TEACHER LEADERSHIP THEORIES - Coggle Diagram
TEACHER LEADERSHIP THEORIES
Great Man Theory
Great leaders are born and not made
Lesser social status had fewer opportunities to practice & achieved leadership roles (contribute to idea that leadership is inherent ability
View that people are born with inherited traits (some traits are particularly suited to leadership)
Personality traits distinguish leaders from followers
Some people with traits that make them natural leaders
Refer to personality, temperaments, disposition & abilities, pysical &demographic attributes
Adaptable to situations
Alert to social environment
Ambitious & achievement - orientated
Diplomatic & tactful
Fluent in speaking
Knowledgeable about group task
Good interpersonal skills
There are individuals in an organization who has sets of leadership traits but they are not leaders
McEwan 10 Traits of Highly Effective Teachers
Mission-Driven & Passionate
Positive & real
A teacher & leader
A mental life
Douglas Mcgregor : Theory X & Theory Y
Managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work.
The team members need to be prompted, rewarded or punished constantly to make sure that they complete their tasks.
A controlled work environment
“Carrot & stick” approach (offer of reward and the threat of punishment)
Leaders behave autocratic, give orders and control the staff in the work processes
Managers have an optimistic, positive opinion of their people.
They use a participative management style and encourage a more collaborative , trust-based relationship between managers and their team members.
Effort in work is as natural as work and play (motivated)
More involved in decision making
People usually accept and often seek responsibility
The role of management = develop the potentials of each individuals and guide them.
Blake & Mouton Management Grid
Concern for People
Leader considers the needs of team members, their interests and areas of personal development
Concern for Production
Leader emphasizes concrete objectives, organizational efficiency and high productivity
Leadership styles associated with Managerial Grid
Country Club/ Accomadating
Status Quo/Middle of the road
Dictatorial / Produce or Perished
Sound or Team
Focus is on how the leader behaves in the leadership process
Leaders are made, not born
A succesful leadership is based on learned behavior
Fiedler Contingency Theory
3 elements that dictate a leader’s situational control:
Task structure (degree to which tasks are clearly explained and structured for workers)
Leader/member relations (degree of trust, respect, and confidence that exists between the leader and the workers)
Positioning power (degree to which the leader possesses inherent power in his or her position)
2 factors that affect the effectiveness of workers:
Leadership style (determine by the LPC* scale)
Situation favorableness (occurs when leader-member relations, task structure & leader position power are high
Hersey & Blanchard Situational Theory
Change their leadership styles based on the maturity of the people they’re leading and the details of the task.
4 MAINS LEADERSHIP STYLE :
Telling / directing
Selling / coaching
Participating / supporting
(1) and (2) focus on the task
4 LEVELS OF MATURITY:
Low maturity : Lack of knowledge, skill or confidence
Medium maturity : Limited skills to complete the task successfully
Medium maturity : More skill but not confident in their abilities
High maturity : High confidence and strong skills
(3) and (4) for developing team members’ abilities to work independently
Based on transactions or exchanges between the leader and the follower. It assumes that the working relationship is one where the leader issues the work, praises or criticizes, rewards or punishes.
Qualities of Transactional Leadership :
Transactional leaders use reward and punishments to gain compliance from their followers.
They are extrinsic motivators that bring minimal compliance from followers.
They accept goals, structure, and the culture of the existing organization.
Transactional leaders tend to be directive and action-oriented.
Transactional leadership is primarily passive.
Rules, procedures & standards are essential
Managerial leadership focus on the role of supervision, organization & group performance
Followers are not encouraged to be creative/find new solutions
Effective in situations where problems are simple & clearly defined
Use personality & relationships to empower the members of their organization to enact change
Leadership style :
Developing the vision(a view of the future that would inspire/excite the followers)
Selling the vision
Finding the way forward
Leading the charge
Inspire others to follow the vision
Create opportunities for people to show flair & take responsibility
Pay attention to concern & development needs of individual followers
Enhance the motivation, morale & performance of followers
Connecting the follower's sense of identity & self to the project & the collective identity of the organization
Being a role model for followers that inspires them & makes them interested
Challenging followers to take greater ownership for their work & understanding the strengths & weaknesses of the followers
Leader articulates vision/values & promotes change for the benefit of the majority
Personal & individual attention
Charisma or idealised influence
Personal & individual attention
Providing values or meaning for people to live by, inspiration to act and motivation to hold oneself accountable.Moral leader is someone who leads to serve. He or she could be someone who leads through persuasion, motivation, self-awareness, and the most important of all: serving people.
5 ways to develop moral leadership :
. Identity a set of values
Manage your ego
Consider diverse groups of people, and include their views
Build consensus, and establish unity
5 instructional leadership priorities of effective principals
defining & communicating the school's educational mission
managing curriculum & instruction
supporting & supervising teaching
monitoring student progress
promoting a learning climate
Intructional leadership : emerged to describe abroad set of principal roles and responsibilities that addressed many of the workplace needs of successful teachers
that addressed many of the workplace needs of successful teachers
ensuring equity and equal educational
opportunities for all learners.
create conditions for effective teaching and learning in their institutions, they provide the necessary resources, they support and motivate their teachers and students
help create and maintain a positive school climate and a culture of peace, tolerance, equity, inclusiveness, cooperation, hard work, order and discipline in their institutions