1. TEA 2013 Seminars 1-6

2. Leadership Defined Leadership is a process whereby an individual influences a group of individuals to achieve a common goal. 2

3. The Evolution of Leadership Definitions 1900-1929 – Control and centralization of power 1930s – Trait approach 1940s – Group approach 1950s – Group theory, shared goals, and effectiveness 1960s – Leadership as behavior 1970s – Organizational behavior 3 Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

4. Three-Skill Approach (Katz, 1955)  Technical Skill  Human Skill  Conceptual Skill

5. Technical Skill Technical skill - having knowledge about and being proficient in a specific type of work or activity. – Specialized competencies – Analytical ability – Capability to use appropriate tools and techniques Technical skills involve hands-on ability with a product or process

6. Human Skill Human skill – having knowledge about and being able to work with people. – Awareness of one’s own perspective and others’ perspectives at the same time – People skills help a leader to assist group members in working cooperatively to achieve common goals – Creates an atmosphere of trust where members feel they can become involved and impact decisions in the organization

7. Conceptual Skill Conceptual skill - the ability to do the mental work of shaping meaning of organizational policy or issues (what school stands for and where it’s going) – Works easily with abstraction and hypothetical notions – Central to creating and articulating a vision and strategic plan for an organization

8. Four Generations Traditionalists (born 1922-1943) Baby Boomers (born 1943-1960) Generation X (born 1960-1980) Millennials (born 1980-2000) – How will you: Motivate Communicate Train

9. Teams and Teamwork "A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable" (Katzenback & Smith, 1993) It may be characterized by a great deal of ambiguity (storming) and misunderstanding. Many find it very difficult to deal with the ambiguity and the awkwardness of needing to work through periods where there is a genuine lack of shared meaning or understanding.

10. Dynamics of Group Decision Making

11. Stages of Successful Team Development Research has consistently shown that teams proceed through four developmental stages on their way to “maturity” (see Tuckman, 1965, for the original formulation): Forming Transition stage, characterized by movement from individual to team member status. This is a period of confusion, testing behavior, and dependence on a team leader for direction. Storming Conflict stage, characterized by infighting, defensiveness, and competition among team members. Team members respond emotionally as they attempt to clarify responsibilities and reduce ambiguity; they generally resist task demands at this stage as well. Norming Cohesion stage, characterized by greater clarity and an acceptance of team norms and roles. Team members work to achieve harmony. Performing Work stage, characterized by maximum task accomplishment, high-level problem- solving and decision-making, as well as personal insight and constructive self- change.

12. Change is a Prerequisite for Improvement

13. Comparison of first-order and second-order change First-order Change When a change is perceived as: Second-order Change When a change is perceived as: An extension of the past A break with the past Within existing paradigms Outside of existing paradigms Consistent with prevailing values and norms Conflicted with prevailing values and norms Implemented with existing knowledge and skills Requiring new knowledge and skills to implement

14. FULLAN’S MODEL FOR CHANGE

15. “Leading in a Culture of Change” Fullan points out that the process does not happen overnight. In fact it may not happen over a year, or two or three. It is a slow process that must be primarily focused on a strong moral purpose with the knowledge that learning, sharing, adjusting and understanding are all part of the process

16. Fullan believes that to begin the change process you must first have a moral purpose. Moral Purpose means acting with the intention of making a positive difference in the lives of the people it affects.

17. Moral Purpose Whatever one’s style, every leader, to be effective, must have and work on improving his or her moral purpose. Moral purpose is about both ends and means. Authentic leaders, in other words, display character, and character is the defining characteristic of authentic leadership.

18. Leaders must understand the change process. They must understand the complexity involved in change.

19. Understanding Change The Goal is not to Innovate the Most It is not Enough to Have the Best Ideas Appreciate the Implementation Dip Redefine Resistance Re-culturing is the Name of the Game Never a Checklist, Always Complexity The Complexities of Leadership

20. Coercive (“do what I tell you”) Authoritative (“Come with me”) Affiliative (“People come first”) Democratic (“What do you think”) Pace-setting (“Do as I do, now”) Coaching (“Try this”) Short Definition Telling people what to do and when Persuading and attracting people with an engaging vision Building relationships with people through the use of positive feedback Asking staff what they think, and listening to this Raising the bar, and then asking for a little bit more – increasing momentum Encouraging staff to try new things When to use this style When there is a crisis When step change is required. When the manager is both respected and keen When staff relationships have broken down When staff have a contribution to make(voluntarily) When staff are self starters and a high degree of competence When there is a gap in the required skill set Disadvantages of this style Encourages dependence. People stop thinking Has a negative effect if the manager is not respected Cannot be used in isolation May fail if staff lack experience or ideas Can be difficult to maintain momentum – inappropriate when staff need help If the manager is not a good coach or if staff are not compelled to take part – will not work Six Leadership Traits or Styles (Adapted from-Goleman, D. (2000) Leadership that gets results, Harvard Business Review, (Mar)pp. 78-90

21. The single common factor to every successful change initiative is that relationships improve.

22. Relationship Building If moral purpose is job one, relationships are job two, as you can’t get anywhere with them.

23. There must be the creation and sharing of new knowledge.

24. Knowledge Building (Tacit and Explicit) The sharing of tacit knowledge among multiple individuals with different backgrounds, perspectives, and motivations becomes the critical step for organizational knowledge creation to take place.

25. Coherence Making is the final step of understanding the change.

26. Coherence Making Change is a leader’s friend, but it has a split personality: its nonlinear messiness gets us into trouble.