A great number of leadership theories has been defined and analyzed over the last few decades. The way people define and see leaders and their roles has changed tremendously, from one leader at the top of the hierarchical pyramid to more informal leadership roles. Denis, Langey and Sergi (as cited in lecture 2, slide 5) created a new term “leadership in the plural” where leadership is not seen as “individual property but collective phenomenon shared among individuals”. These new theories, even sometimes
opportunities for leadership. Unfortunately, some administrators jealously sentinel their turf, apparently fearing that ambitious teacher leaders will somehow undermine their own authority. In fact, one of the continuing contradictions of leadership is that the more an administrator shares power, the more authority he or she gains. Moreover, effective school leaders are excellent diagnosticians. They are able to diagnose individual and organizational needs, placing the needs of the students first; selecting
the business many times individuals are faced with contradicting demands which forces them to choose the organizational interest. The type of followership Susan Kim is following is implicit followership. Implicit followership is a situation where a leader gives instructions to follower to perform an unethical act, rather than straight away performing that task the follower will initially consider the cost and benefits analysis of compliance and resistance of leader’s unethical request. Even in the
During my hours studying and reviewing materials for my management class I have came across a numerous amount of successful people, in addition to many diverse characteristics to exemplify ideal management skills. Respectively, I came across several leaders and CEO’S who both stunned me and overwhelmed me with their techniques they used. However, none other than Tony Hsieh CEO of Zappos had me intimidated the way he did. For those of you who do not know what Zappos is, Zappos.com is an online shoe and
age in leaders that are born and brought up in rural areas. Proactive was considered as a trait by two of the candidates. The characteristics of being proactive had started to show up from school age. This is then carried on into adult life and which, when opportunity arises makes one a leader. It was noted in seven of the leaders that from school age, they were proactive and had some responsibility from being captain to a cheer leader. The vision was considered as a trait by four leaders. The future
For step 3 transformational leader within the organization together with his employees shape a vision and strategy realistic and attainable based on the mission set out by the organization, this strategy serves as a road map for the organization on the course of action. Kotter posits that the basic elements of the vision should be organized into a strategy for achieving that vision so that the transformation does not disintegrate into a set of unrelated and confusing directives and activities (Melchor
teachers depends on the quality or type of leadership style of school administrators. Horing and Loeb (2010) argue that the importance of school leaders hiring and assigning teachers to classrooms where ample opportunities are created for learner excellence by way of effective curriculum implementation are guided by the principal as a instructional leader. Wherein, Boucher (2013) cited that principal
The phenomenon of leadership training is embedded in every sphere of life and most importantly it is a recommended fact in the field of education where the foundation of a country is being built. A school head like the head of any other institute will start looking at the things entirely from a new angle after understanding of his/her role through professional development training courses. Hence, for developing leadership attributes, to get enrolled for school leadership training programs, is mandatory
stated plan and the actual results. The transformational leader should be more patient when handling those errors / deviations to not losing his followers’ loyalty and admiration, which for guarantee will effect negatively on achieving the desired vision. • Encouraging risk: To transform any organization statues, there is a level of risk that may face the leader, followers and the organization itself. The effective transformational leader should expect, measure and put appropriate solutions for
In view of leader relationship between the managers and the subordinates is seen as exchange-giving something in return of something .On performing well reward is awarded to the subordinate but if they perform poor they will be given punishments in any way. Processes, guidelines and principles remains vital in transactional leadership. Followers are observed keenly by their transactional leaders for monitoring the implementation of rules, award/reward