative and creative, they encourage their followers to challenge the status quo. A common misunderstanding is that transformational leaders are "soft," but the truth is that they constantly challenge followers to higher levels of performance.
 Five major personality traits have been identified as factors contributing to the likelihood of an individual displaying the characteristics of a transformational leader. Different emphasis on different elements of these traits point to inclination in personality to inspirational leadership, transactional leadership, and transformational leadership. These five traits are :
 Extraversion:  The two main characteristics of extraverts are affiliation and agency, which relate to the social and leadership aspects of their personality, respectively. Extraversion is generally seen as an inspirational trait usually exhibited in transformational leadership.  Neuroticism:  Neuroticism generally gives an individual an anxiety related to productivity which, in a group setting can be debilitating to a degree where they are unlikely to position themselves in a role of transformational leadership due to lower self-esteem and a tendency to shirk from leadership responsibilities.[13]
 Openness to experience:  Creative expression and emotional responsiveness have been linked to a general tendency of openness to experience. This trait is also seen as a component of transformational leadership as it relates to the ability to give big-picture visionary leadership for an organization.  Agreeableness:  Although not a trait which specifically points to transformational leadership, leaders in general possess an agreeable nature stemming from a natural concern for others and high levels of individual consideration. Charisma and idealized influence is a classic ability of individuals who possess agreeability.  Conscientiousness: Strong sense of direction and the ability to put large amount of productive work into tasks is the by-product of conscientious leaders. This trait is more linked to a transactional form of leadership given the management-based abilities of such individuals and the detail oriented nature of their personality. Results suggest that transformational leaders might give greater importance to values pertaining to others than to values concerning only themselves.
 Transformational leadership is said to have occurred when engagement in a group results in leaders and followers raising one another to increased levels of motivation and morality.  It is not enough to make the correct choice, but to make the moral choice.  In simple words, a transformational leader is not selfish and sees an opportunity of growth in others.  Transformational leadership enhances intellectual stimulation through employee training and development.
 Transformational leaders do one thing tranactional leaders don't, which is going beyond self-actualization.
 Bureaucratic leadership is leadership based upon fixed official duties under a hierarchy of authority, applying a system of rules for management and decision- making. This style of leadership can be advantageous in highly regulated lines of business, and it can be an efficient management style in companies that don't require much creativity or innovation from employees. The term bureaucracy reveals some of the essential characteristics of the leadership model.  The Cambridge dictionary defines the word as,  “a system for controlling or managing a country, company, or organization that is operated by a large number of officials employed to follow rules carefully”.  The term is derived from the French word bureau, which stands for office or desk, and the Greek suffix kratia, which denotes the power of. Bureaucracy is therefore in essence “the power of office”.  Interestingly, the term has been used pejoratively from the start. It was first used by a French economist Jacques Claude Marie Vincent de Gournay, who had been“We have an illness in France which bids fair to play havoc with us; this illness is called bureaumania.” The negative view of public administration and bureaucracy continued until the mid-19th century.
 Fixed Official Duties:  All administrative and management tasks are broken down into permanent offices that permit clear lines of authority, responsibility and accountability. Let's use a software company as an example. The company may be broken down into divisions such as research and development, production, marketing, distribution and administration.  Hierarchy of Authority:  Positions in the organization are arranged in a hierarchy where lower positions are answerable to and under the supervision of the level above it. In our software company example, employees in the research and development division are supervised by their team supervisors, who are under the control of their department heads. The department heads are answerable to the vice president of the research and development division. The vice president takes his orders from the CEO, who takes her orders from the board of directors.
 Technical Expertise:  Qualification for bureaucratic leadership is usually based upon the technical expertise required to efficiently and effectively manage the management tasks. In our software company example, the vice president of the research and development division may have a background not only in management but also software engineering.  System of Rules:  A bureaucratic leader is subject to a system of behavioral rules and technical rules. Behavioral rules define the scope of a manager's behaviour and conduct
 Throughout the historic use of bureaucratic system and the different ways the model has been defined, three core elements have stayed at the centre of bureaucracy. These are:  Officialism – The systems show a lack of flexibility and initiative.  Redtape – There are high levels of adherence to rules and formalities.  Proliferation – The systems tend to expand rapidly.  Despite the pejorative view of bureaucracy, it has been an important part of running societies. Throughout its history, the bureaucratic systems have undergone reformation and restructure, often with little influence. Perhaps, the theorization of bureaucracy was almost inevitable.
 In Economy and Society, Weber identified the ideal types of governing and leading different organizations. As mentioned above, big problem of the work was dedicated to the study of bureaucratization of society. He examined the different elements of bureaucracy and how they are organized, creating a theory of civil society, which has been used and analyzed ever since. Strict and formal hierarchy  Bureaucratic leadership relies on a strict and formal hierarchy, which guarantees members within the organization are aware of the structure. The authority is organized in a manner that guarantees a higher level of leadership controls each level of subordinates. Which in turn is controlled by another layer of leaders.  The formal hierarchy ensures authority is clearly defined and the command structure works like a well-oiled machine. The strict and formal hierarchy is the basis for the bureaucratic leadership framework. It guarantees the organization can plan efficiently and ensures the decision-making is centralized.
 Immutable rules, regulations and laws to control the organization  The formal hierarchy can be withheld in place through a set of rules. A bureaucratic system requires defined rules that will control the structure and keep it in place. These two elements are the cornerstone of the model, because they both complement each other and provide support for each other.  The rules will provide consistency within the framework as well. Since the rules define the operations from small tasks to bigger decisions. The bureaucratic system is known for its, sometimes laborious, rules, but it is this that creates the framework for leadership.
 People are organized according to specialties  Bureaucratic leadership is not always associated with high level of skills, but it emphasizes knowledge and expertise in its framework. The system isn’t about knowing the right people or being the best at selling yourself to a position. The system always tries to combine the best talent with the right position.  According to Weber, the function of an efficient bureaucratic system is to focus on specialists. People are directed to roles that fit their skillset perfectly, as this can guarantee they are able to excel and help the organization to succeed.  Furthermore, the bureaucratic leadership framework establishes these roles and units clearly. The job specialization and skillset required to perform them are defined in a manner that makes finding the right person as smooth as possible.
 Two key missions  According to Weber, the bureaucratic organization has to have either of these two key missions:  Up-focus mission, which means the organization is aimed at serving the stockholders, the board, or any other such agency that empowers it to operate. The organization wants to ensure the benefits of labor flow towards the ‘outside’ of the organization to secure further support from the source.  In-focus mission, which puts the organization itself as the focus of the operations. Under this mission the aim is the provide benefits to the organization and the people within it, such as creating more profit, improve the market share or enhance cash stream.
 Impersonal style  While certain leadership frameworks put the persons in the front, such as servant leadership or charismatic leadership, the bureaucratic system is purposely impersonal. The personalities and the individual achievements are not at the core of the system, the main focus should be on the organization and the performance. The individual takes a lesser role.  The reason behind the thinking is about consistency and equal treatment.  Hiring based on technical proficiency  Just as the subordinates are directed to roles that suit their individual skill sets, the hiring in a bureaucratic leadership model is based solely on technical proficiency. What this means is that the person who has the skills required in the specific role will always get the role. As long as you are able to do the job appropriately, then you are guaranteed the role.
 Advantages of bureaucratic leadership  When it comes to the advantages of bureaucratic leadership the most notable benefit must be the essential nature of bureaucracy in organizations. In short, bureaucracy is to some extent an essential part of any modern business and therefore, the bureaucratic leadership style can be an easy continuum. In addition to the previous point, the bureaucratic leadership framework is easily repeatable. Because of the focus on establishing a clear and well-defined set of rules and processes, replicating a successful system is not difficult.  This provides the advantage of maintaining the framework under all sorts of circumstances. If the organization faces changes in personnel or in other similar situations, the bureaucratic processes and established structures can keep the processes running and quickly steady the ship, so to speak. When the authority system is established, then decisions are made quicker. The hierarchical nature and pre-set procedures ensure that there is no time wasted in figuring out what happens next.
 The set structures and regulations make introduction of the new subordinates much easier. Overall, the leadership framework is exceptionally suited for organizations, which perform highly repeatable tasks  Different to certain other leadership theories, such as charismatic leadership, the bureaucratic model doesn’t emphasize the leader. The leader is only in the position through his or her competence and the power doesn’t come from his or her personality.  The bureaucratic leadership system can provide extremely reliable results. It guarantees procedures don’t falter under pressure and ensures everyone in the organization is aware of the processes and objectives.
 Subordinates are not expected to make decisions out-of-the-box and everything that would deviate from the established system will have to be dealt with supervisors. The rigid structure can create an environment where people just follow the procedure and don’t try to consider different ways of doing things.  The bureaucratic system can diminish creative thinking because the system for changing the procedures can be cumbersome. A new idea will need to be introduced in steps, following the hierarchical power structure, and even if the suggestion is accepted, changing the old structures can take time.  The leadership style doesn’t necessarily empower subordinates as much as certain other styles. The framework rewards people who are professional and can follow the rules – there is not necessarily much emphasis on increasing your expertise.
Models of Educational leadership