Principles of leadership and management session 3 2010
1. The Context of Leadership and
Management
Homework…check out your leadership style
and Perspectives on leadership
http://forms.ncsl.org.uk/mediastore/image2/lgre
3. What is your style of leadership?
Affiliative
Leadership
Coaching
Leadership
Democratic
Leadership
Authoritative
Leadership
High on
social
leadership
but
low on
task
leadership
High on
task and
social
behaviours
But used
least often
as time-
consuming
Used with
‘experienced
followers’
Close to
delegation
High on
task, but low
on social
leadership.
Leader is
‘expert’
Can be
warm &
friendly
4. Leadership and Management
“ Most definitions of Leadership reflect the
assumption that it involves a social influence
process whereby intentional influence is
exerted by one person [or group] over other
people [or groups] to structure the activities
and relationships in a group or organisation”
(Yukl 2002:2)
5. Management….
“ Managing is maintaining efficiently and
effectively current organisational arrangement.
While managing well often exhibits leadership
skills, the overall function is towards
maintenance rather than change. I prize both
management and leading and attach no special
value to either since different setting and times
call for varied responses.”
(Cuban 1988 Cited in Bush 2003)
7. Leadership vs. Management
Vision ImplementationVision Implementation
Strategy OperationalStrategy Operational
Transformation TransactionalTransformation Transactional
Ends MeansEnds Means
People SystemsPeople Systems
8. What’s in a Name?
Leadership………………………..doing the right things………………………..doing the right things
Management…………………..doing things right…………………..doing things right
Key references:Key references:
Coleman (in Bush and West-Burnham)Coleman (in Bush and West-Burnham) Principles of Educational ManagementPrinciples of Educational Management
Chpt 3 p55-78Chpt 3 p55-78
Hall (in Middlewood & Lumby)Hall (in Middlewood & Lumby) Strategic Management in Schools and CollegesStrategic Management in Schools and Colleges
Chpt 10 p133-147Chpt 10 p133-147
12. Aspects of Motivation
Task:
Identify aspects of working for and in an
organisation that maybe considered as:
• Motivating factors
• De-motivating factors
20. People
Motivation
Needs Levels of energy
Career experience
Age
Pay
Attitudes
Personalities
Training
Role
Individual skills
and abilities
Psychological
Contract
Power
groups
the leaders
Inter-group relations
Type of
influence
Leadership style
Rewards and punishments
Responsibilities
Politics
The environment
The market
Philosophies
Values
Norms
Goals
Objectives
Ownership
History
Career Structures
Size
StructureChange
Technology
Control
Systems
21. Why?
Paradox:
‘ Distributed leadership is unlikely to happen if schools stay as they
are. Schools are unlikely to transform themselves without
distribution of leadership roles’, David Jackson, Director of the
Network Learning Group, NCSL (2009)
Moving from one triangle with a ‘situational apex’ to a flattened
triangle, as leadership is distributed.
22. (Spillane et al, 2001).
“In developing a distributed perspective on
leadership, we moved beyond acknowledging
leadership practice as an organisational
property in order to investigate how leadership
might be conceptualized as a distributed
practice stretched over the social and
situational contexts of the school”
23. Video discussion points:
•Does your school reflect this style of
leadership?
•If yes, how?
•If no, why not?
•Are there different types of DSL?
24. Loose Organisational Coupling
Tight Organisational Coupling
Diffuse
DL
Deep
DLAd hoc distribution
Flexible structure but
Uncoordinated practice
Autonomous distribution
Flexible structure and deep
Coordinated practice
Autocratic distribution
Rigid structure and random
practice
Additive distribution
Rigid structure with limited
but coordinated forms of
practice
Models of distribution (Harris A 2008)
25. Models…
• Ad-hoc: flexible, lateral, loose but un-
coordinated and random.
• Autocratic: Unchanged structure although
involvement and participation encouraged but
structure prevents significant change.
• Additive: Structures relatively unchanged but
opportunities deliberately created for limited
developmental work but impact is additive rather
than transformative
• Ambitious: flexible, lateral, loose created to
generate innovation and change.
26. and the next session….
Strategic planning and management of
change
• Why is it so difficult?
• What strategies can be adopted?
• How is change influenced by the organisation?
• What can be the impact upon people in
organisations?
