A MulAplicity Leadership Approach to Leading 201/2017/ADM 201 7-21 Leadersh… · ProducAvity...
Transcript of A MulAplicity Leadership Approach to Leading 201/2017/ADM 201 7-21 Leadersh… · ProducAvity...
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Dr.CarlosNevarezCaliforniaStateUniversity,Sacramento
2017-2018FellowsPresentaAonJuly23-27,2017
Roseville,California
AMulAplicityLeadershipApproachtoLeading
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Leadershipstyles
KnowingThyself
LeadingInsAtuAonalChange
MulAplicityLeadershipApproach.Introducethephilosophicalbasisfor
theleadershipstylesandoperaAonalizeintopracAce
LeadershipInventories.Enable
fellowstodiscovertheirleadershipstrengthsandareasinneedof
improvementswhiledevelopingaplanforacAon
InsAtuAonalChangeModel.FellowsareintroducedtotheNevarezChangeModelasatooltoaidindividualsinbecoming
strategicagentsofchange.
Holis&cLeadershipDevelopment
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700 17%80%
20% 30% 3.9%
700isthenumberoftwo-yearcollegetransi>onsinpresiden>alleadershipsinceJuly2011.
20%isthepercentageofcommunitycollegepresidentswhowere“minori>es”in2016,upfrom12.9%in2011
80%isthenumberofcurrentcommunity-collegeleaderssayingtheywillre>reinthenexttenyears.
Thepercentageofwomenholdingthepresidencyatcollegesanduniversi>esin2016.
17%isthepercentageofcollege&universitypresidentswhowere“minori>es”in2016.
Hispaniccollegepresidents,downfrom4.5percentin2011.
DemographicTrends
AmericanCollegePresidentstudy:AmericanCouncilonEduca>on,2017
AmericanCollegePresidentstudy,na>onalstudyinvolving1,546privateandpubliccollegesanduniversitypresidents,chancellors,&CEOs
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Neverhavingenoughmoney Facultyresistancetochange Alackof>metothink
ACEaskedPresidentsabouttheirTopChallenges
44.1%60.8% 45% 44.1%
AmericanCollegePresidentStudy,AmericanCouncilonEduca>on,2017
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WhyPresidentsGotShowntheDoor
PresidentsDerailed:
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23%
18%
15%
13%
10%
10%
8%
3%
0%
22%
22%
13%
4%
0%
0%
4%
13%
22%
0% 5% 10% 15% 20% 25%
FINANCIALIMPROPRIETY
WIDESPREADCAMPUSDISSATISFACTION
INEFFECTIVEMANAGEMENT
BREAKDOWNINRELATIONSHIPWITHBOARD
ATHLETICSCONTROVERSY
POLITICALCONTROVERSY
LOSSOFFACULTYSUPPORT
SEXUALMISCONDUCT
QUESTIONSOFINTEGRITY
WhyPresidentsGotShowntheDoor
Master's DoctoralChronicleofHigherEduca>on,November,2016
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2 Community College Presidents Ousted
Ø InNewJersey,BergenCommunityCollegetrusteesunanimouslyvotedtofirePresidentKayeWalteragersixyearswiththeins>tu>on.Walterhadayearremainingonhercontract.
ThetrusteesvotedtobuyoutWalter'scontractandreplacedherwithMichaelRedmond,aphilosophyandreligionprofessorandformeradministrator,intheinterim.Thetrusteessaidtherewas"nocause"behindtheirdecisiontopartwayswithWalter.
Ø Meanwhile,trusteesatLunaCommunityCollegeinNewMexicoalsovotedtooust
PresidentLeroySanchez,accordingtoTheAssociatedPress.Sanchezhadfacedclaimsofnepo>smandissuessurroundingthecollege'shiringprac>cessincehistenurebeganin2015.
InsideHigherEd,June29,2017
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Benedict College Taps Roslyn Clark Ar<s to Become Its Next Leader FirstwomantoleadthehistoricallyBlackcollegeinColumbia,S.C.,replacingSwintonwhoofficiallyre>redfromhispostlastweekager23yearsonthejob.
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What is a Leadership Style?
Leadershipstyleisthemannerandapproachofprovidingdirec>on,preferredgovernancestyle,mo>va>ngpeopleandachievingins>tu>onalgoals.• Theyarebehavioralmodelsusedbyleaderswhenworkingwithothers.
TheMul>plicityLeadershipApproachtoLeadingIns>tu>onsofHigherEduca>on:• Management,Democra>c,Poli>cal,&Transforma>onal
Whatisyourpreferredstyle?
Leadershipstyleisthemannerandapproachofprovidingdirec>on,preferredgovernancestyle,mo>va>ngpeopleandachievingins>tu>onalgoals.• Theyarebehavioralmodelsusedbyleaderswhenworkingwithothers.
TheMul>plicityLeadershipApproachtoLeadingIns>tu>onsofHigherEduca>on:• Management,Democra>c,Poli>cal,&Transforma>onal
Whatisyourpreferredstyle?
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Management Involves working through others to maximize ins<tu<onal efficiency & effec<veness
ProducAvityThroughAccountabilityManagersoWenfosteratmospheresthatarecompeAAveinwhichindividualenergiesarefocusedoncompeAngforgreaterlevelsof
responsibilityandauthority.
Planningisdesignedtoproduceorderlyresults.Asystemofadvancement,rewards,andpunishmentsbasedonanallegiance
toauthority.
ScriptedJobResponsibiliAesTheprimaryresponsibilityoftheleaderistooversee,document,
governanddeterminetheproducAvityoftheworker.Detailedstepstoachievetargetgoalsareset.
Paramounttothisapproachisthedevelopment,maintenance,andreinforcementofastringentorganizaAonalstructure.Managementensuresplanaccomplishmentbycontrollingandproblemsolving.
RegulaAonOriented
ModeofapparatuscentersonstandardizaAonofguidelinestocontrolandcopewithcomplexity.Bringsorderandconsistency.
ThepremiseisbasedonthegroundsthatorganizaAonaleffecAvenessisfacilitatedthroughplans,policies,andrules.
ProducAvityThroughAccountabilityEmployeesareevaluated,providedtraining,andgivenaspecializedjob
assignment.Managersholdemployeesaccountableforjobperformance.
Planningisdesignedtoproduceorderlyresults.Asystemofadvancement,rewards,andpunishmentsbasedonanallegiance
toauthorityisfollowed.
ScriptedJobResponsibiliAesTheprimaryresponsibilityofthemanageristooversee,document,governanddeterminetheproducAvityoftheworker.Detailedsteps
toachievetargetgoalsareset.
TheunificaAonofvariousorganizaAonaleffortsconvergestodevelopaharmonizedsetofstructureswhichfuncAonseamlesslytoadvance
organizaAonalgoals.
RegulaAonOrientedModeofapparatuscentersonstandardizaAonofguidelinestocontrolandcopewithcomplexity.Bringsorderandconsistency.Uniformityofhowproceduresareadvancedexisttoensure
consistencyofoperaAons.
ThepremiseisbasedonthegroundsthatorganizaAonaleffecAvenessisfacilitatedthroughplans,policies,andrules.A
verAcalgoverningstructureisadvanced.EstablishedrulesdefinethestrictresponsibiliAesofeachposiAon.
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Management:AdvantagesandDisadvantagesAdvantages Disadvantages
Planningallowsforthedevelopmentofastructuredstepbystepplantoachieveintendedgoals.
Regula>onorientedapproachisfacilitatedandimposedthroughplans,policies,andruleseffectsemployeemoralethatleadstoturnover.
OrganizingallowsforthealignmentofpeopleandresourcestocarryoutinsAtuAonalplans.
Scriptedjobresponsibili>esmaintainastringentorganiza>onalstructure.Thisleadstodiscouragementofcrea>vity.
Controllinginvolvesmonitoringprogresstowardgoala`ainmentwhileanalyzingoperaAonaleffecAveness.
Resistancetochangeiscommonduetothefocusonmakingtheexis>ngsystemmoreefficientandeffec>ve.
OutcomesdrivenfocusyieldsanAcipatedandconstantresults.
Fairnessonmaoersofadvancement,rewards,andaccountabilityareogenbasedonanallegiancetoauthority.
Management:AdvantagesandDisadvantagesAdvantages Disadvantages
Planning:allowsforthedevelopmentofastructuredstepbystepplantoachieveintendedgoals.
Promotesexis1ngboundaries.Regula>onisfacilitatedandimposedthroughplans,policies,andrules.Ul>mately,employeemoraledeclinesandleadstoturnover.
Organizing:allowsforthealignmentofpeopleandresourcestocarryoutinsAtuAonalplans.
Doesnotthinksystemically.Scriptedjobresponsibili>esmaintainastringentorganiza>onalstructure.Thisleadstodiscouragementofcrea1vity.
Controlling:involvesmonitoringprogresstowardgoala`ainmentwhileanalyzingoperaAonaleffecAveness.
Resistancetochange.Thisisduetothefocusonmakingtheexis>ngsystemmoreefficientandeffec>ve.
Outcomesdriven:focusyieldsanAcipatedandconstantresults.
Recogni1onandadvancement.Maoersofpromo>onareogenbasedonanallegiancetoauthorityandadvancingthestatusquo.
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Scenario
Youareinacollegemee>ngandthecampusleaderistalkingaboutwaystoincreasestudentsuccess.• Whatprac>ceswouldamanagercarryout?
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Democra<c Involves group par<cipa<ve decision-making where leaders work with others to achieve ins<tu<onal goals.
RelaAonshipBuildingLeadershipinvolvesaligningpeoplethroughmoAvaAonandinspiraAon.Moraleincreasesastheinput,experAse,andexperienceofthegroupis
valued.
IncreasesthequalityofrelaAonshipsamongindividualswithintheorganizaAonandleadstowardamorecohesiveenvironment.
FacilitatedLearningOpportuniAesLeadershipisaboutlearninghowtocopewithchange.Policies,
protocols,structuresarenegoAatedandagreed.StrivestocreateacultureofleadershipacrosstheorganizaAon.
InsAtuAonalaffiliatesshareddecision-makingabiliAesarevaluedandsoughtout.Empoweringpeopletoinvolvethemselvesinthe
leadershipprocess.
EncouragesCollaboraAveParAcipaAon
MoAvaAon,interests,involvementoftheteamtakesprecedence.MoAvaAonandinspiraAonenergizepeoplebysaAsfyingasenseof
belonging,recogniAon,andself-esteem.AvenueforinputandsolicitaAonofthoughtsandproblem-solvingskillsareencouraged.Thevaluesofthegrouptakesprecedence.
RelaAonshipBuildingBuildingrelaAonshipsisthecornerstoneofthedemocraAcleadership
approach.Itisanemployee.Themoraleincreasesastheinput,experAse,andexperienceofthegroupisvalued.
Leadersshowrespect,care,compassion,andtrusttowardemployees.ThisincreasesthequalityofrelaAonshipsamongindividualsandleadstowardamorecohesiveenvironment.
FacilitatedLearningOpportuniAesInsAtuAonalaffiliatesareexposedtoasupporAveworkenvironment
throughacAviAesassociatedwithprofessionaldevelopment.ItStrivestocreateacultureofleadershipacrosstheinsAtuAon.
InsAtuAonalaffiliatesaregivenequalrightstohaveavoice.Itisencouragedandvalued.Everyoneisgivenaseatatthetable.Thisempowerspeopletoinvolvethemselvesintheleadershipprocess.
EncouragesCollaboraAveParAcipaAon
MoAvaAon,interests,involvementoftheteamtakesprecedence.MoAvaAonandinspiraAonenergizepeoplebysaAsfyingasenseof
belonging,recogniAon,andself-esteem.
TheinsAtuAonemphasizesahorizontalauthoritystructure,withafocusonteambaseddecision-making.Avenueforinputand
solicitaAonofthoughtsandproblem-solvingskillsareencouraged.
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DemocraAcLeadership:AdvantagesandDisadvantagesAdvantages Disadvantages
AffiliaAontowardinsAtuAonincreasesduetotheestablishmentofgrouprelaAonships.
Indecisivenesshampers>melyandconclusivedecisions.
Enhancedqualitydecisionemergesduetogreatinvolvementofgroup.
Time-consumingprocessleadstoprolongeddecisionmakingtakingalong>metoderiveatadecision.
GoalAchievementisenhancedduetosecuringtheinvolvementofothers.
Consensusofgroupyieldsconformityandunderminesindividualcrea>vity.
Greatercommitmentofindividualsto‘buyinto’insAtuAonaldecisions.
Humanresourcesarecostlytoachieveintendedgoal.
DemocraAcLeadership:AdvantagesandDisadvantagesAdvantages Disadvantages
Collabora1ve:par>cipantsworktogethertowardcommonunderstanding.
GroupConflict.Argumenta>vedialogueandcounterideascanprovokeillwillamonggroupmembers.
VariedViews.Theincreaseddiversityofviewsallowsforamul>plicityofperspec>ves,approaches,andsolu>ons.Thiscangeneratehigherqualitydecisions.
DisseminatedAccountability.Groupmemberscandifferfromtakingownershipofdecisions.Thesharingofworkcanleadtolessaccountability.
ComprehensiveInforma1on.Combininginput,leveragingresources,u>lizingmembersvariedexper>seenhancesthequalityofdecisions.
Groupthink:consensusofgroupyieldsconformityandunderminesindividualcrea>vity.Itencouragesconsensusanddisfavordissen>on.
DecisionBuy-in&Ownership.Par1cipantsinvolvedinthedecisionmakingprocessaremoreapttoaccept,helpimplement,getotherstoacceptthedecision.
WasteinHumanResources.Par>cipantsarepronetowas>ng>me.Thisdisplacedenergycandivertmembersfromderivingat>melyandmeaningfuldecisions.
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Scenario:DemocraAc
Youareinacollegemee>ngandthecampusleaderistalkingaboutwaystoincreasestudentsuccess.• Whatprac>ceswouldademocra>cleadercarryout?
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Poli<cal Involves the ability to influence people through varied forms of power and influence
EmoAonalIntelligencePoliAcalleadersunderstandthemoAvaAons,disposiAons,and
behaviorsofothers.Theyaresociallyskilledinthattheyareself-aware,highlymoAvated,andcanselfregulatebehavior.
PoliAcalleadersareastuteatpredicAngoutcomes,behaviors,andacAonsoforganizaAonaffiliates,parAcularlytheiradversaries.These
socialskillsenhancestheleader’sinfluence.
EmbracingConflictConflictisembracedandusedtobargainandformcoaliAonsto
competeforpowerandresources.Powerisusedtoinfluenceothersthroughtheuseofinfluence.
DuringAmesofturmoilandcrisis,poliAcalleadersusetheirconflictresoluAonskillstogaininfluenceanddirecttheinsAtuAontowarda
desiredstate.
EstablishesInfluence
PoliAcalleadersapproachexisAngrulesasanopportunitytorenegoAate,modify,orcreatenewprocessesinordertoreach
insAtuAonalgoals.
NegoAaAonsareconductedthroughaprocessofinterchangesthatconsAtuteconAnualgive-andtakeagreementsamongcoaliAonsand
powerplayers.
EmoAonalIntelligencePoliAcalleadersunderstandthemoAvaAons,disposiAons,and
behaviorsofothers.Theyaresociallyskilledinthattheyareself-aware,highlymoAvated,andcanselfregulatebehavior.
PoliAcalleadersareastuteatpredicAngoutcomes,behaviors,andacAonsoforganizaAonaffiliates,parAcularlytheiradversaries.These
socialskillsenhancestheleader’sinfluenceandpower.
EmbracingConflictPoliAcalleadershipviewsconflictasahealthyprocessthatis
inevitable,andundercontrolledcircumstances,beneficialtothevigoroftheinsAtuAonandtheleaders’abilitytogaininfluence.
DuringAmesofturmoilandcrisis,poliAcalleadersusetheirconflictresoluAonskillsandestablishedcoaliAonstogaininfluenceand
directtheinsAtuAontowardadesiredstate.
EstablishesInfluence
PoliAcalleadershipisdirectedthroughaprocessoftradeoffsthatconsAtutegiveandtakebargainsamongcoaliAonsandpowerplayers.StrategiesandtacAcsareusedtoincreaseinfluence.
ExisAngrulesandregulaAonsareseenasopportuniAestomodify,delete,andcreatenewprocessesaimedataligningresources,
personnel,andstrategicplanstowardgoala`ainment.
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PoliAcalLeadership:AdvantagesandDisadvantagesAdvantages Disadvantages
EstablishesinfluencethroughnegoAaAons,inducement,persuasionthroughaprocessofinterchangesthatconsAtuteconAnualgiveandtakeagreements.
Behind-the-scenesbehaviorcanservetodiscourageothersfromins>tu>onalpar>cipa>onduetolabelingthedecisionprocessasunfair.
ConflictresoluAonskillsareusedgaininfluenceanddirecttheinsAtuAontowardsadesiredstate.
Coercioncanbeusedtogaininfluencethroughtheuseofpowerandpersuasion.Theuseofauthorityallowsthepoli>calleadertowithholdsupportforthosetargetedasadversaries.
EmoAonalintelligenceishighinthatpoliAcalleadersareastuteatpredicAngoutcomes,behaviors,andacAonsoforganizaAonaffiliates,parAcularlytheiradversaries.
Poli>calbehaviorcanbeusedforthepurposeofusingone’sposi>onalpowertoacquiregreaterlevelsofinfluence.
TheuseofanaltruisAcapproachintheuseofpoliAcalleadershiptoadvanceagreatersenseofsocialresponsibility.
Percep>onofpoli>csasbeingunfairandassump>onthatpoli>calbehaviordoesnotexist.
PoliAcalLeadership:AdvantagesandDisadvantagesAdvantages Disadvantages
Establishesinfluence:throughnego>a>ons,inducement,persuasionthroughaprocessofinterchangesthatcons>tutecon>nualgiveandtakeagreements.
Behind-the-scenesbehavior:Itcanservetodiscourageothersfromins>tu>onalpar>cipa>onduetolabelingthedecisionprocessasunfair.
Conflictresolu1onskills:Conflictisviewedasatooltogaininfluenceanddirecttheins>tu>ontowardsadesiredstate.
PowerandInfluence:Pronetouseposi>onalpowerforpersuasionalpurposes.Theuseofauthoritycanbeusedtowithholdsupportforthosetargetedasadversaries.
Emo1onalintelligence:poli>calleadersareastuteatpredic>ngoutcomes,behaviors,andac>onsoforganiza>onaffiliates,par>cularlytheiradversaries.
Coercivepower:canbeusedtopreventordisadvantageindividualsfromobtainingcertaingoalsthroughmanipula>on,punishment,andin>mida>on.
Altruis1capproach:Theuseofpoli>calleadershiptoadvanceagreatersenseofsocialresponsibilityandforthegreatergood.
Percep1onofpoli1cs.Canbeviewedasbeingunfairandassump>onthatpoli>calbehaviordoesnotexist.
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Scenario:PoliAcal
Youareinacollegemee>ngandthecampusleaderistalkingaboutwaystoincreasestudentsuccess.• Whatprac>ceswouldapoli>calleadercarryout?
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Transforma<onal Involves inspiring and mo<va<ng employees to raise their level of mo<va<on
ChangeOrientedLeaderssAmulateinsAtuAonalaffiliateseffortstobeinnovaAveandcreaAvebyquesAoningassumpAons,reframingproblems,andfindingnewapproachesto
improvinginsAtuAonalpracAces.
TransformaAonalleadersarenosaAsfiedbysimplyaccomplishingcontractualtasks,butaremoAvatedbytakinggreaterlevelsofresponsibilitytotransformthe
insAtuAon.
UpliWingInspiraAonLeadersmoAvateandinspirebyprovidingmeaningandchallengethroughanidealisAcvision.TheyholdagreatdealofinfluenceoverinsAtuAonalaffiliatesduetothegainedtrustbestoweduponthem.
LeadersarAculateacompellingvisionofthefuturethatarousesenthusiasmandopAmismandcreaAngapathtoreachthatvision.
Theyempowerpeopleanddonottrytocontrolpeople.
IdealizedInfluenceTransformaAonalleadersworktowardprovidingavenuefor
affiliatestorealizetheirpotenAalandtalents.Leadersserveasrolemodels,theyareadmired,respectedandtrusted,andfollowerswant
toemulatedthem.
Theycreateasenseofsharedvision,theyshowpersistence,anddeterminaAon,anddemonstratehighstandardsandethicaland
moralconduct.Theyserveintheroleofcoaches,mentors,androle-models.
ChangeOrientedLeaderssAmulateinsAtuAonalaffiliateseffortstobeinnovaAveand
creaAvebyquesAoningassumpAons,reframingproblems,andfindingnewapproachestoimproveinsAtuAonalpracAces.
TransformaAonalleadersarenotsaAsfiedbysimplyaccomplishingcontractualtasks,butaremoAvatedbytakinggreaterlevelsof
responsibilitytotransformtheinsAtuAon.
UpliWingInspiraAonLeadersmoAvateandinspirebyprovidingmeaningandchallengethroughanidealisAcvision.TheyholdagreatdealofinfluenceoverinsAtuAonalaffiliatesduetothegainedtrustbestoweduponthem.
LeadersarAculateacompellingvisionofthefuturethatarousesenthusiasmandopAmismandcreaAngapathtoreachthatvision.
Theyempowerpeopleanddonottrytocontrolpeople.
IdealizedInfluenceTransformaAonalleadersworktowardprovidingavenuefor
affiliatestorealizetheirpotenAalandtalents.Leadersserveasrolemodels,theyareadmired,respectedandtrusted,andfollowerswant
toemulatedthem.
Theycreateasenseofsharedvision,theyshowpersistence,anddeterminaAon,anddemonstratehighstandardsandethicaland
moralconduct.Theyserveintheroleofcoaches,mentors,androle-models.
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TransformaAonalLeadership:AdvantagesandDisadvantagesAdvantages Disadvantages
VisionprovidesdirecAontomoAvateandinspireinsAtuAonalaffiliatestostrivetowardsatransformaAonalcollecAveidenAty.
Visioncrea>oncanbebroadlystatedanddifficulttotranslateintoaprac>cal“roadmap.”
DevelopingorganizaAonalexperAseempowersinsAtuAonalaffiliatestodevelopcompetenciestoactforthebe`ermentoftheinsAtuAon.
Execu>onofplanishinderedduetothelackofdetailedobjec>vesthatgivepurposeanddirec>ontorealizingthevision.
HumanrelaAonsareforgedtoalignstakeholdersandresourcestodrivetheinsAtuAon’svision.
Theheroicnatureoftransforma>onalleadershipcanpreventthedevelopmentofleadersduetoins>tu>onalaffiliatesreliantonleadersforguidanceanddirec>on.
LeadingforchangeentailspromoAnginnovaAveandrisktakingapproachestodriveinsAtuAonalchange.
Ins>tu>onsfocusonperpetua>ngstabilitymakeitdifficultforleaderstobecrea>veandfindingnewapproachestoimproveins>tu>onalprac>ces.
TransformaAonalLeadership:AdvantagesandDisadvantagesAdvantages Disadvantages
Vision:providesdirec>ontomo>vateandinspireins>tu>onalaffiliatestostrivetowardsatransforma>onalcollec>veiden>ty.
Vision:thevaluesdrivingthevisioncanbebroadlystatedanddifficulttotranslateintoaprac>calguiding“roadmap.”
Developingorganiza1onalexper1se:empowersins>tu>onalaffiliatestodevelopcompetenciestoactforthebeoermentoftheins>tu>on.
Execu1onofplan:canbehinderedduetothelackofdetailedobjec>vesthatgivepurposeanddirec>ontorealizingthevision.
Unques1oningacceptance:Thisaffordstheleadertheabilitytogainconsensusfromemployees.Thisaffinitytowardtheleaderservesasthecornerstonefortransforma>onwork.
Theheroicnatureoftransforma1onalleadership:canpreventthedevelopmentofleadersduetoins>tu>onalaffiliatesrelianton“the”leaderforguidanceanddirec>on.
Leadingforchange:entailspromo>nginnova>veandrisktakingapproachestodriveins>tu>onalchange.
Ins1tu1onsfocusonperpetua1ngstability:makeitdifficultforleaderstobecrea>veandimplementnewapproachestoimproveins>tu>onalprac>ces.
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Scenario:TransformaAonal
Youareinacollegemee>ngandthecampusleaderistalkingaboutwaystoincreasestudentsuccess.• Whatprac>ceswouldatransforma>onalleadercarryout?
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Ques<on:
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Leadership for Change
Multiplicity
Leadership
Approach
Political
Transformational
Management
Democratic
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LeadershipBalance
ManagementPoliAcal
TransformaAonal
DemocraAc
Con>ngencyBased
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LeadershipBalance
ManagementPoliAcal
TransformaAonal
DemocraAc
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ManagementPoliAcal TransformaAona
l
DemocraAc
LeadershipBalance
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Leadership for Change: An Integra<ve Approach