D016 Leadership Foundations and Ethics Complete Set.
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Course
D016 Leadership
Institution
D016 Leadership
D016LeadershipFoundationsandEthics
CompleteSet.
Transformational Leadership - individual consideration - personal attention to members
who seem neglected
intellectual stimulation - followers to think of old problems in new ways
inspirational motivation - high performance expectations
These ar...
D016 Leadership Foundations and Ethics
Complete Set.
Transformational Leadership - individual consideration - personal attention to members
who seem neglected
intellectual stimulation - followers to think of old problems in new ways
inspirational motivation - high performance expectations
These are referred to as the "Four I's" of transformational leadership
Laissez-faire - A leader who allows staff to determine how they will achieve goals and
perform job functions has which leadership style
Authoritative Leadership Style - Gives direct, clear, details instructions as to what, when,
and how work is to be done
Optimizer - In solving a problem searches for optimal solution
Cognitive Dissonance Theory - the theory that we act to reduce the discomfort we feel
when two of our thoughts are inconsistent. For example, when our awareness of our
attitudes and of our actions clash, we can reduce the resulting dissonance by changing
our attitudes
Chain Network Structure - A communication network in which information is passed from
member to member, from one end of the chain to the other
Mavens - work well with others and are problem solvers
The Reflective - Strive to avoid conflict. They are concerned with interpersonal
relationships and communicate in a manner that will not offend others. They are excellent
listeners and are likely to say nothing rather than say something that causes conflict.
The Magistrate - These leaders combine aspects of the Noble and Socratic styles. They
communicate in a domineering manner, displaying an air of superiority. These individuals
tell you exactly what they think and will go into great detail to get their point across.
,The Candidate - Combine aspects of the Socratic and Reflective styles. They display a
warm and supportive disposition, communicating in a very likable manner. However, they
are analytical and chatty, providing a great deal of information.
The Senator - These leaders have skillfully developed both the Noble and Reflective
styles of communication. The two styles are not mixed; rather, the leader skillfully moves
between the two as the situation warrants.
Communication Accommodation Theory - The view that individuals adjust their verbal
communication to facilitate understanding.
Instructional Impact Team - Principal, instructional coach, a professional school
counselor, a special education teacher, and a regular education teacher.
Eight research-based functions:
reviewing, analyzing, and using student achievement data
setting and monitoring benchmarks and result indicators
creating action plans based on data analysis and overseeing the implementation of those
plans
sharing interpretations of the data with others and providing support for the use of the data
in the school
communicating and celebrating student achievement with the entire school community
assisting in the professional development of those who use the data in the school
monitoring student achievement on an ongoing basis using an effective, systematic
approach
regularly reflecting on the data and the instructional practices and adjusting accordingly.
Adaptive Challenges - Force a response outside of the current know-how or expertise.
They cannot be addressed through current structures, organizational designs, or stories
about a community.
externally imposed change - happens either because of district or state mandates or
because of other external factors, such as an unforeseen turnover in staff or a significant
change in the school population
, Internally driven change - Deliberately-chosen pathway within the school community, as
the principal and other school leaders see a significant disconnect between the school's
vision and mission on the one hand and its current state on the other
Change Manager Action Steps - 1. Engage stakeholders and build strong coalitions
2. Design and Implement a Plan
3. Communicate Effectively Throughout the Change Process
8 elements of action for a change leader - 1. Understand the Nature of the Change
2. Make the Case and Create Urgency
3. Begin with a Vision for Change and Communicate it
4. Create Coherence
5. Understand How Change Affects Others
6. Spread Success
7. Incorporate Change into the School Culture
8. Focus on Personal Leadership
Appreciative Inquiry (AI) - focuses on finding the best in people and working together to
achieve a jointly constructed and shared purpose, vision, and goal.
Discovery
Dream
Design
Destiny
AI is suggested to result in transformational change only if it addresses problems of real
concern of staff. Identifying the negative may not be preferred but it may still have a place
in the overall AI and leadership process.
Constructivist principle - this principle, is to know and understand an organization as a
human construction, as ever changing, and is 'how' one knows an organization
Principle of simultaneity - the questions we ask and the changes we make are not
separate moments but are considered to be simultaneous.
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