EDU 6520
Gerald Hasselman, Ed.D
NOTE CARDS
1. NAME
2. CALL ME
3. CONTACT INFO
4. MC PROGRAM
5. PERSONAL INFO
Class Reading
• Why
• Tonight’s Reading
• Comments
Class rules
1.
Be on time and prepared to learn.
2.
Respect others and their rights to express their opinion.
3.
No visitors.
4.
We are here to learn.
5.
Cell Phones
SYLLABUS
Online
Other Information
• Class attendance
• Assignment values
• Grading
Old Leadership
-Influencing the actions of others in
achieving desirable ends
_Generally top down
-Role/task specific
Today’s Leadership
-Change/action orientation
-Generally built on consensus
-Multi-skilled leaders
How will You LEAD?
Philosophies
•
•
•
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Realism
Idealism
Pragmatism
Existentialism
What do you believe?
Eclectic
Three Skills you must master
1. Conflict resolution
2. Consensus building
3. Team building
Three Types Knowledge
• Declarative-what to do
• Procedural-how to do it
• Conditional-when to do it
Excellence v. Success
Tom Boswell—
“…there is no substitute for
excellence---not even success.”
Froyen’s Three “C’s” Model
• Covenant-relationship concerns
• Conduct-specific behavioral concerns
• Content-setting and instructional concerns
Big G’s fourth C
Consistency
MUST READS
“ Good to Great”
“Value added Leadership”
“Firms of Endearment”
Leadership Style (s)
Leadership style is the pattern of behavior of
a person who assume or is given a position
of influence or control in a organization—
the way or ways that a person’s action
affect workers and their actions in an
organization
Three Common Styles
1. Autocratic
2. Democratic
3. Laissez faire
Understanding Who We Are
Leadership style and understanding change
and other organizational dynamics will help
us to “figure out” who we are, what we
believe, our values and how we function—
there are “tools” and research that will help
us in our quest for understanding ourselves
better
Relationship Fact
The establishment of a relationship is
critical—most people react to what they see
in other colleagues—the accuracy of these
perceptions will often determine the
appropriateness of their actions—this is call
“mutual leader-follower behavior”
Leadership in the Real World
In the “real world”, leaders must be aware of the
culture in which they live and the climate where
they work .
1. Culture—for the adults
2. Climate—for the customers
Leadership Traits
• A strong vision where the organization needs to go
• The Ability to communicate that vision
• Be persistent
• The ability to recognize and overcome obstacles
• Empower other and improve the environment
The KEY word---
VISION
VISION
• Have one
• Create one
• Or live out someone else’s
Vision
Vision is not the plan on where you what an
organization to go or look like BUT rather a
compass that provides the direction that a
leader wants their organization to go
Vision
Must almost always begin with one person
Leaders must find or develop one and then
sell it to their staffs
Vision in Action
People are driven not only by self-interest
BUT also by emotion and values
Emotion
The internal pleasure or satisfaction one
receives from doing something
Values
What people believe to be morally right
Core Values
Where you draw the line in the sand!
Behind every great achievement
there is a dreamer of great
dreams--Greenleaf
Understanding Change
Leaders must understand that
organizations need to be aware of
the constant need to change as
society changes
Feidler’s Research
Leadership wasn’t seen as good or bad but
rather what was necessary to achieve
success in a given situation. Fiedler
identified three situational factors1. Quality of leaders-workers relationship
2. The leaders position power
3. The degree of task structure
House’s Theory
Based on the leaders ability to analyze a task
and choose the correct behavior to
maximize a workers ability and desire to
achieve the organizational goals
Knowing what you believe about
people will often explain how they
see and react to
YOU
Which style is best?
Does it depend of the situation?
Should we know how and when to use all of
them?
Robert Kennedy• Some see things as they are and ask “why?”
• Other men see things as they ought to be
and ask “why not”
• Real leaders are always “why not people”
• Why not be the best?
• Why not us?
• And why not NOW?
Success follows
LEADERS
Not managers