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You don't really know what he's going to want. You're on your toes, but you're on your heels too, if you know what I mean. Discover George Hamilton famous and rare quotes. Share George Hamilton quotations about football, character and good times.
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In this chapter, leadership skills are grouped into three categories: administrative skills, interper-sonal skills, and conceptual skills (see Figure 6.1). The next section describes each group of skills and explores the unique ways they affect the leadership process. 123. FIGURE 6.1.
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- On Leaders and Leadership
- The Manager-Versus-Leader Debate
- Sources of Formal and Informal Power
- Using Too Much or Too Little Power: Is There a Balance?
- Practical Sources of Power for Assistant Principals
- Leadership Through Influence and Persuasion
- Developing Leadership Competencies
- Leadership Theories: Building a Theoretical Base for Practical Applications
- The Effective Schools Research and the Implications for Effective Leadership
- Implications for Leadership
- Leadership Effectiveness Indicators
- Personal perceptions and personal judgments of others. Followers’ perceptions
- Let’s Review
- Exercise 1: Power Source Profiles
- Exercise 2: Leadership Knowledge and Skills
- Exercise 3: Effective School Plan
- Case Study: Improving Classroom Instruction
Every man of action has a strong dose of egotism, pride, hardness, and cunning. But all of these things will be forgiven him, indeed, they will be regarded as high qualities if he can make them the means to achieve great ends. Charles de Gaulle A leader is a dealer in hope. Napoleon I An automobile goes nowhere efficiently unless it has a quick, ho...
The manager-versus-leader debate is an ongoing discussion about which of the two roles effective leaders play. The terms leader and manager tend to be used interchangeably, but major differences exist. Managers, in general, are “nuts and bolts” oriented whereas leaders are visionaries, conceptualizers, and catalysts. Those who excel as leaders may ...
Power in organizations can be accrued and used by individuals and groups. Leaders have power to influence the behavior of others both through their per-sonal attributes and as legitimate representatives of the organization. Formal power is defined as that power that is legally vested in a position and sanctioned by the organization; informal power ...
Lord Acton’s famous statement “Power corrupts and absolute power cor-rupts absolutely” certainly seems to be an accurate assessment of the way power influences many people. But some power is needed to promote effective and effi-cient organizational outcomes. The question is, how much power should one use? For leaders, the answer depends on their pe...
Assistant principals can and do use all five sources of power in several contexts. First, assistant principals schedule teaching and class assignments. Some teachers prefer to teach only one subject per semester or year. Others thrive on diversification. Some teachers prefer to teach slower learners whereas others prefer advanced placement or honor...
The ability to lead through influence and persuasion is an effective leader behavior. Effective principals and their assistants rely more on influencing and persuading teachers to achieve their goals than they do on their positional author-ity. These leaders establish a leader-follower covenant rooted in mutual trust, re-spect, and loyalty, and nou...
How can one best develop leadership competencies? Certain aspects of lead-ership can be acquired by participating in training, observing role models, engag-ing in work experience, reading research and theory, and practicing self-leadership. Manz (1991) found that practicing self-leadership provides a testing ground for learning and developing leade...
The leadership theories discussed here are not meant to be exhaustive, but do represent those that have had a major impact on the thinking and behavior of others. The selected theories presented below are grouped according to their associated characteristics and intended to serve as references for leadership preparation. Behavioral Theories. Behavi...
One of the most intriguing aspects of the effective schools movement is the lack of a clear and universally accepted definition of school effectiveness. The lit-erature on school effectiveness generally agrees that effective schools are those that make a difference in student performance on standardized tests of achieve-ment. Edmonds (1982) provide...
Research results on the principals of effective schools are also mixed. Bossert (1988) relates that four primary variables contribute to principal effectiveness: setting instructional goals and requiring effective instructional practices, exercising leadership to accomplish goals, (c) using effective management practices, and (d) exhibiting excelle...
Determining leader effectiveness is a multifaceted and complicated task. Leadership effectiveness indicators are many and varied throughout the literature. There seems, however, to be a general agreement that effectiveness is best deter-mined by the outcomes resulting from certain leadership activities. These outcomes are as follows:
• of the leader—and whether or not those followers are able to be effective under that leader—form an indicator of leader effectiveness. Subordinates’ satisfaction. The degree to which subordinates’ needs and as- • pirationsaremetcontributesgreatlytotheiropinionofleadereffectiveness. Goal attainment. The level to which organizational goals are achi...
Leadership effectiveness can be viewed as competencies to be developed, and begins with practicing self-leadership, which includes nurturing the desire to improve, to change one’s behavior, and to model the behaviors of recognized leaders. Leadership development is supplemented through apprenticeships and the study and understanding of leadership t...
Reread the section on formal and informal power sources; then think about superiors with whom you have had recent experiences (depending on your current position, these superiors may be principals, assistant principals, or department heads). Select one you deem to be effective and another you deem to be ineffec-tive. Answer the following questions ...
Your superintendent has asked that a group of prospective teacher-leaders, of whom you are one, develop a list of knowledge areas and skills necessary to be an effective assistant principal. To acquire this information, you decide to interview certain leaders to gather data-based information. Interview your principal, assis-tant principal, and a de...
Your superintendent has appointed you to a committee to develop a plan to make your school an “effective school” within 3 years. As chair of the committee, you decide to set priorities for meeting this objective for each of the 3 years. As you open the first meeting, you quote from the superintendent’s letter: The committee has the following goals:...
Sally Lonering was in her office, door closed, working on the school’s budget. As principal, Sally was responsible for the total operation of the school. Money and attention to detail were the most important factors to the superintendent, bar none. Sally knew she should spend more time on improving instruction, but delegated this responsibility to ...
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skills are discussed, as well as more complex elements of leadership, such as leading in an increasingly diverse world, leading virtually, how to build trust, leading ethically, and leading with humility.
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The review identifies six personal attributes that are consistently associated with effective leadership based on the literature: 1) openness and capacity for learning, 2) trustworthiness, 3) resilience, 4) interpersonal acumen, 5) self-awareness, and 6) drive to excel.
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WHO IS A LEADER AND WHAT SKILLS DO LEADERS NEED? LEARNING COMPETENCIES. After studying this chapter, you should be able to: 1.1 Describe the importance of leadership development both personally and professionally. p. 4. 1.2 Briefly describe the five key elements of leadership. p. 10. 1.3 Identify and define three leadership skills. p. 13.
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These 12 principles can be summarized through five core values and seven core behaviors common among leaders -- whether in business, in government, on the sports field, across education, in non-profit organizations, and in the home.
