Presentation on theme: "RESPONSIVE PRACTICAL LEADERSHIP AND GOOD GOVERNANCE"— Presentation transcript:
1 RESPONSIVE PRACTICAL LEADERSHIP AND GOOD GOVERNANCE ContentsPurposeOutcomeIntroductionMethodology & ApproachResponding to the 21ST Century DynamicsContextManagement & LeadershipUnderstanding LeadershipPower, Authority & LeadershipManagerial LeadershipSix Leadership StyleLeadership Dynamics of PartnershipsQualities for SustainableCooperative and Good GovernanceConclusion
2 PURPOSE Educators to lead themselves Lead their team members and all criticalstakeholders towards achieving organizationalgoalsEffective execution of curriculumBuilding greatness and the culture of excellenceEnsuring improvement in their areas of responsibility
3 OUTCOMEThe course will enable educators and principals to develop facilitative and personal empowering leadership principlesUnderstand leadership dynamics and the challenges of the 21st Century.Understand the elements of managerial and strategic leadership.Apply the elements of emotional intelligence to their areas of responsibility.Apply a suitable leadership style for each situation to achieve the desired outcome.Understand and apply the six leadership styles of Daniel Goleman to the work environment.
4 OUTCOMEIdentify and experience internal barriers such as beliefs, judgements which limit intrapersonal connection and relationships.Learn and understand tools to effect good relations, communication, influence and connecting with self, others, the school and its context.Enhance truthful communication to foster effective delegation, enhance continuous learning, and improve understanding and instil problem-solving paradigmEnhance ability to create win-win solutions and also learn to disagree with each other
5 INTRODUCTION Focused areas: Understanding what a leader is and how to be effectiveThe difference between leaders and managersThe various elements of holistic leadershipLeadership behaviour resulting in positive influenceIn this session we are going to focus on the practical application of leadership on areas of your work environment. The session will therefore focus on the practical application of leadership on:Leading and influencing peopleBeing hands-on while providing space for self leadershipLeading strategically and being of inspiration and modelling effectiveness
6 METHODOLOGY & APPROACH (1) The course enables educators and principals to develop facilitativeand empowering leadershipInstill excellence and meaningful relationships that add value to the schoolsThis is achieved through the development of ability to connect by focusing on three key areas:Leading self – you know what you want and what you don’t want
7 METHODOLOGY & APPROACH (2) Influencing others – helping others to connect with themselvesPeople want to be heard and have their intentions acknowledge without judgment and prejudiceUnderstanding the context and organizational imperatives – current leadership dynamics of this century are about managing change, relationships, influence and partnerships, yet remaining focus on the critical business goals that give maximum benefitsEnhancing purposeful partnership
8 METHODOLOGY & APPROACH (3) According to S.A constitution and democratic environment, the following principles are imperative to know, understand and apply as stated in Batho Pele:Consultation which enforces dialogue and participationService standards as a means for benchmarking outputs and outcomesAccess and equal basis to the provision of servicesCourtesy as values for high considerationInformation which is detailed, relevant and accurateOpenness and transparencyRedress where apology and full explanation should be given if promises are not metValue for money for efficient and effective services
9 RESPONDING TO THE 21st CENTURY DYNAMICS Challenges faced today globally in general:Realisation that real fundamental change comes through transformationBreaking with the past and discover a breakthrough to the futureThe above can be achieved through true partnership with the public, community and the private sectorSocio economic crisisGlobalizationCompetitivenessCutting edge knowledgeInterdependenceDiversity and right based paradigmsEquality
10 CONTEXT Consultation Joint ownership and accountability Delegation of authority on areas of policy formulation (Government)Effective implementation (civil society) and effective monitoring and evaluation (jointly)People centred driven approach to management and leadershipTherefore the school is a centre of such attention and pressure as a physical and visible resource to many communities. Therefore it has to position itself differently in today’s environment and needs.
11 MANAGEMENT & LEADERSHIP ACTIVITY 1:Management - formulate your personal “definition” for the term “ management”Leadership – formulate your personal “ definition” for the term “leadership”
12 MANAGEMENT & LEADERSHIP From an organizational point of view:Leadership is the ability of the manager to affect the behaviour of their people in order to achieve organizational goals.To succeed in this a manager must know how to affect the behaviour of their followers
13 UNDERSTANDING LEADERSHIP Leadership is central to managementAs a leader you see the best in others and also know how to get the best out of themBeing a leader means building commitment to goal attainment among those being ledAs well as a strong desire for them to continue followingLEADERSHIP, HOWEVER, GOES BEYOND FORMAL POSITION
14 UNDERSTANDING LEADERSHIP ActivityConsider below elements of the leadership triangle. Explain why there is a strong need for leadership in your organisation.
15 PRACTICAL LEADERSHIPInfluence is the most important leadership quality.No influence – no leadershipGuidelines with regard to exerting influenceWhat you do and what you say countsDo you talk about problems, or do you DO something about them?EmpowerI know exactly what is expected of me everydayI have the right tools and equipment to do my work rightI have the opportunity to do what I can do best everydayIndividual ConcernSomeone at work cares about me as a personSomeone at work cares about my development
16 Individual ConcernLeaders have a special ability to influence emotions that make managers uncomfortableHenry Ford: “Why do I always get a whole person when I really only need a pair of hands?”A mere pair of hands is just a number and a means to an endTop predictor of trustworthiness – “does the company care about me as a person?Large percentage of employees who perceive to be numbers only:– Will cheat when they think they can get away with it– Will resign when they get the opportunity– Will find it difficult to accept a leader of a different race or gender
17 POWER, AUTHORITY AND LEADERSHIP One of the characteristics of leadership is that leaders exercise power. Concept of power as the ability to induce or influence behaviour.Position PowerIs defined as the extent to which you as a leader have rewards, punishments and sanctions which you can bring to bear in reference to your subordinates. This is the authority which has been delegated to you by your superiors.Personal Power Is the extent to which followers respect, feel good about, and are committed to their leader and see their goals as being satisfied by the goals of their leader. It is the extent to which you gain the confidence and respect of your people .Your ability to generate cohesiveness and commitment among the people you are attempting to lead.
18 POWER, AUTHORITY AND LEADERSHIP Personal Power versus Positional PowerThere is a very important interrelationship existing between position power and personal power. Personal and position power is interdependent to the following extent:The amount of position power delegated to you by superiors depends to a great extent on perception of how much personal power you have, i.e. the extent to which your people will follow your lead.The amount of personal power given to you by your subordinates depends to a great extent on their perception of how much position power you have, i.e. " the amount of rewards, punishments and sanctions you are able to exercise as a result of management's trust in you.
19 POWER, AUTHORITY AND LEADERSHIP Perception of PowerWhen considering power, as with leadership style, it is not reality that evokes behaviour on the part of superiors or subordinates it's their perception of reality that evokes behaviour Leadership and PowerSince power influence potential, the particular combination of personal and position power you have at a given time affects the leadership styles you can apply effectively to the extent you intend to operate as an autocratic manager, be sure you have plenty of position power (rewards, punishments, sanctions).ActivityConsidering the above model, which style of exerting power will result in growing, contributing team members and eventual organisational growth? Provide reasons for your answer please.
20 TIPS ON ENHANCING INFLUENCE Develop the reputation of being an expert in something ofperceived valueMake time for individual critical relationshipsDevelop and apply sound networking skillsEnsure you apply your “influence tactics” effectivelySelect the correct combination of power basesFor a good leader is not a "know it all", but rather someone who freely accepts, and encourages involvement from his or her followers.
21 ENHANCING INFLUENCEInfluence doesn’t come to us instantaneously. It grows by stages.You don’t have to be a professionalIt does not go according to genderNo marital statusAge group or fameOr of a certain ethnic group, race or nationalityActivity:Name people you know that had influence on your life or other people. In what way have they influenced you or other people?
22 ENHANCING INFLUENCE Everyone has influence Everyone is an influencer of other peopleA politician such as the president of RSA has influence on millions of his followersA teacher, such as the late Leepile Taunyana, who taught Irvin Khoza, touched the life of his own student and also indirectly influences all the people Irvin grow to influenceIf your life connects with other people, then you are an influencerEverything you are at home , church, in your job, or in ball field has an impact on the lives of other peopleAmerican poet-philosopher Ralf Waldo Emerson said, ”Every person is a hero and an oracle to somebody, and to that person, whatever he says has an enhanced value”
23 INTEGRITY Integrity is adherence to moral and ethical principles; soundness of moral character; honestyEthical principles are not flexibleA little white lie is still a lie, theft is theft whether R1 or R1 millionIt commits itself to character over personal gain, to people over things, to service over power, to principle over convenience, to long view over immediateIntegrity is crucial for business and personal successIntegrity is more critical if you want to be an influencerFoundation upon which many other qualities are built, such as respect, dignity and trust
24 INTEGRITY Integrity is not based on credentials Character comes from who we are, but some people want to be judged not by who they are, but the titles they have earned or by the position they hold, regardless of the nature of their characterCredentials never accomplish what character canLook at some differences between the two:Credentials CharacterAre transient Is permanentTurn the focus to rights Keeps focus on responsibilitiesAdd value to only one person Adds value to many peopleLook to past accomplishments Builds a legacy for the futureOften evoke jealousy in others Generates respect and integrityCan only get you in the door Keeps you there
25 INTEGRITYNo number of titles, degrees, offices, designations, awards, licenses, or other credential can substitute for basic, honest integrity when it comes to the power of influencing others.
26 INTEGRITY Questions to help you measure your integrity: How well do I treat people from whom I can gain nothing?Am I transparent with others?Do I role-play based on the person(s) I am with?Am I the same person when I am in the spotlight as I am when I am alone?Do I quickly admit wrongdoing without being pressed to do so?Do I put other people ahead of my personal agenda?Do I have an unchanging standard for moral decisions, or do circumstances determine my choices?Do I make difficult decisions even when they have a personal cost attached to them?When I have something to say about people, do I talk to them or about them?Am I accountable to at least one other person for what I think, say, and do?
27 MANAGERIAL LEADERSHIP Managerial Leadership – The Head, Heart and Feet
28 EMOTIONAL INTELLIGENCE Six styles of leadership spring from different components of emotional intelligence.Emotional intelligence - is the ability to manage ourselves and our relationships effectively.OREmotional intelligence refers to the capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions in ourselves and in our relationships - Daniel Goleman
29 EMOTIONAL INTELLIGENCE It consists of four fundamental capabilities:Self awarenessEmotional self awareness: the ability to read and understand your emotions as well as recognize their impact on work performance, relationships, and the likeAccurate self assessment: a realistic evaluation of your strengths and limitationsSelf confidence: a strong and positive sense of self worth
30 EMOTIONAL INTELLIGENCE 2. Self ManagementSelf control: the ability to keep disruptive emotions and impulses under controlTrustworthiness: a consistent display of honesty and integrityConscientiousness: the ability to manage yourself and your responsibilitiesAdaptability: skill at adjusting to changing situations and overcoming obstaclesAchievement orientation: the drive to meet an internal standard of excellenceInitiative: a readiness to seize opportunities
31 EMOTIONAL INTELLIGENCE 3. Social AwarenessEmpathy: skill at sensing other people’s emotions, understanding their perspective, and taking an active interest in their concernsOrganizational awareness: the ability to read the currents of organizational life, build decision networks, and navigate politicsService Orientation: the ability to recognize and meet customer’s needs
32 EMOTIONAL INTELLIGENCE 4. Social SkillVisionary leadership: The ability to take charge and inspire with a compelling visionInfluence: the ability to wield a range of persuasive tacticsDeveloping others: the propensity to bolster the abilities of others through feedback and guidanceCommunication: skill at listening and at sending clear, convincing, and well-tuned messagesChange catalyst: proficiency in initiating new ideas and leading people in a new directionConflict management: the ability to de-escalate disagreements and orchestrate resolutionsBuilding bonds: proficiency at cultivating and maintaining a web of relationshipsTeamwork and collaboration: competence at promoting cooperation and building teams
33 SIX LEADERSHIP STYLEDaniel Goleman (2005) identified six styles of leadership.Coercive leaders demand immediate complianceAuthoritative leaders mobilize people toward a visionAffiliative leaders create emotional bonds and harmonyDemocratic leaders build consensus through participationPacesetting leaders expect excellence and self-directionCoaching leaders develop people for the future.
34 The Leader’s Modus Operandi When the style works best SIX LEADERSHIP STYLEBelow is a summary of the styles, their origin, when they work best and their impact on the organization’s climate and its performance. Six Leadership StylesCoerciveAuthoritativeAffiliativeThe Leader’s Modus OperandiDemands immediate complianceMobilizes people towards a visionCreates harmony and builds emotional bondsApproachDo what I tell youCome with mePeople come firstUnderlyingemotionalintelligencecompetenciesDrive to achieve, initiative & self-controlSelf confidence, empathy & change catalystEmpathy, building relationships & communicationWhen the style works bestIn a crisis, to kick start a turnaround or dealing with problematic employeesWhen changes require a new vision or when clear direction is neededTo heal rifts in a team or motivate people in stressful timesImpact on climateNegativeStrongly positivePositive
35 The Leader’s Modus Operandi When the style works best SIX LEADERSHIP STYLE Six Leadership StylesDemocraticPacesettingCoachingThe Leader’s Modus OperandiForgesconsensusthroughparticipationSets highstandards forperformanceDevelops peoplefor the futureApproachWhat do you think?Do as I do - nowTry thisUnderlyingemotionalintelligenceCompetenciesCollaboration,team leadership,communicationConscientiousness,drive toachieve,initiativeDevelopingothers, empathy,self-awarenessWhen the style works bestTo build buy-inor consensus, orto get input fromvaluableemployeesTo get quickresults form ahighly motivatedand competentteamTo help anemployeeimproveperformance ordevelop long termstrengthsImpact on climatePositiveNegative
36 CASE STUDY – DEMOCRATIC STYLE OF LEADERSHIP Catholic School System in a large metropolitan area ran by Sister MaryQuestion: What type of leadership style did Sister Mary implement?
37 SIX LEADERSHIP STYLE Activity The School Governing Body of your school has asked you and your SMT to advise them.The SGB expects of you:to be brutally honest about the leadership style/s that are dominant in their team as well asthe effect of these styles on individual staff and parents as well ason the performance of the school especially Grade 12. The SGB furtherexpects of you to4. make recommendations with specific reference to the leadership styles thatwill ensure your school becomes effective, empowering and facilitative in itsleadership.Discuss this in your SMT groups and prepare for a plenary presentation of 5 minutes.SIX LEADERSHIP STYLE
38 GROUP DISCUSSIONTake 20 minutes to discuss the following questions with three or four other learners.How would you describe the current status of followership in your own department and in the public sector as a whole?Which of the suggested steps for cultivating a followership oriented leadership approach could be applied practically within your department?