strategic & transformational leadership
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Strategic & Transformational Leadership. Christina Budi Setyaningrum . Surfer. Surfer learn surfing perfected them not considered bigger picture & outside environment Surfer - PowerPoint PPT PresentationTRANSCRIPT
STRATEGIC & TRANSFORMATIONAL
LEADERSHIPChristina Budi Setyaningrum
SURFER
Surfer learn surfing perfected them not considered bigger picture
& outside environment Surfer kept trying whatever came into his
mind, without stopping to reflect & learn from each attempt
He is highly disciplined & he becomes purposeful & deliberate, clearly
understanding his actions
STRATEGYFive Concept: Idea of direction-setting
Planning Not involved in the detailed day-to-day-
activity but is considered with the broad major dimensions of the organization
A medium to longer term time framework
A template against which to set shorter term planning and activities
LEADERSHIP
A process of influence leading to the achievement of desired purposes.
It involves inspiring and supporting others toward the achievement of a vision for the school which is based on clear and professio values.
WHAT STRATEGIC LEADERS DO Direction Setting Translating strategy into action Aligning the people and the organization
to the strategy Determining effective intervention
points Developing strategic capabilities
DIRECTION SETTING Scan hal 12
TRANSLATING STRATEGY INTO ACTION
ABCD Approach
Oral, Written, Structural
ArticulateStrategy
BUILDImages, metaphors,experiences
Dialogues-Conversations, Cognitive/mental map, shared understanding
Create
DEFINEStrategic perspective, Outcome orientation,
Formal plans
ALIGNING THE PEOPLE AND THE ORGANIZATION TO THE STATEGY Scan hal 15
DETERMINING EFFECTIVE INTERVENTION POINTS – THE RIGHT THINGS AT THE RIGHT TIME
Leaders:When..Knowing what..Knowing when...Knowing what not to do...
DEVELOPING STRATEGIC CAPABILITIES Analogy of a tree
FOUR APPOACHES TO IMPLEMENTo Strategic Planningo Emergent Strategyo Intrepreneurship or decentralized
strategyo Strategic Intent
CHARACTERISTICS STRATEGIC LEADERS DISPLAY
Strategic leaders have a dissatisfaction or restlessness with the present
Strategic leaders prioritize their own strategic thinking and learning
Strategic leaders create mental models to frame their own understanding and practice
Strategic leaders have powerful personal and professional network
A MODEL FOR STRATEGIC LEADERSHIP Scan hal 24
TRANSFORMATIONAL LEADERSHIP Transform means to change completely
or essentially in composition or structure
All transformational approaches to leadership emphasize emotions and values, and share in common the fundamental aim of fostering capacity development and higher levels of personal commitment to organizational goals on the part of leaders’ colleagues
Not necessarily allocated to those occupying formal administration positions.
Power is attributed by organizational members to whomever is able to inspire their commitments to collective aspirations, and the desire for personal and collective mastery over the capacities needed to accomplish such aspiration.
THE ORIGINS OF TRANSFORMATIONAL
APPROACHES TO LEADERSHIPAcademic Origins
Downtown (1973):Current conception of transformational
leadership award varying amount of importance to charisma, with school based conceptions tending to award it least importance.
Burns (1978):Transformational leaders appealed to the
personal goals and values of their organizational colleagues and worked to both elevate and transform those goals and values in the collcetive interest.
Bass Bryman
PRACTICAL/ORGANIZATIONAL ORIGINS In this new downsized, globalized, highly
competitive environment, new form of leadership were needed which could rekindle employees’ commitment to the organization, help develop the capacities needed for this brave new world and encourage greater effort on behalf of the organization.
APPLICATION TO SCHOOLS Late 1980s and early 1990s, schools
were beginning to be squeezed in ways they had rarely experienced in the past.
This squeeze brought with it the same potential for erosion of educators’ loyalty and commitment
School were being asked to do more-much more and to do more with less.
Tools to close the gaps: Creating quasi market Restructuring schools in order to increase the
voice of parents in school decision Legislating additional or different course
completions for secondary students Setting higher curriculum standards Introducing high stakes testing programmes
that may be used as the basis for grade promotion and/or judging the quality of a school performance
PRACTICES ASSOCIATED WITH TRANSFORMATIONAL
LEADERSHIPTransformational leadership as a distinctly
unique set of practices.Non- school perspectives Charisma Inspirational leadership Individualized consideration Intellectual stimulation
School – based perspective; Depends not all on charismatic practices or
leader characteristics Assumes wide distribution of its practices and
function across roles within and outside the school
Takes the creation of opportunities for collaborative work among staff as a major challenge to be addresed
Acknowledges the interdependent relationships among leadership and managerial activities
Works toward the creation of roles in schools for parents and members of the community as partners and co-producers of student learning
THREE BROAD CATAGORIES OF LEADERSHIP PRACTICESSetting directions helping staff to develop shared understanding
about the school and its activities as well as the goals that undergrid a sense of purpose or vision
Developing peopleThe directions contribute to the
capacitiesmembers often need in order productively to move on those directions
Redesigning the organizationTransformational leaders create conditions in their
school which support and sustain the performance of administrator and teachers, as well as the students.
EFFECT OF TRANSFORMATIONAL SCHOOL
LEADERSHIPMarks and Printy report significant contribution to
classroom instruction of both instructional and transformational approaches to leadership on the part of principals
Leithwood dkk found that transformational school leadership practices explained a small but significant amount of variation on students’ engagement in school
Sillin found that significant contributions of transformational leadership to both student and organizational learning in school
Geijsel dkk reportes significant effects of such leadership on teachers’ levels of effort and commitment