ERIC ED358539: Leadership: Developing Leaders and Organizations.

6 Pages·1993·0.22 MB·English

by  ERIC

DOCUMENT RESUME
ED 358 539
EA 024 974
AUTHOR
Smith, August W.
TITLE
Leadership: Developing Leaders and Organizations.
PUB DATE
93
NOTE
6p.
PUB TYPE
Journal Articles (080)
Guides
Non-Classroom Use
Reports
(055)
Research/Technical (143)
JOURNAL CIT
Updating School Board Policies; v24 n2 p1-4 Spr
1993
EDRS PRICE
MF01/PC01 Plus Postage.
DESCRIPTORS
Boards of Education; Elementary Secondary Education;
*Leaders; *Leadership; *Leadership Qualities;
*Leadership Responsibility; Leadership Styles;
*Leadership Training; Private Sector; Public
Sector
ABSTRACT
According to a survey of over 1,200 public- and
private-sector leaders, many new factors
are reshaping present and
future world leaders. Leaders are developed, not born,
through
experience and present situation characteristics.
The test of
leadership occurs during changing situations when risks
must be
taken. Leadership is an ongoing process of decision making,
motivation, and innovation. Leaders do
more than manage situations
and people; they utilize them to meet challenges.
Leaders also
recognize the importance of coworkers and involve
them in decision
making. Instilling leadership qualities into the
members of an
organization so that they continue and flourish is
another
characteristic of a leader. The new influences of requirements,
relationships, and resources are changing leadership.
Developing
leaders is an ongoing process and involves five
stages: temporal
leadership, transactional leadership, transitional
leadership,
transformational leadership, and total leadership.
Each of these
stages is defined and discussed in this article. (JPT)
***********************************************************************
Reproductions supplied by EDRS are the best that
can be made
from the original document.
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Updat
Schad! Board
A component of the National Education Policy Network of the National
Volume 24/Number 2
School Boards Association provided
to NSBA National Affiliates and NEPN subscribers
Spring 1993
In previous issues of Updating School Board
Policies we have considered two elements of
the fourfold thrust for
leadership by local school boards advocated by
NSBA. NSBA believes these four elements will
ensure both excellence
cez
and equity in the public schools and
are pivotal in keeping America free and first
among the nations of the world as
we enter the 21st century. The November 1992 Updating
issue addressed VISION; the Early Winter 1993
issue discussed
S'IRUCIVRE. In coming issues, we will look
at ACCOUNTABILITY and ADVOCACY In this
issue. in preparation for
CC examining accountability and
advocacy, we will look at the changing demands
on educational leadership and some
approacbesfor meeting those challenges. This
article was written by a manap,entent
consultant who has an education
background, and has been adapted
to meet the needs of local school board members.
CYZ
Leadership: Developing
Leaders
7.74
and Organizations
U.S. DEPARTMENT Of EDUCATION
Once of Educational Resarch and
Improvement
EDUCATIONAL RESOURCES INFORMATION
CENTER (ERIC)
eiThis
document has been ftlefoduCed of
received from the Pomo co Organization
originating a
Minor changes haft been made to improve
reproduction cpway
Points of view Or °dimwit Meted n this dOCu-
men' do not necitSsarify represent official
OERI position or policy
PERMISSION TO REPRODUCE THIS
MATERIAL
IN OTHER THAN PAPER COPY HAS
BEEN
GRANTED
TO
THE
EDUCATIONAL
RESOURCES
INFORMATION CENTER (ERIC)
2
BEST
COPY AVAILABLE
Updatingroo
licielsBoard
Volume 24/Number 2
A component of the National Education Policy Network of the National School Boards Association provided
to NSBA National Affiliates and NEPN subscribers
Spring 1993
III previous issues of Ipdating School Board Policies we hair considered two elements of the four-jbld thrust .fin.
leadership by local school boards advocated by .v.swA
'SBA believes these four elements will ensure both excellence
and equity in the public schools and are pivotal in keeping America free and first among the nations (dam u.orld
u.e enter the 2 Ist century. The .N'ot.ember 1992 plating issue addressed 17.570,V the Early Winter 1993 issue discussed
STRICT( 'RE. In coming issues. we will look at AC'COU.NTABLITY and ADI'OCACI'. In this issue, in preparation for
examitring accountability aiul ach.ocacy. we will look at the changing denim tds on educatioltal leaderchip and
some
aMwoctchesfor meeting those challenges. This article was
management asnsithant who basalt education
117111M by a
background. and has been adapted to meet the needs of local school board members.
Leadership: Developing Leaders
and Organizations
by August W. Smith, PhD
Multi-dimensional
Who are the most effective leaders
Leadership is a Process and
Leadership
today? What special traits and skills set
Product
leaders apart? What makes some lead-
Leaders are made not horn.
Leaders
Leadership is an ongei. " process and
ers more effective or less effective?
are developed and shaped by their
art of influencing people and motivat-
What styles and roles are needed in
work requirements. background expe-
ing them to achieve desired results.
different situations? How can we pre-
riences. organization structures and
Leaders help others contribute to shared
pare. as leaders. for the new changes
working relationships. economic con-
This includes empowering
goals.
and challenges of the 1990s and the
ditions and resources. internal and
people parents, school staff. commu-
next millennium?
external cultures, and training and de-
nity members and students) to partici-
These and other questions were
velopment opportunities.
pate in planning and decision making.
recently asked of over 1,200 public and
The -acid test- of leadership occurs
and to introduce new initiatives and
private leaders
executives. adminis-
in changing situations and is often seen
innovations with the goal of improv-
trators, managers, politicians, com-
in the willingness and ability to take
ing performance and results.
manders, middle managers and super-
risks in handling certain tasks. excep-
continued on page 2
visors.
Their responses indicate that
tional problems and major crises.
In
many new factors are reshaping present
fact, it is during tough times that real
and future leaders around the world.
Inside Updating..
leaders tend to emerge.
For such
.
This article reviews some of the key
risk-taking. adaptive leaders will he
Tips 'n Techniques
findings, paradigm shifts. and new chal-
P. 5
needed to handle the rapidly changing
lenges in order to ',emit better under-
What to do About Reporters
situations and unforeseen challenges
standing of how requirements. rela-
Trends
in the future in education.
p. 8
tionships and resources affect leader-
Critical Thinking for Students
ship, performance and results.
Leadership and Luck
and Schools
Leadership is partly a matter of luck --
School Boards in the '90s p.15
August W. Smith is President of De-
being in the right place at the right
Public Participation
velopment Dynamics, an Austin-based
Rut there is no long-term luck.
consulting firm that advocates
time.
and Controversy
and real leadership begins where luck
public private partnerships and inter-
Policy Adviser
p. 16
active management.
Dr. Smith is a
and chance stop. Leaders are people
Self-Orientatiott for
former faculty member at the Univer-
who can turn threats and problems
Neu. Board Members
sity of Texas and Texas A&M Univer-
into challenges and opportunities
sity.
0
it
2,tpdating/Spring 1993
Developing Leaders and Organizations
from page 1
tor, introduced ideas and values that
Ideally, leadership should be evalu-
leverage their results through others,
have influenced the development of
just as financiers leverage capital to
ated more in terms of objective perfor-
character education throughout the
mance, productivity and public ac-
increase earnings and long-term return
American education system. Perhaps
countability rather than on subjective
on investment."
Leaders know their
views, personalities, perceptions.
less well known by name is Swiss
people and consider them assets. Lead-
educator Johann Henrich Pestalozzi.
power plays and politics.
Yet, in the
ers take the time to find out more about
real world, we need to understand
Pestalozzi promoted allowing children
each person who works for and with
to learn and develop at their own
how the political, behavioral, social
them. Leaders share their power and
and organizational sciences influence
individual ability levels, stressed the
empower others to obtain their full
performance.
importance of edt- zation for citizen-
cooperation and commitment.
ship. and advocated education as a
When a real leader is in charge,
Leadership is More Than
government responsibility rather than
everyone wins. Others get a chance to
Management
a church function.
His ideas had a
prove themselves, and the more subor-
significant impact on Horace Mann,
dinates look good. so do their leaders.
Management is a "mindset,- but leader-
s mutual interactions and trust in-
the champion of free public education
ship is a "spirit.- Managers "do.- main-
crease so do loyalty and real team-
in the United States.
tain and or manipulate resources: they
Results are often unexpected
work.
provide continuity, stability and con-
New Leadership Paradigms
and may be synergistic.
The more
sistency in handling basic transactions
freedom and options we provide to
We are witnessing major shifts in tradi-
and operations. Leadership is a more
tional leadership practices and pro-
people. the greater their potential con-
dynamic concept. Leaders are seen as
found changes in many organizations,
tributions in groups and organizations.
those who -develop- people and other
from corporate boardrooms to local
The current effort in school settings to
resources to meet present and future
boards of education. Old paradigms or
empower teachers and parents pro-
requirements. Leaders have a vision
prevailing ways of seeing and doing
vides a starting point from which we
that allow s them to think beyond im-
things are changing in both public and
can begin to utilize all human compe-
mediate operations. to make things
private organizations, in different work
tencies and resources to their full po-
happen and move ahead: they build
cultures and environments and in coun-
tential.
relationships and bridges to cross in
tries around the world.
the future.
Leadership is a Legacy
New realities in leadership are evi-
Leaders are prepared to prevent prob-
Real leaders leave a legacy that often
dent in terms of requirements, relation-
lems instead of reacting to them. Lead-
lives beyond their time in a given
ships, and resources. Without require-
ers deal more with options and oppor-
is no reason to lead.
ments, there
leadership position. Leaders instill their
tunities than with operations and ob-
Without relationships. requirements
concepts and techniques in others. As
stacles: they are proactive in introduc-
these leadership values become more
cannot be realized. Without resources.
ing changes needed for the future.
entrenched they spread throughout
no activities can occur.
It is the inter-
Leaders emphasize improvements and
the organization.
ply between these three Rs (require-
V'hat works well
innovations to make things better and
gets copied and is emulated by more
ments. relationships, resources )
that
more progressive and effective over
people.
determine the big R"
Enthusiastic leadership re-
results.
time. Leaders are visionaries.
news organizations as its living legacy.
Requitments reflect both continuing
Leadership is Leverage
Two examples demonstrate the
and changing demands in varying de-
power of a leader's legacy. Booker -r.
one of the respondents to our survey
grees.
Washington. preeminent black educa-
)f leaders stated that "effective leaders
Traditional views emphasize conti-
nuity and stability in meeting require-
Updating Si Into! Board Puhcucs t. published clever) times
AISMI President
ments. Modern paradigms emphasize
annually ancl provided to every Board nu:miler and the policy
William Souk
aclininistrator of .chool districts that participate in the National
continuous change as the normal ex-
School Boards Nssi x iation's National Affiliate Program or sub-
Exec wire Director
pectation for school boards. One need
scribe to NsliA., National Edw.-awn Polk Network. NEPN Staff.
Thomas A Stimuli in
not look far in public education for
Nlic hay) E. Fader. Associate Execiatk e I)irector; Adria I. Thomas.
F)irector, Re..arch and Managt.mm Sent,. vs: Karen PuNNe,
Deputy Elwc lane Director
challenges requirements
site-based
1)ottie Gray. Clearinghouse Ntanager.
Edirne
Editorial Board: I tarok] P. Scanlon
management. choice, year-round
M1`,:lfl Butler. Sally Zakana. Lynne Glassman.
and their attendant rela-
schooling
Assoc-tate Evectate 1.4,v(totN
( )pinions e pressed in and h (Mating do not necessarily
I )on E. Blom
tionships and resources.
reflect position. 1,1 the National Schtol Boards Association
Michael P Fader
Continuing requirements indicate
Jeremiah Floyd
stable and routine operations and situ-
:anon
007701 19(1.3 .Vanonal .S.'hiK,1 Rooms .1s.v
Susan I' Merry
Michael A. Resnick
:111 RIghIN ROetTed. P[MIL,N1()11 to 11p71111
Mal' IN'
ations, and changing requirements in-
Inittecteti through the Maw-.
August W' Stinhilher
continued on page 3
4
Updathip/Spring 19933
Developing Leaders and Organizations
from page 2
this "leadership learning,- and it
done in fostering and improving con-
dicate uncertain and non-routine op-
in-
voles five stages of development.
nections between the schools and the
erations and situations.
Every leader
While there are a variety of leader-
communities they serve.
faces decisions on how to balance the
ship styles, effective leaders move be-
forces for continuity and for change.
the materials avail-
Resourcesrepresent
tween the various approaches. using
To change too little or too slowly is to
able to work with to achieve results.
them all at some point. In the following
stalemate operations. maintain the sta-
The way managers and leaders view
tus quo. or even regress.
paragraphs. we present the five leader-
Yet, to
resources is also undergoing major
change too much or too rapidly can
ship styles that are commonly observed.
paradigm shifts. Earlier assumptions
and cause
As education leaders, each approach
operations
disrupt
of abundant and inexpensive resources
may be appropriate depending upon
discontinuities. disruptions and divi-
are giving way to the new realities of
the situation you are facing.
sions.
In a
limited and costly resources.
1. Temporal leadership involves
school setting. traditional low wages
are especially changed
Relationships
immediate concerns and pressing
for teachers and basic facilities are
by the new leadership paradigms.
In
problems. An
giving way to higher salaries and so-
inten.entimiapproach
the past, positions and job descriptions
is
often emphasized segregated. parti-
most useful in temporal leadership situ-
phisticated technology.
ations where problem solving, crisis
Of course, all resources have ca-
tioned, isolated and specialized roles
and duties rather than roles which
management and negotiation skills are
pacities and limits. There are limits to
needed.
what people can do in different situa-
required interaction with other internal
There are different capacities
style leader is domi-
and external individuals and groups.
The
intervener
tions.
nant, directed and reactive.
This is
The result was that decisionmakers
for handling information, funding. tech-
Leadership by Direction. The leader
nology. materials, work methods. fa-
often made decisions without under-
determines what is needed and when.
cilities. processes and systems as re-
standing how those decisions affected
where and how to clo it.
The leader
sources. It makes little sense to have
others.
Roles for today's leaders include
highly competent personnel and not focuses on immediate pressing prob-
lems and concerns and corrects prob-
developing relationships that involve
give them the tools to use their special
lems as they occur. hliell'ell(INempha-
skills efficiently and effectively. Also.
internal and external parties and build-
:,ize authority, responsibility and physi-
ing the trust and teamwork needed to
it makes little sense to develop exten-
insure cooperation and commitment.
cal work conditions and safety-security
sive facilities and information systems
when personnel do not know low to
needs. There is often little interaction
The new paradigms emphasize expan-
sion of the decisionmaking role to
with others.
use their special features to capacity.
include not
primary
the Is this not a challenge facing many
only
2. Transactional leadership fo-
decisionmakers, but those on whom
school boards%
cuses on ongoing operations, concerns
The best leaders relate human com-
the decisions impact.
and exceptions to standard operations.
More and more. those who are af-
petencies to other resour, e capacities
This involves an in:Pie/nen/a/ion ap-
to insure that they get the most out of
fected by decisions are being encour-
proah. The
style leader
implemeuter
all available resources.
This often
aged to take on more roles to increase
is consistent, cautious and current. This
involves some give and take between
their involvement and participation and
is Leadership by Definition. The leader
different resources and avoiding reli-
to become full partners in the process.
defines requirements and maintains
ance on any one type of resource.
Participating empowers people more
standards by coaching subordinates.
completely because they see the "big
Developing Leaders
The imp/en/enter strives for stable
picture" and larger systems at work.
operations, schedules and pelf( )rmance.
Developing leaders and the organiza-
The ideal in developing relation-
emphasize accom-
Implementers
tions they guide is a never ending,
ships is to for -ge internal and external
plishment, efficiency. social order and
dynamic process. Because internal and
networks and join them in partnerships
safety-security needs like interreuerx.
external requirements. relationships
to ensure a proper balance and overall
There is a codependent relationship
and resources are e er changing. the
perspective. such as the Community
between imp/ono/fox and others w ith
Alliance Program in the Utica (MI)
skills. roles and styles leaders use and
whom s he much keep in touch to
Community Schools.
rely on must also change to meet the
The school
accomplish the work,
This is basic
latest needs.
district's efforts in coalition- building
management but limited, tie lensive lead-
Leaders need to learn how to deal
have resulted in a partnership between
ership to maintain existing standards
with different types of requirements.
civic, government, social service, busi-
and operations and set requirements,
how to develop different kinds of
ness. and parent groups. The district
relationships and resources.
relationships and how to) coordinate
has been recognized on the state and
continued on page
different types of resources. We call
national levels for the work they have
4
4/ Updating, Spring 1993
Developing Leaders and Organizations
from page 3
3. Transitional leadership marks
high degree of follower independence
lion as they affect individuals, groups
a critical turning point in leadership. It
and more self-directed work teams.
and organizations.
is the shift from primarily defensi\ e
This is proactive, fully offensive leader-
The intewator emphasizes interde-
management and maintaining opera-
ship.
pendence as the highest form of lead-
tions to improving Operations. Empha-
Note the progression from being an
ership. Integrators also tend to utilize
sis is on continuous process improve-
interreneror defensive trouble shooter
resources well because they are aware
ment in all performance areas, and the
and fire fighter. largely correcting past
of overall requirements. relationships
leader is usually an impnq.er
problems and exceptions, to also be-
and resources to meet major priorities
The improver style leader is sup-
ing an implementer responsive to cur-
and to prepare for the future.
portive. caring and participative. This
rent operations and needs. Recogniz-
In Good Times and Bad
ing pressing problems and dealing
is Leadership by Dedication. The leader
consults with subordinates in setting
with current operations often take most
It is easier to be a progressive. offen-
and adjusting their work requirements
of the time and attention of supervisors
sive leader in good times.
Yet, the
and standards. CA sTeration between
and leaders. As leaders advance, there
paradox is that more offensive leader-
people and units
is encouraged to
is an 1dded impetus to prevent prob-
ship is needed in hard and trying times.
make everything better.
lems and anticipate future operations
This means
While most leaders want to progress to
interaction with implementers and in-
and needs. This requires learning to
higher levels of leadership. they often
ten'eneIN to prevent problems.
use the improver and innovator styles
are forced to regress to lower levels to
Feelings and interpersonal relation-
and to integrate them into overall man-
keep things going. Most leaders inte-
ships are imponant to improvers. They
agement and leadership practices. The
grate styles and roles.
emphasize acceptance. equity and more
improver and innovator styles should
Progressive leaders are more likely
options. and social belonging. esteem
be used by leaders at all levels.
to be found in progressive organiza-
and recognition needs. There is a
tions with cultures that encourage and
5. Total leadership goes beyond
health) counter dependence which
recognize and reward c< mtinuous
proactive changes and innovations to
accepts different viewpoints from both
change, improvement and innovation.
fit them into the overall management
leaders and followers.
Leadership styles and roles often re-
and leadership situation. It is possible
flect organization traditions and
expe-
4. Transformationalleadership
to challenge people and still not coor-
rience to date.
builds upon earlier incremental im-
dinate them to best advantage. Total
Leadership is a critical resource in
provements to now address areas where
leadership means understanding all
every organ izatic m. leaders contribute
major changes and innovations are
the other styles and roles and making
in multiple ways to make new realities
needed and are possible.
It is impor-
appropriate tradeoffs between them.
possible. Real leaders make a lasting
tant to note that without greater partici-
It means balancing concerns for
difference
they leave a living legacy
pation in adjusting operations. most
continuing and changing requirements.
that continues to grow and develop in
managers and leaders and their follow-
for building cooperation and joint
pan-
many other careers and lives.
ers will not recognize the need for
nerships. and for allocating and using
If we truly want to achieve improve-
major changes and will resist them.
human and other resources to maxi-
ment in our educational system and.
The innoyakr style of challenging
mize competencies and all resource
thereby, in the lives of our citizens,
we
people and delegating decisions to
capacities.
must develop and support educational
lower le\ els where new actions and
The integrator style leader is hest
leaders. School board members who
initiatives arc needed helps make this
able to perform total leadership. The
possess vision, who understand and
happen.
integratmr is interactive and empha-
develop structures that reflect their
The
innotmor style leader is cre-
sizes coordinated teams. a common
visions. who demand accountability
ative, proactive and inventive. This is
vision and shared identity.
This is
and are accountable themselves, and
Leadership by Delegation. The leader
Leadership by Design and Develop-
who are effective advocates for educa-
challenges each person to come up
ment. The attegrator recognizes that
tion are the leaders we want and need.
with new standards and ways of meet-
different approaches and models
are
Such leaders are the embodiment of
ing work requirements.
Individuals
important in different situations. but
multi-dimensional leadership, and rep-
can take risks and fail without being
that multiple styles better meet the
resent the best of leadership.
branded. Both leaders and followers
needs of the overall situation.
American education deserves no
are expected to consider external rela-
Integrators emphasize overall
less.
tionships and competition in coming
achievement and accountability, effec-
up with new initiatives.
tiveness and excellence. They focus
The innovator emphasizes au-
on overall needs and priorities.
The
tonomy. opportunities. self-deter-
emphasis is on balancing the fOrces of
mination and partnerships. There is a
continuity and change and coopera-