Opening Keynote: Two Leadership Styles Worth Considering

Report
TWO LEADERSHIP STYLES WORTH CONSIDERING AS
MISSOURI EDUCATIONAL TECHNOLOGY LEADERS
Dr. Paul Sims
Concordia University Chicago
Thursday November 7, 2013
KWL
•
Please complete the following KWL chart in your packet
Topic: What do you know about yourself as a Missouri
Educational Technology Leader?
What I Know
What I Want to
Know
What I Learned
OBJECTIVES
• By the end of this session, you will be able to:
• 1). Cleary identify what leadership means to
you.
• 2). Evaluate yourself as a servant leader: do I
have what it takes?
• 3). Create a profile of your moral leadership
considering the whole person, motivation and
sources of authority.
WHAT IS LEADERSHIP?
• How do you define “leadership?”
• Give an example of a good leader? What does
she or he do and say?
• Give an example of a bad leader? What does
he or she do and say?
• What does leadership mean for you as a
Missouri Educational Technology Leader?
WHAT IS LEADERSHIP?
For each of the following letters, fill in the qualities or skills of leaders:
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L
E
A
D
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R
S
H
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P
WHAT IS LEADERSHIP?
• “Leadership is the process of influencing group activities
toward the achievement of goals.” (Bass and Ovolio, 1993)
• “Leadership is influencing, guiding in direction, course, action,
and opinion.” (Bennis and Nanus, 1985)
• “Leadership is effective influence.” (Argyris, 1976)
• “Leadership is building cohesive and goal-oriented teams.”
(Clark, Clark and Campbell, 1993)
• “Leadership is persuading others to sublimate their own self
interests and adopt the goals of a group as their own.” (Block,
1993)
Leadership
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Thoughts on Leadership handout.
Discuss with a partner.
Tips on Leadership
Parts of the Body
What do we want in a leader?
• “Our
chief want is to find
someone to inspire us to be what
we know we could be.”
• Ralph Waldo Emerson
Theoretical Framework Supporting this Talk is the
Concept of:
Servant Leadership
Greenleaf, 1970
Moral Leadership
Sergovanni, 1992
Servant Leadership
• The concept of servant leadership was first introduced
by Robert K. Greenleaf in 1970 and has reaped success
for companies such as Southwest Airlines,
ServiceMaster Company, U.S. Cellular and TTI
Industries.
• Greenleaf wrote that a servant leader carefully makes
sure that the highest priority needs of others are being
met, leading to those people becoming "healthier,
wiser, freer, more autonomous, more likely themselves
to become servants.
Servant Leadership
The servant-leader is servant first… It begins with the
natural feeling that one wants to serve, to serve first.
Then conscious choice brings one to aspire to lead. That
person is sharply different from one who is leader first,
perhaps because of the need to assuage an unusual
power drive or to acquire material possessions…The
leader-first and the servant-first are two extreme types.
Between them there are shadings and blends that are
part of the infinite variety of human nature.”
Servant Leadership
The difference manifests itself in the care taken
by the servant-first to make sure that other
people's highest priority needs are being served.
The best test, and difficult to administer, is: Do
those served grow as persons? Do they, while
being served, become healthier, wiser, freer,
more autonomous, more likely themselves to
become servants? And, what is the effect on the
least privileged in society? Will they benefit or at
least not be further deprived?”
Servant Leadership
• Servant Leadership is not about a personal quest for
power, prestige, or material rewards. Instead, from
this perspective, leadership begins with a true
motivation to serve others. Rather than controlling
or wielding power, the servant-leader works to build
a solid foundation or shared goals by (1) listening
deeply to understand the needs and concerns of
others; (2) working thoughtfully to help build a
creative consensus; and (3) honoring the paradox of
polarized parties and working to create ‘third right
answers’ that rise above the compromise of
‘we/they’ negotiations.
Servant Leadership
The focus of Servant Leadership is on sharing
information, building a common vision, selfmanagement, high levels of interdependence,
learning from mistakes, encouraging creative
input from every team member, and
questioning present assumptions and mental
models.“
What do Servant Leaders do?
• Devote themselves to serving the needs of
organization members.
• Focus on meeting the needs of those they lead.
• Develop employees to bring out the best in them.
• Coach others and encourage their self expression.
• Facilitate personal growth in all who work with
them.
• Listen and build a sense of community.
CHARACTERISTICS OF SERVANT LEADERSHIP: DO YOU HAVE A SENSE
OF THESE AS A MISSOURI EDUCATIONAL TECHNOLOGY LEADER?
1.
2.
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5.
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7.
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10.
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12.
Calling
Listening
Empathy
Healing
Awareness
Persuasion
Conceptualization
Foresight
Stewardship
Growth
Building Community
Servant Leadership Development
REFERENCES
• Block, P. (1996). Stewardship: Choosing service
over self-interest. San Francisco: Berrett-Koehler
Publishing.
• Greenleaf, R. K. (1977). Servant Leadership: A
journey into the nature of legitimate power and
greatness. New York: Paulist Press.
• Spears, L. C. (1995). Reflections on leadership:
How Robert K. Greenleaf's Servant Leadership
influenced today's top management thinkers.
New York: Wiley Press.
MORAL LEADERSHIP
• The HEART OF LEADERSHIP
Has to do with what a person believes, values, dreams about
and is committed to, the person’s personal vision.
It is the person’s interior world, which becomes the foundation
of his or her reality.
MORAL LEADERSHIP
• The HEAD OF LEADERSHIP
The head of leadership has to do with mindscapes or theories of
practice that leaders develop over time to reflect on the
situations they face.
MORAL LEADERSHIP
• The HAND OF LEADERSHIP
The hand of leadership is my decisions, actions and
behaviors.
MORAL LEADERSHIP
• As Missouri Educational Technology Leaders,
how do we balance the needs of the:
• HEART
• HEAD
• HEART ?
MORAL LEADERSHIP
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Three Rules of Motivation:
A). What gets rewarded get done.
B). What is rewarding gets done.
C). What is good gets done.
• What motivates us?
• What inspires us?
WHAT SOURCES OF AUTHORITY DO WE PRACTICE?
• 1). Bureaucratic Authority: we implement
mandates from the school or district.
• 2). Psychological Authority: we build
relationships with teachers/ school leaders.
• 3). Technical-Rational Authority: we identify
best practices and teacher teachers/ school
leaders how to do it.
WHAT SOURCES OF AUTHORITY DO WE
PRACTICE?
• 4). Professional Authority: we promote
dialogue with teachers/ school leaders to state
professional values and accepted tenets of
practice.
• 5). Moral Authority: we identify the core
values and beliefs that define the center of
the school as a community of learners.
KWL
•
Please complete the following KWL chart in your packet
Topic: What do you know about yourself as a Missouri
Educational Technology Leader?
What I Know
What I Want to
Know
What I Learned

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