D016- Leadership Foundations and Ethics

D016- Leadership Foundations and Ethics Mission Statement - ANS short sentence that defines the schools, goals, philosophies, and purpose Vision Statement - ANS description of what the school would like to achieve or accomplish in the future Core Values - ANS serve as a basis for traits and descriptions of how individuals should act and what to base their decisions on Conversational Leadership - ANS leaders international use of conversation as the core process to cultivate the collective intelligence needed to create business and social value 6 Processes of Conversational Leadership - ANS Clarify purpose and strategic intent, explore critical issues and questions, engage stakeholders, skillfully use collaborative social technologies, guiding collective intelligence toward wise action, innovative leadership and capacity development Components of cultivating a positive culture - ANS promoting trust, establishing a growth-oriented professional culture, demonstrating a commitment to diversity, equity and inclusion, cultivating emotional intelligence Open Systems - ANS import and export energy, influences outside of the organization that will affect it and they learn to deal with those influences creatively Closed Systems - ANS cannot generate a sufficient amount of energy internally Social Systems - ANS energy is transformed and something new is produced Internal Feedback Loops - ANS informs individuals how their behavior is viewed External Feedback Loops - ANS indirectly evaluates individuals The Great Man - ANS leaders are born not made Trait Theory - ANS characteristics leaders possess but we can't have them all to be labeled as a "good leader" Skills Theory - ANS need attributes like technical, people, and conceptual skills Style Theory - ANS autocratic, democratic, laissez-faire Situational Leadership Theory - ANS Not one size fits all Contingency Theory - ANS leader default style is fixed so we must pick the leader for the situation Transactional Theory - ANS rewards and punishments Transformational Theory - ANS theory of encouraging and inspiring Leader- Member Exchange - ANS fair exchange but creates an in group and an out group Servant Theory - ANS meet followers needs and creates trust which will increase performance Autocratic - ANS direct authoritarian behavior, leaders takes full responsibility for task completion Democratic - ANS shared decision making, followers are equals Laissez-faire - ANS faculty has complete freedom, little or no direction Collaborative Leadership - ANS influential behavior of an individual who persuades followers to go over and above routine policies, procedures, and directives, replacing compliance and conformity with commitment. Focused on working together Expectancy Theory - ANS The theory that motivation will be high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes. Path-Goal Theory - ANS a leadership theory that states that leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment Participatory Leadership - ANS the leader and group members work together to make plans and decisions about what they will do Achievement Oriented Leadership - ANS a leadership style in which the leader sets challenging goals, has high expectations of employees, and displays confidence that employees will assume responsibility and put forth extraordinary effort Directive Leadership - ANS a leadership style in which the leader lets employees know precisely what is expected of them, gives them specific guidelines for performing tasks, schedules work, sets standards of performance, and makes sure that people follow standard rules and regulations Supportive Leadership - ANS promotes a friendly work climate by focusing on subordinate needs and well-being Servant Leadership - ANS focuses on providing increased service to others—meeting the goals of both followers and the organization—rather than to oneself. Transformational Leadership - ANS leadership that, enabled by a leader's vision and inspiration, exerts significant influence, understand the importance of the attainment Transactional Leadership - ANS leadership that motivates subordinates by rewarding them for high performance and reprimanding them for low performance Theory X - ANS assumes that workers are basically lazy, error-prone, and extrinsically motivated by money and, thus, should be directed from above. Theory Y - ANS assumes that, given challenge and freedom, workers are motivated to achieve self-esteem and to demonstrate their competence and creativity. Instructional Leadership - ANS Intentional efforts at all levels of an educational system to guide, direct, or support teachers as they seek to increase their repertoire of skills, gain professional knowledge, and ultimately improve their students' success. Affirmation - ANS recognizes and celebrates accomplishments and acknowledges failure Change Agent - ANS the person formally in charge of guiding a change effort Contingent Rewards - ANS rewarding employees for their accomplishments Communication - ANS A process through which you send messages to and receive messages from others. Culture - ANS Beliefs, customs, and traditions of a specific group of people. Discipline - ANS protects teachers from issues and influences that would detract from their teaching time or focus Flexibility - ANS adapts his or her leadership behavior to the needs of the current situation and is comfortable with dissent Focus - ANS establishes clear goals and keeps them at the forefront of the schools attention Ideal/Beliefs - ANS communicates and operates from strong ideals and beliefs about schools Input - ANS involves teachers in the design and implementation of important decisions and policies Intellectual Stimulation - ANS ensures faculty and staff are aware of the current theories and practices and makes the discussion of these a regular aspect of the school's culture Involvement in Curriculum, Instruction, and Assessment - ANS involved in the design and implementation of curriculum, instruction, and assessment practices Knowledge of Curriculum, Instruction, and Assessment - ANS knowledgeable about current curriculum, instruction and assessment Monitoring/Evaluating - ANS Monitors the effectiveness of school practices and their impact on student learning Optimizer - ANS inspires and leads new and challenging innovations Order - ANS establishes a set of standard operating procedures and routines Outreach - ANS advocate and spokesperson for the school to all stakeholders relationships - ANS demonstrates an awareness of the personal aspects of teachers and students Resources - ANS provides teachers with materials and professional development necessary for the successful execution of their jobs Situational Awareness - ANS aware of the details and undercurrents in the running of the school and uses this information to address current and potential problems Visibility - ANS quality contact and interactions with teachers and students Communication Process - ANS the transfer of a message from a sender to a receiver active listening - ANS Empathic listening in which the listener echoes, restates, and clarifies. Paraphrasing - ANS rewriting or restating another person's ideas or thoughts into your own words Clarifying - ANS The process of making sure you have understood the meaning of what was said Probing - ANS prompt a speaker to give more information or to explore a situation that is not clear to the listener Perception Checking - ANS asking questions in order to see if your interpretation is correct Acquiring Feedback - ANS information provided to the sender by the receiver, conveying how the message was received and the action taken Barriers to Communication - ANS Obstacles that interrupt the flow of conveying and receiving messages. Formal Communication - ANS transmitting messages that is sanctioned by the organization in accordance with its heirarchy Informal Communication - ANS individuals in the organization interact with each other in ways that do not reflect the organizations hierarchy (grapevine) electronic communication - ANS Methods of communication via digital methods such as fax, email, voicemail, or by computer Interpersonal Communications - ANS the exchange of thoughts, feelings, and beliefs between two or more people Noble Communication Style - ANS Focus is on getting directly to the point—the fewer words, the better. Noble communicators state specifically what is on their minds. Minimal elaboration is employed, and they speak succinctly and directly. socratic communication style - ANS a communication style in which the leader thinks issues through before reaching a conclusion the leader likes details, is not afraid of long debates, and will argue their point reflective communication style - ANS a communication style in which the leader tries to avoid conflict and would rather say nothing than offend others magistrate communication style - ANS a communication style in which the leader is domineering and superior in communication, tells you exactly what they think, and will go into great detail to get their point across combines noble & socratic styles candidate communication style - ANS a communication style in which the leader is warm, supportive, & likeable, very analytical and chatty, and provides a great deal of information combines socratic & reflective styles senator communication style - ANS a communication style in which the leader moves between the noble and reflective styles at different times, adjusting their communication to fit the situation first order change - ANS Temporary or superficial changes within a system that do not alter the basic organization of the system itself. second order change - ANS A change whereby the basic structure and functioning of a system has changed involving a spontaneous transformation or logical jump "out of" a system. single-loop learning - ANS a process of correcting errors using past routines and present policies double-loop learning - ANS a process of correcting errors by modifying the organization's objectives, policies, and standard routines change leader - ANS A change agent who takes leadership initiative for changing the existing pattern of behavior of another person or social system Change Manager - ANS The person who coordinates all change management activities and ensures approved changes represent an acceptable level of possible and probable risk and impact. change agentry - ANS when a leader builds the capacity for change through communication and other activities to ease resistance to change and promote a smooth transition for those affected by the changes building, shared vision, organizational structure, norms and practices of inquiry, focus on organizational development, collaborative work cultures Force Field Analysis - ANS A technique for determining which forces drive a proposed change and which forces restrain it. Empathetic Ethics - ANS process whereby an educational administrator attempts to perceive the worldview of others so that she or he is not influenced by his or her own perspectives inspirational power - ANS power based on other people's admiration of someone and the desire to model themselves after him/her Charasmatic Power - ANS influence attributed to ones personal characteristics Expert Power - ANS influence based on special skills or knowledge Influential power - ANS Power used to influence or persuade others coersive power - ANS capability to punish or withhold positive outcomes Accountability - ANS ability to answer for one's own actions Unconcious Bias - ANS a person is not aware of the bias in his or her favorable and unfavorable assessments, actions, and decisions toward members of specific groups conscious bias - ANS Bias introduced because respondents believe it will be beneficial if selected.