Leadership Theory and Practice Bronwyn Coulton Professional Practice Manager Northland Kindergarten Association Te amorangi ki mua, te hapai o ki

Transcription

1 Leadership Theory and Practice Bronwyn Coulton Professional Practice Manager Northland Kindergarten Association Te amorangi ki mua, te hapai o ki muri The leader at the front and the workers behind the scenes Both leaders and workers are important.

2 What is leadership?

3 Leadership Theory and Practice In two groups please discuss the following - What outcomes do you want met from today's workshop This can be from an individual perspective and or from a Leaders /Teacher perspective

4 More often than not we take on those roles through osmosis Leadership Theory and Practice As a leader you have responsibility to two types of leadership in your centre 1 Educational /Pedagogical 2 Leadership from a Management perspective

5 Leadership The early childhood profession needs visionary and effective leaders so it can best position itself to meet future challenges Leadership is important because as early childhood leaders you have many responsibilities to many different people tamariki -staff - family- children and the community of users

6 However, effective leadership is not a matter of being a hero, but rather entails acting in ways that support the enablement, empowerment and well being of others in the organisation. ( Sinclair 2007 cited in Rodd pg 13) Leadership

7 Educational Leadership.. is best defined as a process of engagement, the leader engages fellow professionals in best meeting the needs of children and families. In early childhood there is an expectation that leaders will be consultative in their approach.

8 Leadership from a management perspective..is the process of influencing others to engage in the work behaviours necessary to reach organisational goals. Leading includes communicating with others, helping to outline a vision of what can be achieved, giving direction and motivating members to put forth necessary effort. This function also includes encouraging needed levels of change and innovation.

9 Leadership Theory and Practice Leadership from a organisational/management perspective

10 Differences of Hierarchical Levels Most organizations have what is termed a vertical dimension of hierarchal levels looking at this from a decision making process - Through out the any organization each level of management has the same

11 Top Line Managers At the top of the hierarchical level we have the person who is responsible for the whole organisation/business owner. Responsible directly for the performance of the middle managers oversees organisational planning Work with middle managers to implement planning Maintain control over organisation

12 Middle Managers Directly responsible for front line level of staff Implementing overall organisational plans to achieve organisational goals Have some form of autonomy but greater responsibility

13 First Line Managers Managers at the lowest level of the hierarchy who are directly responsible for the work of operating employees First line managers are vital to the success of the organisations goals They are responsible for smooth daily operations face of the business

14 Planning - Organising Leading - Performing Though the same managerial process applies at all hierarchical levels the emphasis varies Responsibilities are the same - outcomes are different This can also be translated into technical skills for instance the technical skills of a front line leader is more important than those of the top line manager the middle manager needs a mix of both technical

15 Use of management functions at different hierarchical levels

16 the links between all levels is all levels need strong that.. human skills to get things done through people all levels require a range of technical understanding/skill base in some instances promotions are given to people who have the best technical skills with little weight given to human skills.

17 Leadership from within Organisational Structure

18 In small groups or with the person next to you With the person beside discuss who is a leader that inspires you most Why this person What attributes do they have that makes them a great/good/effective leader.

19 Leadership Theory and Practice Leadership from a management perspective considers the following theories - Situational Leadership theory Path Goal theory of Leadership Transformational Leadership and Transactional Leadership

20 Situational Leadership Theory (Heresy and Blanchard 1988) Their theory is based on the idea that leader behaviors must change based on one situational factor the readiness of followers The theory focuses on two behaviors Task behaviour Relationship behaviour

21 Task and Relationship Theory Behaviour Task = Is how much the leader spells out duties and responsibilities of a person or group. It includes telling people what to do, when to do it where to do it and who is to do it. Relationship = how much the leader uses two way or multi way communication. It includes listening, facilitating, and supportive behaviors

22 To determine the combination of a leader behaviors for a situation under situational leadership theory a leader must assess follower readiness. This is the ability and willingness of followers to accomplish a task. (ability) ( job readiness) includes ability skill knowledge and experience (Willingness) (psychological readiness) consists of confidence commitment and motivation to complete a task.

23 Telling is used in low readiness situations with followers unable and unwilling or to insecure to be responsible for a given task. The telling style means giving people directions on what to do and how to do it Selling is used for low to moderate readiness with followers unable to take responsibility but willing or confident enough to do so. The selling style gives specific directions but supports individual willingness and enthusiasm. Participating is used for moderate to high readiness with followers able to take responsibility but unwilling or to insecure to do so. Since they can perform a supportive participating style emphasizing two way communication and collaboration is most effective.

24 Path Goal Theory of Leadership The path goal theory explains how leader behaviour can influence staff motivation and job satisfaction situational leadership is considered to sit in this theory It is called Path Goal as it focuses on how leaders influence staff perception of work goals and paths to achieve both work performance and personal goals.

25 Leader behaviors we would expect to see Directive leader behaviour means letting staff know what is expected of them, guiding work methods developing work schedules identifying work evaluation standards and showing the basis for outcomes or rewards. Supportive Leader Behaviour means showing concern for staff status, well being and needs, doing things to make work more pleasant and being friendly and approachable. The behaviour is similar to relationship oriented or considered behaviour. Participative Leader Behaviour is characterized with sub ordinates, encouraging their suggestions and carefully considering their ideas in decision making

26 Transactional Leaders Leaders who motivate staff to perform at expected levels by helping them recognise task responsibilities, identify goals, acquire confidence about meeting desired performance levels and understand how their needs and the rewards they desire are linked to goal achievement.

27 Transformational Leadership Leaders who motivate individuals to perform beyond normal expectations by inspiring staff to focus on broader missions transcending their own immediate self interests, to concentrate on intrinsic high level goals rather than extrinsic lower level goals, and to have confidence in their abilities to achieve the extraordinary missions articulated by the leader.

28 Transactional leaders motivate staff to perform as expected transformational leaders motivate individuals to perform above expectations by inspiring them to focus on broader goals transformational leadership does not replace transactional leadership it supplements it with three significant factors charisma, individualized considerations and intellectual stimulation.

29 Being Valued

30 As a leader you have to cultivate a caring environment that drives employee engagement Doug Conant Former CEO Campbell Soup

31 Traits of a good leader Flexibility Sense of humour Patience Resourcefulness Positive regard technical competence A desire to lead but not to seek power Honesty Integrity If you go back to who inspires you as a leader respect is something you earn - it is not a given and its hard work

32 What next - where to next

33 He aha te mea nui o te ao? He tangata! He tangata! He tangata! What is the most important thing in the world? It is people! It is people! It is people!