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Leadership: Whats the Big Idea The Leadership Journey

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... the Big Idea? The Leadership Journey. Linda Gojak. President, NCSM ... Rosalynn Carter. Think of someone in your life for whom you would 'walk through walls' ... – PowerPoint PPT presentation

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Title: Leadership: Whats the Big Idea The Leadership Journey


1
Leadership Whats the Big Idea?The Leadership
Journey
  • Linda Gojak
  • President, NCSM
  • www.jcu.edu/cmsett
  • lgojak_at_jcu.edu
  • CMC South
  • November 3, 2006

2
Food for Thought
Being in power is like being a lady. If you
have to remind people that you are, you
arent. Margaret
Thatcher
3
What is Leadership?
  • The skill of influencing people to work
    enthusiastically toward goals identified as being
    for the common good.
  • Skill -- a learned or acquired ability
  • Influence -- affect someones thinking and/or
  • actions

4
"A leader takes people where they want to go. A
great leader takes people where they don't
necessarily want to go, but ought to
be. Rosalynn Carter
5
  • Think of someone in your life for whom you would
    walk through walls.
  • What are the qualities of character that this
    person has?

6
  • Honest, trustworthy
  • Good role model
  • Caring
  • Committed
  • Good listener
  • Treats people with respect
  • Positive, enthusiastic

7
  • Are we born with these qualities or are they
    learned behaviors?
  • To some degree we have all of them -- some more
    so than others. We must choose and work to
    strengthen these qualities in ourselves if we are
    to be effective leaders.

8
Two dynamics in working with people and getting
things done
  • TASKS
  • RELATIONSHIPS
  • You cannot focus on one at the expense of the
    other

9
Power vs. Authority
  • Power - ability to force or coerce someone to do
    your will because of your position of might
  • Authority -- getting people to willingly do your
    will because of your personal influence

10
Effective Leaders
  • Have a purpose or mission
  • How will you benefit the students?
  • Have identified values
  • What do you stand for?
  • How will you accomplish your mission?
  • Have measurable goals
  • What specific steps will you take to reach your
    mission?
  • How will you know when you are there?

11
Levels of Change
  • Knowledge
  • Providing information
  • Attitude
  • How people feel about that knowledge
  • Behavior
  • How people act about making the change
  • Organizational
  • Attempting to influence the knowledge, attitude
    and behavior of multiple people

12
Why Change Is So Difficult
  • People feel awkward when confronted by change
  • Tell them what to expect
  • People feel alone -- even if everyone else is
    going through the same change
  • Structure activities and create involvement
  • Encourage individuals to share ideas

13
Why Change Is So Difficult
  • People will think first about what they have to
    give up
  • Dont try to sell the benefits of the change
    effort initially
  • Let people mourn their perceived losses
  • Listen
  • People will think they can only handle so much
    change at once
  • Set priorities on which changes to make
  • 10 per year is realistic for most people

14
Why Change Is So Difficult
  • People will be concerned they dont have enough
    resources (time, money, skills) to implement the
    change
  • Encourage creative problem solving
  • Work with those who control the resources
  • People are at different levels of readiness
  • Recognize that some people are risk takers and
    others will take longer to feel secure
  • Acknowledge the feelings and find ways to support
    those who are more reluctant to change

15
Why Change Is So Difficult
  • If pressure is taken off, people will revert to
    old behaviors
  • Keep people focused on maintaining the change and
    managing the journey
  • Work with other leaders to keep the mission in
    front of people
  • Focus on goals
  • Recognize and celebrate successes

16
  • The key to leadership is to
  • accomplish the task while
  • building relationships.

17
Steps to Purposeful Leadership
  • Diagnose the development level of each person you
    are leading

18
Developmental Levels
  • Enthusiastic Beginners
  • High level of commitment, low level of confidence
  • Inexperience
  • Disillusioned Learners
  • Some experience and competence
  • Reduced level of commitment and enthusiasm due to
    some failure during the learning process or
    realization that the task is more difficult they
    they thought

19
Developmental Levels
  • Capable but Cautious
  • Moderate to high level of competence
  • May have lost some enthusiasm or confidence
  • Cautious in applying the change on their own
  • Peak Performers
  • Self reliant achievers
  • Highly competent and highly committed to change

20
Steps to Purposeful Leadership
  • 2. Flexibility in Leadership Style

21
Fexibility
  • Directive Leadership
  • Telling people
  • what to do,
  • when to do it
  • where to do it
  • how to do it

22
Flexibility
  • Supportive Leadership
  • Listen
  • Encourage
  • Praise progress,
  • Facilitate interactions
  • Involve people in decision making

23
Four Leadership Styles
  • Directing
  • provide specific directions about roles
  • track performance in order to provide frequent
    feedback on results
  • Best used with enthusiastic beginners
  • High direction, low support -- leader decides

24
Four Leadership Styles
  • Coaching
  • explain why
  • solicit suggestions
  • praise progress that is approximately correct
  • continue to direct task accomplishment
  • Best used with disillusioned learners
  • High direction, high support (lets talk and
    decide or leader decides)

25
Four Leadership Styles
  • Supporting
  • facilitate interaction with others,
  • listen to people, draw them out,
  • encourage and support
  • provide little direction
  • Best used with capable but cautious performers
  • High support/low direction (lets talk and you
    decide)

26
Four Leadership Styles
  • Delegating
  • facilitate interaction with others
  • listen to people and draw them out
  • encourage and support
  • provide little direction
  • Best used with peak performers/self reliant
    achievers
  • Low direction/low support (you decide)

27
Situational Leadership
Coaching
Supporting
Supportive Behavior
Delegating
Directing
Directive Behavior
28
Steps to Purposeful Leadership
  • 3. Partnering for Performance

29
Partnering for Performance
  • Determine with people how to work together in a
    way that people can accomplish their goals
  • Follow through on any agreements
  • Determine the right leadership for the right
    developmental level.

30
Building Relationships
  • Trust -- letting go
  • Respect -- feelings must align with actions
  • Focus on the needs of others

31
The Journey
  • If you do not change your
  • direction, you will end up
  • exactly where you are headed.

32
Journey to Servant Leadership
  • Leadership
  • Authority
  • Service and Sacrifice
  • Love
  • Will

33
  • Will
  • aligning our intentions with our actions
  • making choices
  • Love
  • how we behave toward others , rather than how we
    feel about others

34
Love (behavior) and Leadership
  • Patience showing self control
  • Kindness giving attention, appreciation and
  • encouragement
  • Humility being authentic, without arrogance
  • Respectfulness treating all others as
    important
  • Selflessness meeting the needs of others
  • Forgiveness giving up resentment when wronged
  • Honesty being free from deception
  • Commitment sticking to your choices

35
  • A leader of authority is called upon to make many
    choices and sacrifices.
  • When we choose to extend ourselves by serving
    others, we will build influence.

36
  • As we continue on the journey of leadership in
    order to become a servant leader, we may have to
    adjust our course by even a few degrees.
  • A few degrees may not make a big difference on a
    short journey, but for the long journey of life,
    it may put you in a completely different place.

37
The person who says it cannot be done should not
interrupt the person doing it.... Chinese Proverb
38
To lead people, walk beside them ... As for the
best leaders, the people do not notice their
existence. The next best, the people honor and
praise. The next, the people fear and the next,
the people hate ... When the best leader's work
is done the people say, 'We did it ourselves!
Lao-Tsu
39
RememberThe definition of insanity is
continuing to do what you have always done and
hoping for different results.
40
Let your journey begin today.
41
  • NCSM Leadership in Mathematics Education
    ncsmonline.org
  • Powerpoint slides
  • lgojak _at_ jcu.edu
  • www.jcu.edu/CMSETT
  • The Servant, A simple story about the True
    Essence of Leadership by James C. Hunter
  • The Servant Leader by Ken Blanchard and Phil
    Hodges
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