The Teacher As An Organizational Leader

THE TEACHER AS AN ORGANIZATIONAL LEADER
What is LEADERSHIP?
 Is the art of motivating a group of people to act toward achieving a common goal. This
can mean directing colleagues with a strategy to meet the goals and needs.
 A leader inspires others to act while simultaneously directing the way that they act.
How does leadership works?

 The actual day-to-day task and responsibilities of an organizational leader include
managing and motivating a team, utilizing a problem-solving mind set to address any
problems that may arise, setting team goals and coordinating with other department as
broader organizational goals are being pursued.
What is Organizational Leadership?

 Is a management approach in which leaders help set strategic goals for the organization
while motivating individuals within the group to successfully carry out assignments in
service to those goals.
TRAIT APPROACH TO LEADERSHIP

 The trait approach to leadership was one of the earliest theories of leadership. This
approach focuses on the personal attributes (or traits) of leaders, such as physical and
personality characteristics, competencies and values.
 Leadership Traits
 traits researchers often developed lists of characteristics that they believed were related to
successful leadership.
List of Leadership Traits

 Physical vitality and stamina
 Intelligence and action-oriented judgement
 Eagerness to accept responsibility
 Task Competence
 Understanding of followers and their needs
 Skill in dealing with people
 Need for achievement
 Capacity to motivate people
 Courage and Resolution
 Trustworthiness
 Decisiveness
 Self-confidence
 Assertiveness
 Adaptability/ Flexibility
SUMMARY:
Researchers have concluded that successful leadership is the result of the interaction between the
traits of the leader and the situation itself. They have realized that the interaction between the
leader and the situation is key to understanding leadership, along with the specification of
important traits and situational variables.
SITUATIONS AND LEADERSHIP
 Situational theories of leadership work on the assumption that the most effective style of
leadership changes from situation to situation. To be most effective and successful, a leader
must be able to adapt his style and approach to diverse circumstances.
 Different theories have been developed that recognize the situational aspects of leadership.
Each theory attempts to provide its own analysis of how leadership can be most successful
in various situations.
Lets consider a few of the key theories:
HERSEY AND BLANCHRD’S SITUATIONAL LEADERSHIP THEORY
 The term “situational leadership” is most commonly derived from and connected with Paul
Hersey and Blanchard’s situational leadership theory. This approach to leadership suggests
the need to match two key elements appropriately: the leader’s leadership style and the
followers’ maturity or preparedness level.
The theory identifies four main leadership approaches:
 TELLING OR DIRECTING
- the enthusiastic beginner( low competent and low commitmen).
 SELLING OR COACHING
- The disillusioned learner (low competence and high commitment)
 PARTICIPATING OR SUPPORTING
- Cautious performer ( high competence and low commitment)
 DELEGATING
-The self-reliant achiever ( high competent and high commitment)
GOLEMAN’S MODEL OF SITUATIONAL LEADERSHIP

- developed by Daniel Goleman.
- this theory incorporates the concepts of emotional intelligence.
SIX CATEGORIES OF SITUATIONAL LEADERSHIP
 Pace setting leader

- The leader sets aggressive goals and standards that drives the employees to reach them.
 Authoritative Leader
- the leader provides a directive and goals for the team, expecting the team to follow the
lead.
 Affliative leader
- a positive reinforcement and morale boosting style. The leader praises and encourages
the employees, refraining from criticism and reprimand.
 Coaching Leader
- the leader involves the followers in decision making focuses on helping individual
employees build their skills and develop their talents.
 Democratic Leader
- the leader involve the followers in the decision-making process by seeking their
opinion and allowing them a voice in the final decision.
 Coercive Leader
- The leader acts as the ultimate authority and demands immediate compliance with
directions, even applying pressure as needed.
NORMATIVE DECISION THEORY
This approach is intended as a guide in determining the optimum amount of time and group input
that should be committed to a decision.
“ Leaders are challenged not only to make good decision but to decide who decides. At
times the best choice is to involve others in the decision.”
BEHAVIORS AND LEADERSHIP
Leadership is not about personality, it’s about behavior, an observable set of skills and abilities.
JAMES
COMMUNICATIONS KOUZES AND
BARRY LOVE
POSNER
THE LEADERSHIP
CHALLENGE
FIVE PRACTICES OF EXEMPLARY MODEL
1. MODEL THE WAY

- is simply the leader doing, (his, her) expect the followers to do.
2. INSPIRE THE VISION
- the leaders passionately believe they can make a difference.
3. CHALLENGE THE STATUS QUO
- are leaders that look for innovative ways to improve the organization.
4. ENCOURAGE THE HEART
- is a leadership behavior that benefits on both personal and organizational levels.
5. ENABLING OTHERS TO ACT
- is a behavior of a confider leader.
LEADERSHIP EFFECTIVES
LEARN FROM FAILURE

AND SUCCESSES
SETTING SMART GOAL VALUE FEEDBACK
COMMUNICATION SKILLS LEADERSHIP BE ASSERTIVE
CONFIDENCE BUILDING PRIORITIZE

TIMELY
INFORMATION
 To lead a team you need to understand leadership effectiveness and for this, it is necessary to
learn, to understand , to be understood later, if we want to change effectively we must first
change a situation, we must to change effectively, we must first change our perceptions.
 To relate effectively with other people we must learn to listen.
 It is important and effective to act from a low emotional level, give audience and direct of
high levels.
CONTINGENCY MODEL OF LEADERSHIP
 The contingency theory of leadership supposes that a leaders effectiveness is contingent on

whether or not their leadership style suits a particular situation.
CONTINGENCY THEORY OF LEADERSHIP IN THE WORKPLACE
 In the workplace there are dozens of factors that can affect a leaders effectiveness. These
include things like the size of the team, the scope of project and the expected delivery date
for a result. Different leaders, each with unique leadership styles, will respond to these
variables in different ways.
 The contingency theory of leadership is impacted by a range of specific factors in the
average workplace.
 Maturity level of the employees

 Relationship between coworkers
 Work pace
 Management style
 Typical work schedule
 Goals and objectives
 Standards for behavior
 Company policies
 Employees work style
 Employees morale
REFERRENCES:
https://www.scribd.com/document/529179502/Teacher-as-an-Organizational-Leader

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THE TEACHER AS AN ORGANIZATIONAL LEADER

How does leadership works?

What is Organizational Leadership?

TRAIT APPROACH TO LEADERSHIP

List of Leadership Traits

SITUATIONS AND LEADERSHIP

Lets consider a few of the key theories:

HERSEY AND BLANCHRD’S SITUATIONAL LEADERSHIP THEORY

The theory identifies four main leadership approaches:

GOLEMAN’S MODEL OF SITUATIONAL LEADERSHIP

 Pace setting leader

NORMATIVE DECISION THEORY

FIVE PRACTICES OF EXEMPLARY MODEL

1. MODEL THE WAY

LEARN FROM FAILURE

COMMUNICATION SKILLS LEADERSHIP BE ASSERTIVE

CONFIDENCE BUILDING PRIORITIZE

 The contingency theory of leadership supposes that a leaders effectiveness is contingent on

CONTINGENCY THEORY OF LEADERSHIP IN THE WORKPLACE

 Maturity level of the employees

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