Ted Price, Ph.D. West Virginia University Workshop Facilitator September 16, 2010.

Ted Price, Ph.D.West Virginia University

Workshop Facilitator

September 16, 2010

Ted Price, West Virginia University

Review and UpdateWhat we did and discovered in 2009

What we did and discovered in 2010

Implications for training and development tomorrow

Summary and Next Steps


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Ted Price, West Virginia University3

Leadership Development: YesterdayTransactional Leaders:

Manage tasks and lead people (the transaction: you do this and I’ll give you something…working together to make the organization, product, company better)

Classic carrot-and-stick motivation usually accompanies this approach


Leadership Development: TodayTransformational Leaders: Help you refine/renew or learn new

competencies/skillsHone your people skills, “transforming” you into

a more effective worker and the organization into a “better” place (inspiring you to believe in my vision & my way to get you moving—my charisma and my words transform you)


Leadership Development: Tomorrow

Transcendental Leaders: Engaging you and meUsing your abilities and competencies to

create communities where our products/services interact with our community’s needs and wants

Engaging our community in supporting mutual efforts and desires – “we” is more important than “I”


A New Paradigm in Leadership:Leaders used to be described as the people

who were great at tasks or great with people

The best leaders were those who were good with both


Leaders Today They go beyond being great with tasks and

peopleThey demonstrate using resources effectively

and efficientlyThey understand and meet the needs and

wants of people (staff and others) within the larger community


If You Want to Be A Leader in the Future

New skills, capacities, capabilities Collaborate, partner and engage resources,

operations and peopleThere are no "permanent" leaders today, only

opportunities for leadership on a moment-by-moment and/or issue-by-issue basis


Leadership for tomorrowTranscendental Leaders: Engaging you and meUsing your abilities and competencies to

create communities where our products/services interact with our community’s needs and wants

Engaging our community in supporting mutual efforts and desires – “we” is more important than “I”


Engaging Individuals

Showing genuine concern Enabling Being accessible Encouraging questioning


Engaging the Organization

Inspiring othersFocusing team effortBeing decisiveSupporting a developmental culture


Moving Forward Together

Networking Building shared vision Resolving complex issues Facilitating change sensitivity


The SurveyWho Did We Survey?

Group 1Alternative education

administrators and principals

Group 2Traditional education

administrators and principals


PurposeTo determine if there are differences in

leadership priorities between alternative and traditional education administrators

To utilize the results for focused administrative training and development


Expectations

There will be significant differences in outlook between alternative and traditional education administrators

Alternative administrators will put a higher importance on relational areas

There will be future training implications – additional emphasis will be placed on helping administrators learn how to “engage” with students and staff


ProcessHow survey was built and administered

– incorporating the work of Dr. Barbara Alimo-Metcalfe, designed and administered a survey to regular education and alternative education administrators based on four areas of leadership: Engaging Individuals, Engaging the Organization, Moving Forward Together, and Personal Qualities/Core Values. The survey was designed to gather data that would illustrate similarities and differences between the two groups of administrators

How data was gathered and analyzed– Surveyed two groups: Reg ed and Alt ed administrators (more than 30

in each group) in first survey. Surveyed 4 groups of 30 participants each in the second survey.

– 14 questions covering 4 areas: engagement,….– Compared the groups: results, analysis and conclusions


The First Survey—Alternative Education Administrators

Rated Significantly Higher:Question 4 – Encouraging questions

Question 8 – Being decisive

Question 9 – Moving forward together

Question 10 – Networking


Traditional Education Administrators Rated Significantly Higher

Question 1 – Engaging individuals

Question 6 – Inspiring others

Question 12 – Resolving change sensitively


Similarities There was very little difference in priorities

on five questions:#3 – Enabling #5 – Engaging the organization #7 – Focusing team effort#13 – Personal qualities and core values#14 – Acting with integrity


Surprises!Alternative education administrators rated

significantly (more than 10 percent higher) than traditional administrators on two survey questions:


Question 2:Being AccessibleDo I answer or return phone calls, voice mail

and email in a timely manner? Do I communicate my daily schedule with staff and allow time for interaction/questions or sharing of concerns?


Question 11:Resolving Complex Problems

Do I have a process in place to address issues? Do I implement strategic planning (shared values and purpose) to address problems?


Conclusion 1Alternative education administrators place a

higher priority on being accessible, being ready to handle complex problems, and establishing close relationships with staff and students


Conclusion 2Traditional education administrators place a

higher value on inspiring others and resolving change sensitively


New Survey -- 2010

Same areas reviewed

Different number of participants—4 groups studied

Different focus: Important and Improvement

Different results


Areas Addressed in the Survey1. Engaging individuals2. Being accessible3. Enabling4. Encouraging questioning5. Engaging the organization6. Inspiring others7. Focusing team effort

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Areas Addressed, continued8. Being decisive9. Moving forward together10.Networking11.Resolving conflict12.Resolving change sensitively13.Personal quality and core values14.Acting with integrity

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The 2010 Survey: Process and GroupsIn the first survey, we divided the groups into

principal and assistant principal for both reg. and alt. ed. This time we did just reg. ed. and alt. ed. administrators.

Regular education administrators who were implementing a school change model were surveyed. These administrators were working with program improvement issues.


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Areas Ranked HighestAlternative EducationActing with integrityBeing accessiblePersonal quality and

core value

Regular EducationActing with integrityMoving forward togetherBeing accessible

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What Were the Differences?Alternative education listed core values as an

area of critical importanceRegular education listed moving forward

togetherPossible reasons:Relationships are key to success in

alternative educationDistricts being goal oriented and thus all staff

moving in the same direction is important

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Areas Ranked Least ImportantAlternative EducationNetworkingResolving change

sensitivelyMoving forward together

Regular EducationNetworkingResolving conflict

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How Did the Two Groups Differ in the Area of Least Important Aspect of the Work?Alternative EducationMoving forward was

ranked least, but was a top 3 area for regular education

Thought: There is greater autonomy in alternative education and thus moving forward together is not seen as important as in regular education

Regular EducationResolving conflict was

listed as least important but ranked in the middle level of importance for alternative education

Thought: Daily duties revolve more around district goals than conflicts

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Areas Rated Least for Needs ImprovementAlternative EducationEngaging individualsEncouraging questioningResolving conflict

Regular EducationEngaging individualsEncouraging questioningResolving conflict

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Results from Areas Needing ImprovementBoth alternative and regular education had the

same three areas listed.

Thoughts: The work of both involves people. It seems reasonable that the areas of improvement would list the three areas that deal with staff – engaging, questioning, and conflict

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Areas Rated as StrengthsAlternative EducationActing with integrityInspiring othersPersonal quality and

core values

Regular EducationActing with integrityPersonal quality and

core valuesInspiring others

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Results from the Areas Listed as StrengthsAll three areas for alternative and regular

education were the same.

Thought: The role of principal for both alternative and regular education centers on leadership. The areas of integrity, core values, and inspiring others are key components of leadership

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ConclusionIf leadership is related to being good with people

and tasks, do the results point to areas of training that would assist in improving skills in these areas? Do the results point to leaderships skills or a transformational leader? What is needed to move these leaders to transcendental leadership?

One of the first slides discussed an expectation that the results would point to training implications and ways to assist administrators to "engage" students and staff.


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Final Thoughts and Questions?Are there training and development

implications from this research than can assist administrators in Institutional Education Programs with developing leaders in Correctional Education?

Your thoughts and questions????

Thank You!Ted Price, West Virginia University

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Ted Price, Ph.D. West Virginia University Workshop Facilitator September 16, 2010.

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Transcript of Ted Price, Ph.D. West Virginia University Workshop Facilitator September 16, 2010.