USING THE LEADERSHIP DERAILMENT MODEL TO EXPLAIN WHY SOME SCHOOL PRINCIPALS FAIL AS LEADERS

DR AMON MYENIMYENI LEADERSHIP COACHING

EDU-LEAD CONFERENCE 2015

NORTH WEST UNIVERSITY

“Africa is not poor. Africa is a rich continent inhabited by poor people. Once we fix the people problem, everything else will fall into place” Mawuna Remarque Koutonin.

WHAT IS LEADERSHIP AND WHY DOES IT MATTER?

LEADERSHIP IS THE ABILITY TO INSPIRE A TEAM TO WORK ENTHUSIASTICALLY TOWARDS THE ATTAINMENT OF THE DESIRED GOAL OR OBJECTIVE.

UNIVERSAL CHARACTERISTICS OF LEADERSHIP:

• THERE MUST BE A LEADER• THERE MUST BE A TEAM• THERE MUST BE A GOAL TO BE ACHIEVED• LEADERSHIP IS A PROCESS

DOES LEADERSHIP REALLY MATTER?

PRINCIPAL Z

ANGAZI HIGH SCHOOL (5% Matriculation pass rate)

PRINCIPAL O

MSHINI WAMI HIGH SCHOOL (85% matriculation pass rate)

DIFFERENT TYPES OF LEADERSHIP ENVIRONMENTS AND THEIR EFFECTS ON FOLLOWERS

• POLITICAL LEADERSHIP

• SPIRITUAL LEADERSHIP

• MANAGERIAL LEADERSHIP

WHAT IS LEADERSHIP DERAILMENT?LEADERSHIP DERAILMENT OCCURS WHEN A LEADER FAILS TO PERFORM THE LEADERSHIP FUNCTION IN SUCH A WAY THAT HE/SHE GETS , DEMOTED, DISMISSED, ARRESTED OR SIMPLY QUIT VOLUNTARILY.

THE LEADERSHIP DERAILMENT MODEL

• CULTURAL DEFORMITY SYNDROME• TOKENISM• FACTIONALISM• HYPOCRISY• NARCISSISM• KINGDOM• SELF-ALIENATION

CULTURAL DEFORMITY SYNDROME

• HAVING A SEXUAL RELATIONSHIP AT WORK• HAVING CORRUPTION AND

MALADMINISTRATION TENDENCIES• GOSSIPING, RUMOUR MONGERING AND

LEAKING OF CONFIDENTIAL INFORMATION• HAVING POOR TIME MANAGEMENT SKILLS• HAVING LYING TENDENCIES

TOKENISM

• HAS LOW SELF-ESTEEM • LACKS STRATEGIC INSIGHT • TOO SENSITIVE TO CRITICISM • DOES NOT ACCEPT RESPONSIBILITY FOR

FAILURES • DOES NOT LEARN FROM PAST MISTAKES

FACTIONALISM

• PROMOTES A CULTURE OF FAVOURATISM • FAILS TO PROMOTE A SHARED VISION • FAILS TO SET CLEAR GOALS • ENGAGES IN A CULTURE OF SKEWED

INFORMATION DISTRIBUTION • ENGAGES IN A CULTURE OF SELECTIVE

REWARD SYSTEM

HYPOCRISY

• MAKES EMPTY PROMISES • DOES NOT PRACTICE WHAT HE/SHE PREACHES • DOES NOT VENT HIS/HER TRUE FEELINGS

(EMOTIONAL DECEPTION) • GOOD AT MANIPULATING OTHERS • TRIES HARD TO CONCEAL HIS/HER

WEAKNESSES

NARCISSISM

• EXAGGERATES HIS ACHIEVEMENTS AND TALENTS; SPEAKS FREQUENTLY ABOUT HIMSELF/HERSELF; CONSTANTLY USES THE WORD “I”.

• DEVALUES THE CONTRIBUTION OF OTHERS • EXPECTS FAVORABLE TREATMENT IN ANY SITUATION • EXPECTS AUTOMATIC COMPLIANCE WITH HIS

INSTRUCTIONS • IMPATIENT WITH OTHERS WHO TALK ABOUT THEIR

PROBLEMS AND NEEDS RATHER THAN HIS

KINGDOM APPROACH

• AFRAID OF TAKING RISKS (RISK AVERSE) • DOES NOT ENCOURAGE INNOVATION

(RESISTANCE TO CHANGE) • DOES NOT GROOM OTHERS TO TAKE OVER

AFTER HIM/HER • BRUTAL PERSECUTION OF ADVERSARIES

WITHIN THE INSTITUTION LEADING TO THE LOSS OF KEY PERSONNEL

• ADOPTS A TOP-DOWN STYLE OF LEADERSHIP

SELF-ALIENATION

• SETS UNATTAINABLE GOALS FOR OTHERS • IGNORANT OF GROUP/TEAM ASPIRATIONS AND

CHALLENGES • HAS LITTLE UNDERSTANDING OF BASIC

INSTITUTIONAL SYSTEMS AND PROCESSES • RELIES HEAVILY ON FORMAL COMMUNICATION • ALLOCATES RESOURCES TO NON-CORE

FUNCTIONS AND THAT HAS LED TO NON-ATTAINMENT OF SOME KEY OBJECTIVES

THE END

“TODAY’S LEADERSHIP GIANTS ARE TOMORROW’S LEADERSHIP DINOSAURS”