1. Women In Leadership
A Presentation for
Admin. Credential Class-APU
Lisa Michelle Dabbs, M.Ed
2. -25 years as an Educator
-19 years as an Administrator
-14 years as a Principal K-6
-5 years as a Project Director-Title
VII
Language and Literature Program
-Kaplan K-12 Educational Consultant
-Adjunct Instructor-Concordia
University
-B.A. in Child Development
-M.Ed. In Educational Administration
-Clear Administrative Services
Credential
-CALSA, Soroptimist, H.O.T. Board of Directors
4. What Is Leadership?
Many theories (trait, behavioral, etc.)
Is it the same as management?
A definition of leadership
Formal and informal leaders
Leadership and management
5. Trait Theory
Leadership Traits: represent the personal characteristics that
differentiate leaders from followers.
Historic findings reveal that leaders and followers
•
vary by
- intelligence
- dominance
- self-confidence
- level of energy and activity
- task-relevant knowledge
Contemporary findings show that
•
- people tend to perceive that someone is a leader when he or
she exhibits traits associated with intelligence, masculinity, and
dominance
- people want their leaders to be credible
- credible leaders are honest, forward-looking, inspiring, and
competent
6. Trait Theory (continued)
Gender and leadership
•
- men and women were seen as displaying more task and
social leadership, respectively
- women used a more democratic or participative style
than men, and men used a more autocratic and directive
style than women
- men and women were equally assertive
- women executives, when rated by their peers, managers
and direct reports, scored higher than their male
counterparts on a variety of effectiveness criteria
7. Key Leadership Traits to Develop
Self-Confidence
Trustworthiness
Assertiveness
Emotional Stability
Sense of Humor
Self-Awareness and
Self-Objectivity
Cognitive Skills
Emotional Intelligence
Passion and Enthusiasm
8. Transactional versus
Charismatic Leadership
Transactional Leadership: Weber and Bass 1947/81
-focuses on the interpersonal interactions between managers and
employees
Transactional Leaders
•
- use contingent rewards to motivate employees
- exert corrective action only when employees
fail to obtain performance goals
9. Vision and Articulation
Personal Risk
Charismatic
Sensitivity to Environment
Leaders
Sensitivity to Followers
Unconventional Behavior
10. Developing Charisma
Communicate a Vision
Make frequent use of metaphors and analogies
Inspire trust and confidence
Be highly energetic and goal oriented
Be emotionally expressive and warm
Make ample use of your true stories
Smile frequently, even if you are unhappy
Be candid
Make everyone feel that he/she is important
Make non-verbal signals of self-confidence
Be willing to take risks
12. Developing Team Leader Skills
Build a Mission Statement
Show your team members that they are trusted
Encourage team members to recognize each others
accomplishments
Establish a sense of urgency and High Performance
standards
Encourage honest criticism
Use team symbols
Use peer evaluations
Help team members see the ‘Big Picture’
Minimize formation of ‘In-groups’ and ‘Out-groups’
13. Servant Leadership
and Superleadership
Servant Leadership represents a philosophy in which leaders
•
focus on increased service to others rather than to oneself.
A superleader is someone who leads others to lead
•
themselves by developing employees’ self-management skills.
Superleaders attempt to increase employees’ feelings of
•
personal control and intrinsic motivation.
14. Developing your own Leadership
Potential
Acquire broad experience
Model effective leaders
Self-develop leadership traits
Become an integrated human being
(know thyself)
Practice a little leadership
Help your leader lead
18. Leaders will have to master
3 imperatives:
Managing for the Mission
Managing for Innovation
Managing for Diversity
19. Managing for The Mission:
-what is our business/mission?
-who is our customer?
-what does the customer value?
20. Managing for Innovation:
-change that creates a new
dimension of performance
-we must practice “planned
abandonment”…give up
programs that may work
today, but will have little value in
the future
21. Managing for Diversity:
-how do we help people deal
with their deepest differences?
-governance amid diversity is the
world’s greatest challenge!
22. It is the Leader’s job to:
-identify the critical issues
-see where the organization can
make a difference
-build effective partnerships
based on mission,innovation and
diversity to address those issues!