Week 6 26 April 2017

Week 6    26 April 2016

Leadership Theories and Styles

Discussion about what we see make a good leader.
Assignment a smaller change initiative may be easier to write about rather than a bigger task.  Provide evidence where possible or more than one theory and leadership attribute and style.  Look at something that has happened to analyse.  Look at sports planning within the school and how successful then moving on to using the site for future.
David Parsons -  Leadership theories

Use cite button on Google scholar which has direct APA referencing

Situational leadership need to say according to whom in quote In assignment remember to reflect on our own style of leadership.  What style did I use to make it a succeed of fail

Leadership theory vs leadership style - How do they relate to practice.  It is important to say that we either agree or disagree with the statements.

Leadership Theories

As time has progressed a number of leadership theories have emerged which deal with various styles and methodologies about leadership. These theories could be labelled in four broad headings; namely the Trait theories, Behavioral theories, Contingency theories and the Power and Influence theories. In 1922, Max Weber (see Weber, 1978) identified three kinds of leader/follower relations; traditional, bureaucratic and charismatic. He also noted that they occur in combination, and there may be gradual transitions between these types. Since then, much has been written about types of leadership. Some examples of leadership theories relevant to education include

• Transactional
• Transformational
• Pedagogical
• Distributed
• Servant (Agile)
• Tū Rangatira
• Situational

Burns (1978) outlined the original ideas for both transactional and transformational leadership. He stated that both are 'moral' forms of leadership, as opposed to 'amoral' power-wielding.

Bass & Riggio (2006) developed their transformational leadership theory based on Burns' original ideas. This has been the one many of our students have found interesting to reflect upon in their Leadership 1 assessments. According to this theory, transformational leadership can be defined based on the impact that it has on followers. 

Providing a different perspective, Tū Rangatira: Māori Medium Educational Leadership (Ministry of Education, 2010) presents a model of leadership that reflects some of the key leadership roles and practices that contribute to high-quality educational outcomes for Māori learners. It focuses on leadership practices, providing insights into how effective professional development programmes can work towards strengthening leaders’ capabilities, growing capacity and sustaining exemplary leadership in the Māori medium education sector. Its message is not, however, limited only to kura. "Contemporary times call for innovative thinking. This visionary role of leadership entails understanding the past, recognising the present and envisioning the future, to bring about optimal education and life outcomes for learners.” (p.24).

Leadership Styles

During this week's lesson we'll also introduce some views on different leadership styles. Keep in mind that the styles are often drawn from the theories, so from your assessment point of view get your justifications from the theories and link them to the styles you used. 

Complete the University of Kent online quiz about your typical leadership styles When you have finished record your results and thoughts for later use (Leadership 1 & 2 Assessments).

Based on a three-year study of over 3,000 executives, Goleman, Boyatzis & McKee (2013) identified six different leadership styles

• Pace-setting leaders expect excellence and self-direction, and can be summed up as ‘Do as I do, now’. The Pace-setter very much leads by example, but this type of leadership only works with a highly-competent and well-motivated team.
• Authoritative leaders move people towards a vision, so are often described as ‘Visionary’. This style is probably best summed up as ‘Come with me’. It is the most useful style when a new vision or clear direction is needed, and is most strongly positive.
• An Affiliative leader values and creates emotional bonds and harmony, believing that ‘People come first’. Such leaders demonstrate empathy, and strong communication skills, and are very good at building relationships. This style is most useful when a team has been through a difficult experience, and needs to heal rifts, or develop motivation.
• The democratic leader builds consensus through participation, constantly asking ‘What do you think?’, and showing high levels of collaboration, team leadership and strong communication skills. This style of leadership works well in developing ownership for a project, but it can make for slow progress towards goals, until a certain amount of momentum has built up.
• A coaching leader will develop people, allowing them to try different approaches in an open way. The phrase that sums up this style is ‘Try it’, and this leader shows high levels of empathy, self-awareness and skills in developing others. A coaching style is especially useful when an organisation values long-term staff development
• Coercive leaders demand immediate obedience. In a single phrase, this style is ‘Do what I tell you’. These leaders show initiative, self-control, and drive to succeed. There is, of course, a time and a place for such leadership: a battlefield is the classic example, but any crisis will need clear, calm, commanding leadership.

Leadership Attributes

There are many personal characteristics that may be identified as aspects of leadership. However it may be helpful to explore some of the attributes identified within various categories that we have introduced on the course previously. These include:

• Key Competencies (e.g. relating to others)
• 21st Century Skills (e.g. real-world problem-solving and innovation)
• Growth Mindset (e.g. resilience)
• Adaptive Competence (e.g cultural awareness)
• Emotional intelligence (e.g. social skill) 
• World Economic Forum (2015) character qualities (e.g. initiative)

Emotional Intelligence:  Why are the attributes of emotional intelligence so important for successful leadership?

Sympathy/Empathy/Compassion

Digital 3D Modelling and Printing

3D modelling is no longer the domain of visual effects artists and animators. Due to the increased availability and affordability of computers and laptops in the classroom and the abundance of free 3D creation software the opportunity to bring these technologies into the classroom has never been greater.

3D printing is a lot more than just a niche technology. Over the past few years 3D printers have started to appear within a broad range of industries from medicine, manufacturing, engineering, aerospace, retail, mechanical engineering, dentistry and food science.

As with the launch of social media more than a decade ago, 3D printing is a rapid disruptor experiencing exponential uptake. By the time our students enter the workforce there is a high likelihood that 3D printers will be as commonplace as household ink printers. Using basic design skills 3D printing can be used to trigger new learning and acquire new skills.