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Center for Security Studies “Teaching an Online Course” John W. Blumentritt, Ph.D. July 18, 2012 Teaching is Leadership and Leadership is Influence.

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Presentation on theme: "Center for Security Studies “Teaching an Online Course” John W. Blumentritt, Ph.D. July 18, 2012 Teaching is Leadership and Leadership is Influence."— Presentation transcript:

1 Center for Security Studies “Teaching an Online Course” John W. Blumentritt, Ph.D. July 18, 2012 Teaching is Leadership and Leadership is Influence

2 Explore Leadership Styles in Two Environments –Successful Face-to-Face Classrooms –Successful Distance Learning Classrooms –Both Learning Teams embrace Leadership Positions Discuss Classroom Management –What Do Effective Team Leaders Do –What Do Effective Team Leaders Say Discuss the use of Transactional and Transformational Leadership Language OVERVIEW

3 Born not Made Power and Influence Behavior in Style History’s Slaves Behavior is Contingent on Situations In-Groups and Out-Groups Servant Leadership Culture and Leadership Omnipotence Transformational Era

4 Transactional Leadership –Person takes Initiative in Making Contact –Purpose: Exchange of Valued Things Transformational Leadership –One or more Persons Engage with Others –Leaders and Followers raise one another to Higher levels of Motivation and Morality

5 Leadership Style in the First Environment –Successful Face-to-Face Classrooms Classroom Management –Balance Authority and Approachability –Common Disruptive Behaviors –Common Mitigation Strategies

6 Leadership Style in the First Environment –Successful Face-to-Face Classrooms Common Disruptive Behaviors –Talking in Class –Packing up and / or Rustling Papers –Arriving Late and / or Leaving Early –Cheating –Wasting Class Time –Showing General Disrespect

7 Leadership Style in the First Environment –Successful Face-to-Face Classrooms Common Mitigation Strategies –Change Activity (Lecture to Groups) –Effective use of Visual Aids –Minimize Distracting Behaviors (“um, uh, you know”) –Effective use of Body (Move Around) –Emotions to Project –Effective use of Voice

8 Leadership Style in the Second Environment –Successful Distance Learning Classrooms Common Disruptive Behaviors –Talking in Class –Packing up and / or Rustling Papers –Arriving Late and / or Leaving Early –Cheating –Wasting Class Time –Showing General Disrespect

9 POST: Did everyone see the readings this week? This biased propaganda junk lacks substance, remains barely relevant to anything, and should NOT have been assigned. Why would we care what went on in Cambodia over 30 years ago? -- Bob, I wasn’t going to say anything but I agree. Our genius-jerk prof never lived there. -- I lived in Japan. No massacres then. -- When were you in Japan? -- ‘07. Kadena High School -- Cool. ‘08 for me.

10 Leadership Theory Transformational Leadership Theory –God Fathers and Refinement House (1976) Burns (1978) Bass (1985) Bass and Avolio (1994) Avolio (1999) –Elements Charismatic Leadership Transformational Leadership Transactional Leadership Laissez-faire as a Non-Leadership Factor

11 Leadership Theory Full-range Leadership Model 1)Idealized Influence 2)Inspirational Motivation 3)Intellectual Stimulation 4)Individualized Consideration 5)Contingency Reward 6)Management-by-Exception (Active & Passive)

12 Transactional Leadership - Management-by- Exception –Active and Passive: –Monitoring for Mistakes or Violations; Corrects –Intervention after Failed Standards or Problems –Criticism, Negative Feedback, Negative Reinforcement

13 Transactional Leadership - Contingent Reward –Efforts Exchanged for Specified Rewards –Agreements linked to Payoffs –Negotiating and Recompense

14 Transformational Leadership – Individualized consideration –Supportive Climate, Careful Listening –Enhanced Actualization –Coaching, Facilitating, and Teaching Transformational Leadership – Intellectual Stimulation –Creativity, Innovation, and Challenging of Beliefs –Critical Thinking and Problem Solving –Promotions based on Innovation

15 Transformational leadership – Inspirational motivation –High Expectations, Inspire Commitment –Symbols and Emotional Appeal –Encouragement and Pep Talks Transformational Leadership – Idealized influence (Charisma) –High Ethical and Moral Standards –Can be Counted on to do Right Thing –Charisma

16 Leadership Style in the Second Environment –Successful Distance Learning Classrooms Common Mitigation Strategies –Change Activity –Minimize Distracting Behaviors –Effective use of Visual Aids –Effective use of Body –Emotions to Project –Effective use of Voice –Idealized Influence –Inspirational Motivation –Intellectual Stimulation –Individualized Consideration (Words)

17 Leadership Theory Examples of Transactional Leadership Words and Word-Phrases –Authority –Bargain –Budget –Businesses –Induce –Policy-Making –Tactical –Task-Training

18 Leadership Theory Examples of Transformational Leadership Words –Caring –Commitment –Consideration –Enthusiastically –Expectations –Visionary –Teamwork –Spirit

19 Caring Commitment Consideration Enthusiastically Expectations “We must have Caring attitudes in this group.” “Mike’s healthy Commitment is the standard.” “We took it into Consideration but then ignored it.” “Work! Acting Enthusiastically is wasting time.” “We hold ethical Expectations for you and the team.” Appearance System Keyword in Context: Notional Examples –Transformational Leadership Word Candidates

20 Pearson Correlation Coefficient Transformational Leadership Language Percent Time in Office President Bush The longer President Bush served in his Leadership Position, the more he used Transformational Leadership Language (r =.290) (p =.05%) P = 0.05 level (2-tailed) (r =.290)

21 Case Study Safety Message via Transformational Leadership Language = Offensive Weapon against Mishaps

22 Kelloway, E. K., Mullen, J., & Francis, L. (2006). Divergent Effects on Transformational and Passive Leadership on Employee Safety. Journal of Occupational Health Psychology, v. 11 (1) Case Study: Transformational Leadership Language Non-Remarkable Findings: Study focus is on transformational leadership versus passive leadership. There is a positive correlation between leader’s promotion of safety, and organizational safety records and positive safety outcomes. There is a negative correlation between leader’s advocacy for “anti-safety” practices and organizational safety records and positive safety outcomes.

23 Kelloway, E. K., Mullen, J., & Francis, L. (2006). Divergent Effects on Transformational and Passive Leadership on Employee Safety. Journal of Occupational Health Psychology, v. 11 (1) Case Study: Transformational Leadership Language Remarkable Finding Passive leaders, who simply ignore safety, negatively affect safety climate and safety consciousness within their organizations at the same magnitude, but in the opposite direction, as leaders who promote safety. Conclusion: There are safety-centric leaders who actively promote safety and those who do not. There is no middle ground.

24 AETC Director of Safety Farewell Remarks September / October 2006 Farewell from the Director  “I believe we have had some success in improving our safety mindset”  “We have been able to hold the line on our flight mishaps”  “We have kept fatalities to a minimum during the summer...”  “I wish I had an answer to reducing [automobile] mishaps... But I do not” 2007 – 2010: New Mishap Prevention Strategy  Culture change versus simple enforcement  Transformational leadership language in all safety marketing products –Idealized Influence –Inspirational Motivation –Intellectual Stimulation –Individualized Consideration  Quadruple efforts in marketing target-mishap prevention messages

25 AETC Director of Safety Farewell Remarks September / October 2006 Farewell from the Director  “I believe we have had some success in improving our safety mindset”  “We have been able to hold the line on our flight mishaps”  “We have kept fatalities to a minimum during the summer...”  “I wish I had an answer to reducing [automobile] mishaps... But I do not”

26 Leadership Style in the Second Environment –Successful Distance Learning Classrooms How do we “deliver” Transformational Leadership? –Change Activity –Minimize Distracting Behaviors –Effective use of Vis-Aids –Effective use of Body –Emotions to Project –Effective use of Voice Delivery Platforms –Instructor Profile - Photo –Instructor Profile - Bio –The Icebreaker –Video Clips –Presence –Frequent Announcements –Thread Discussion –Feedback

27 Worth Protecting Right. Worth Educating Right … Through Transformational Leadership.

28 Center for Security Studies “Questions or Comments”


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