leadership paradigm

5/22/2018 Leadership Paradigm

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Presented by:

THE KULIM RANGERS

Shazlina

MunazmiHairi


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Our leadership experiences are coloured by the peoplewho have the biggest infuences in our lives.

Our fathers taught us to have respect to all around us,

to have courage to stand our ground, to have disciplineto pursue our goals in life and to have faith whenthings are falling apart.

While our mothers taught us the greatness of love, the

importance of trust and the significance ofunderstanding.


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In addition, our teachers showed us the effects of nothaving the right skills, not behaving the right way andnot knowing where youre going.


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One picture tells a thousandstories.
http://localhost/var/www/apps/conversion/tmp/scratch_4/trad-climb.wmv


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A risky, challenging, adrenaline-driven and dangeroussport.

Divided into different types of climbing, Traditional

(Trad), free-solo, sport, bouldering, ice climbing, etc. Requires emotional and physical strength, control and

finesse (Brain, 2003)

Have different levels of difficulties, depending on the

routes or paths of the climb. Needs skills, experience and special equipment such as

Pros, camming device, harness, belay rope, etc.


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The basis of our leadershipparadigm.

Trad rock climbing isadventure climbing done

without pre-placed anchorsand protection gear.

Involves two or moreclimbers, leader andbelayer(s).

Leader climbs and putprotection gears for thebelayer while the belayerbelays the rope to avoidleader from falling.


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Focuses strongly on exploration and appreciating thenature

Success of the climb is not about being able to reach

the top, but on being able to handle the emotional andphysical limitations while progressing.

Collins (2003) stated climbers either faced fallure orfailure.

Climbers have certain skills:- leading and findingroutes, placing removable gear, managing rope,decision-making, and anchoring.


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All climbers have to able to lead the climb everyonesa potential leader.

The leader elected by the other climbers based on

experience and knowledge of the climbing routes, andfamiliarity with level of difficulties and type ofsurfaces.

Leader and belayer(s) need to have total trust and a

strong bond among each other. Follows certain code of ethics, leader must not fall

and leave no trace (Green, 2013).


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Northouse (2010)

Leadership in an organization can be defined as:

a process to influence others to achieve the

organizations goals and deliver its vision. Since it is focused on visionits all about the

future focus

Seek to find new opportunities for individual &organization to become successful


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Transformational Leadership

Developed by Downton (1973) popularity is due to theemphasis on intrinsic motivation & follower development.

Fits the need of TRC climbers need to be inspired andempowered to suceed in times of uncertainty. (e.g:different route difficulties, treacherous hill & slopes andharsh weather)

TRC leaders need to have a high set of values & a self-

determined sense of identity a role model for other teammembers ( adapt to changes & learn to control theiremotion, values, ethics and standards.)


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A distributed leadership is primarily concerned withmobilizing leadership at all levels in the organisationnot just relying on leadership from the top(Northouse, 2010)

Similar to TRC, everyone in the team has the sameskills & power as both the leader & the belayer.

There will be no permanent anchor with absolute or

certain power leading the rest of the climbers. Equalinteractions between all, rather than the actions of anindividual leader.


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Showing a strong trait of a Cowboy leader TRCclimbers strongly believe in their code of ethics thatinclude leader must not fall (Green, 2013) and notrace while climbing. (cowboyethics.org)

In this code, doing the right thing is not somethingyou can mandate or legislate, it can only be inspiredthrough their belief that is to be safe all the time &preserving the nature.


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Greenleaf (1977) a leader is a servant first, an attitudethat flows from a deep rooted, natural inclination toserve others.

Similar to TRC a leaders main concern is to make

sure that the safety of his team is guaranteed. A leader also incorporates trust by allowing others to

share responsibilities and opinions during theexpedition to ensure everybodys safety.

Another crucial element encourage, support &enables subordinates to unfold their full potentials &abilities in TRC.


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Northouse (2010) path-goal leaders should act invarious situations if they want to be effective.

Especially true in TRC a leader should inform thesubordinates on when to be directive, supportive,participative or achievement oriented as there arevarious obstacles or rock surfaces they have to faceduring expedition.

Besides that, a leader needs to continuously assess theteam members & the task they are about to perform.


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Northouse (2010) Leadership is a process whereby anindividual influences a group of individuals to achievea common goal.

It is not a linear, one-way event, but rather andinteractive event.

However, your success may depend on how well yourleadership characteristics match those that your group

values. If trust is a quality that is highly valued, then aleader must be viewed as a trustworthy person.


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Influence & inspire must be able to influence &inspire people to accomplish a goal, or an objective ofan organization.

Visionmust be visionary & have a clear sense ofpurpose for the organization.

Trusta leader must be trustworthy; can be measuredfrom the trust & confidence the subordinates have on

the leader.


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Communicationthe vision, goals, knowledge &technical expertise must be clearly communicated andimparted to all the people in an organization.

Intuitioneffective leaders are intuitive or possessinstinctive knowledge to make successful decisions.


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Introducing our paradigm


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Definition: A process in which a person connects withothers through mutual understanding, shared skills andgreat sense of trust.

Success is determined by how they work towards theshared goals rather than the goals itself.

Goals only achieved when everyone in the team reaches thetop.

Leaders and followers developed great sense of trust.Leader trusts the followers skills and followers trust theleaders decision.

The leader fulfill and satisfy the followers need byproviding clear path, motivations, initiating changes in

ways of working, consulting the followers when situationsdemanded.


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Influences his followers with expert power skills andknowledge on the work to be done and the goals toachieve.

Acquires 4 leadership styles (Goleman, 2000)

authoritative, democratic, affiliative, and coachingstyles.

These styles promotes positive working atmosphere,trust, commitment and loyalty among the followers

and towards the leader. Able to communicate, create strong emotional bond,

and motivate the followers towards achieving thegoals.


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Authoritative sets clear goal and visions. Exudes self-confidence and empathy Becomes the agent of change

Makes planned or drastic decisions to ensure teamssurvival

Democratic

Empowers the followers in decision-making process Trusts the followers ability as strong supporters Encourages followers creativity and freedom while

working towards the goals.


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Affiliative Holds the principle People come first (Goleman, 2000) Values individuals and their emotions than reaching the

goal

Urges followers to give their best and put their safetyand needs as priority. Create harmony and strong emotional bond with

followers. Communicate, share ideas and inspirations Doesnt have strict rules that limited followers

capabilities Masters in building sense of belonging


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Coaching Expert in tackling the challenges Helps members in identifying personal strengths and

weaknesses. Inspires and envisions the followers to try new ways

Delegates the members to work on challenging tasks Assists and facilitates members to develop long-term

development goals and the plans to attain them. Holds the principle the way you work towards the goal is a

goal in itself emphasis on efforts executed to reach the goalthan the goal itself.

Provide meaningful feedback and instruction Compromise short-term failures as long as learning is

involved in the process.


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Followers have:- High sense of trust among members and towards the leader High commitment to the job and the teams survival Great sense of belonging Clear view of the goals and the ways to achieve them

Parts in decision-making when needed Potential to become leaders themselves Great collaboration among team members Opportunities to demonstrate creativity and freedom in

working towards the goals. Abilities to acquire necessary skills and knowledge by

learning from mistakes. Intense loyalty towards the team, the teams goal and the

leader.


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The leader initiates the journey, maps out route

The followers follow according to route

Leader and followers help each other out

Teamwork is based on good rapport between teammembers

Rope = bond of trust


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The Schools Goals

The Principal

(Leader)

The Teachers(Belayers)

The Challenges:

Surrounding/environmentClassroom/facilitiesStudentsRulesTechnology

Relationship/Trust(Rope)


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The principal acts as the leader, while the teachers arethe belayers (followers)

The surface of the rock (climbing route) thepath/challenges that both principal and teachers haveto take - it can be easy or difficult.

The principal and teachers have to help each other(both parties have skills & techniques) - teamwork

To reach the goals, both principals and teachers haveto climb need relationship based on trust (bond)

Goals are shared top of the climb


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Identify Milestones

Check Progress

Adapt to Changes

DefineRoutes

Set Aim

Shared Achievement


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A TRC leader will:

Have good starting point

Know when to start and how to start

Projected clear aims/goals to his followers

Able to communicate with followers

Realize that bigger goals usually start withsmaller, attainable goals


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A TRC leader will:

Give clear instructions

Move followers towards common goals

Have well planned routes to achievecommon goals

Create bond of trust with followers.


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A TRC leader will: Be prepared

Have contingency plans in case things go

wrongAdapt to changes when the situation

demands it

Trust followers to make important decisionsfor the good of the organization


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A TRC leader will:

Check (from time to time) the peoplebehind you/teachers

Improve on skills and techniques

Create accountability among followers

Improving teamwork among members


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A TRC leader will:

Place attainable goals smaller steps to achieve biggeraims

Give credits to followers for their contribution Appreciate individual strengths and abilities

Utilize individual strengths and abilities to achievecommon goals


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The Ministry of Education

Provide trainings to develop skills and techniques toBOTH school principals and teachers

Support effort made by school principals Provide resources (financial, material) to facilitate

schools to achieve common goals

Acknowledge weaknesses & potential problems.

Improve on weaknesses


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The School Principal

Communicate clear school goals

Have good rapport with teachers/trust

Know the strengths and weaknesses of teachers Know how to use those strengths

Provide trainings to improve weaknesses

Open to different approaches/paths

Understanding

To reflect on progress


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The Teachers

Have skills and techniques

Understand their responsibilities (accountable)

To give and earn respect To know strengths and work on weaknesses

To be prepared to make decisions

To work together as a group


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To have well-defined goals

To have well-structured plans to achieve goals

To create bond of trust among followers

(communicate) To appreciate followers (respect & trust)

To have skills and techniques

To be prepared to adapt to changes

To always check the progress of followers

To acknowledge weaknesses & work on them

To trust followers to make decisions


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Trust

Respect

Accountability

Discipline

CompassionLeader

Interaction

Motivation

Be Ready


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Trust to create bond based on trust Respect to give and earn respect

Accountability to be responsible team player

Discipline to have good values & ethics Compassion to have passion in work

Leader to set good example

Interaction to get to know followers

Motivation to influence others

Be ready to be prepared


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Government provide support (e.g: provideprofessional development funding as

well as workshops on TRC for staffmembers & teachers)

- use TRC as guidelines in organization

especially when selecting new leaders School management send teachers for courses on TRC

- use TRC as guidelines whenchoosing head of departments/when looking at teachers overallperformance.

Community (parents/ stakeholders)- provide support (e.g. funding)- acknowledge TRC as part of school culture

leadership paradigm

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