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IMPROVING LEADERSHIP:IMPROVING LEADERSHIP:Getting to the Top of the MountainGetting to the Top of the Mountain

William Allan Kritsonis, PhDWilliam Allan Kritsonis, PhD

ProfessorProfessor

PhD Program in Educational LeadershipPhD Program in Educational Leadership

Prairie View A&M UniversityPrairie View A&M University

The Texas A&M University SystemThe Texas A&M University System

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I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP

1. WHAT DOES LEADERSHIP MEAN TO YOU?

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2. WHAT ARE THE CHALLENGES OF LEADERSHIP?

I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP

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3. WHERE DOES MOTIVATION COME INTO PLAY IN THE LEADERSHIP ROLE?

I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP

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4. HOW IMPORTANT IS ECONOMIC INCENTIVES IN REGARDS TO LEADERSHIP?

I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP

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5. WHAT ABOUT GROWTH AND SELF-ACTUALIZATION IN IDENTIFYING LEADERS?

I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP

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6. ARE INDIVIDUAL COMMITMENT AND MOTIVATION ESSENTIAL TO SUCCESS IN A LEADERSHIP POSITION?

I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP

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7. HOW IMPORTANT IS COLLABORATION AND SHARED VALUES? IS IT TRUE A UNIFYING SCHOOL CULTURE REDUCES CONFLICT?

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8. DO WE CONSIDER CHANGE FROM THE BOTTOM UP OR TOP DOWN?

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9. HOW DO YOU COMMUNICATE WITH OTHERS WHO STILL SEE ANOTHER REALITY?

I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP

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10. WHAT DO HIGH-PERFORMING UNIVERSITIES HAVE IN COMMON?

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11. WHAT ARE THE CRITICAL CHARACTERISTICS OF EXCELLENT UNIVERSITIES?

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12. IS IT TRUE THAT EFFECTIVE LEADERS ARE DRIVEN,

EXTREMELY DISCIPLINED AND HARDWORKING BUT CONSISTENT IN ATTRIBUTING SUCCESS TO COLLEAGUES RATHER THAN THEMSELVES?

I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP

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13. IS IT TRUE THAT MOST ‘EFFECTIVE’ MANAGERS SPEND MUCH OF THEIR TIME ON COMMUNICTIONS AND HUMAN RESOURCE MANAGEMENT?

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14. IS IT TRUE THAT IN AN EFFECTIVE ORGANIZATION, INDIVIDUALS ARE RELATIVELY CLEAR ABOUT THEIR RESPONSIBILITIES AND THEIR

CONTRIBUTION?

I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP

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15. IS IT TRUE THAT THE MAIN JOB OF A LEADER IS TO FOCUS ON TASK, FACTS, AND LOGIC RATHER THAN

PERSONALITY AND EMOTIONS?

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16. WHAT IS THE IMPORTANCE OF SETTING PRIORITIES AND SHARED GOALS, STAYING FOCUSED ON TASKS, BEING ORGANIZED, AND KNOWING WHAT YOU WANT?

I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP

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17. WHY IS IT IMPORTANT FOR THE HUMAN RESOURCE LEADER TO BELIEVE THAT PEOPLE ARE THE CENTER OF ANY

ORGANIZATION?

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18. IS IT THE JOB OF THE LEADER TO SUPPORT AND EMPOWER PEOPLE?

HOW IMPORTANT IS IT TO SHOW CONCERN FOR PEOPLE, LISTEN TO THEIR ASPIRATIONS AND GOALS, AND COMMUNICATE PERSONAL WARMTH AND OPENNESS?

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19. HOW IMPORTANT A SKILL IS IT FOR THE HUMAN RESOURCE LEADER TO HAVE THE ABILITY TO COMBINE ADVOCACY WITH INQUIRY?

WHAT IS THE BEST WAY TO WORK AT ARTICULATING WHAT EVERYONE

HAS IN COMMON?

I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP

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20. DO YOU BELIEVE THAT INSPIRATION IS THE MOST IMPORTANT PART OF A

LEADER’S JOB?

DO YOU BELIEVE LEADERS SHOULD BE VISABLE AND ENERGETIC?

DO YOU CONCUR THAT LEADERS NEED TO BE SENSITIVE TO AN ORGANIZATION’S HISTORY AND CULTURE?

I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP

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21. WHY IS TRAGEDY A TEST OF LEADERSHIP?

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22. IN TIMES OF CRISIS SHOULD WE EXPECT LEADERSHIP FROM

PEOPLE IN HIGH PLACES?

CAN YOU GIVE ME SEVERAL EXAMPLES OF INDIVIDUALS RISING TO THE OCCASION?

I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP

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23. IS IT TRUE WE NEED MORE LEADERS, AS WELL AS BETTER LEADERSHIP?

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24. WHAT ARE THE CHARACTERISTICS OF EFFECTIVE LEADERS?

I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP

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25. SHOULD WE EXPECT LEADERS TO PERSUADE OR INSPIRE RATHER THAN TO COERCE OR GIVE

ORDERS?

HOW DO GOOD LEADERS PRODUCE COOPERATIVE EFFORT AND PURSUE GOALS THAT TRANSCEND NARROW SELF-INTEREST?

I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP

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II.II. SEVERAL DIMENSIONS SEVERAL DIMENSIONS FOR DISTINGUISHING FOR DISTINGUISHING LEADERSHIP FROM LEADERSHIP FROM

MANAGEMENTMANAGEMENT

1. LEADERS THINK LONG-TERM

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II.II. SEVERAL DIMENSIONS SEVERAL DIMENSIONS FOR DISTINGUISHING FOR DISTINGUISHING LEADERSHIP FROM LEADERSHIP FROM

MANAGEMENTMANAGEMENT

2. LEADERS LOOK OUTSIDE AS WELL AS INSIDE THE ORGANIZATION TO SOLVE PROBLEMS

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II.II. SEVERAL DIMENSIONS SEVERAL DIMENSIONS FOR DISTINGUISHING FOR DISTINGUISHING LEADERSHIP FROM LEADERSHIP FROM

MANAGEMENTMANAGEMENT

3. LEADERS INFLUENCE CONSTITUENTS BEYOND THEIR

IMMEDIATE FORMAL JURISDICTION

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II.II. SEVERAL DIMENSIONS SEVERAL DIMENSIONS FOR DISTINGUISHING FOR DISTINGUISHING LEADERSHIP FROM LEADERSHIP FROM

MANAGEMENTMANAGEMENT

4. LEADERS EMPHASIZE VISION AND RENEWAL

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II.II. SEVERAL DIMENSIONS SEVERAL DIMENSIONS FOR DISTINGUISHING FOR DISTINGUISHING LEADERSHIP FROM LEADERSHIP FROM

MANAGEMENTMANAGEMENT

5. LEADERS MAKE THINGS HAPPEN

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II.II. SEVERAL DIMENSIONS SEVERAL DIMENSIONS FOR DISTINGUISHING FOR DISTINGUISHING LEADERSHIP FROM LEADERSHIP FROM

MANAGEMENTMANAGEMENT

6. ALL GOOD LEADERS HAVE QUALITIES SUCH AS VISION, STRENGTH, AND COMMITMENT

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II.II. SEVERAL DIMENSIONS SEVERAL DIMENSIONS FOR DISTINGUISHING FOR DISTINGUISHING LEADERSHIP FROM LEADERSHIP FROM

MANAGEMENTMANAGEMENT

7. EFFECTIVE LEADERS HELP ARTICULATE SET STANDARDS FOR PERFORMANCE, AND CREATE FOCUS AND DIRECTION

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II.II. SEVERAL DIMENSIONS SEVERAL DIMENSIONS FOR DISTINGUISHING FOR DISTINGUISHING LEADERSHIP FROM LEADERSHIP FROM

MANAGEMENTMANAGEMENT

8. EFFECTIVE LEADERS COMMUNICATE A VISION EFFECTIVELY, OFTEN THROUGH THE USE OF SYMBOLS

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II.II. SEVERAL DIMENSIONS SEVERAL DIMENSIONS FOR DISTINGUISHING FOR DISTINGUISHING LEADERSHIP FROM LEADERSHIP FROM

MANAGEMENTMANAGEMENT

9. GOOD LEADERS HAVE A PASSION AND DEEPLY CARE ABOUT THEIR WORK AND THE PEOPLE WHO HELP DO IT

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II.II. SEVERAL DIMENSIONS FOR SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP DISTINGUISHING LEADERSHIP

FROM MANAGEMENTFROM MANAGEMENT

10. LEADERS BELIEVE LITTLE IN LIFE IS MORE IMPORTANT THAN DOING A GOOD JOB

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II.II. SEVERAL DIMENSIONS FOR SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP DISTINGUISHING LEADERSHIP

FROM MANAGEMENTFROM MANAGEMENT

11. LEADERS HAVE THE ABILITY TO INSPIRE TRUST AND BUILD

RELATIONSHIPS

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II.II. SEVERAL DIMENSIONS FOR SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP DISTINGUISHING LEADERSHIP

FROM MANAGEMENTFROM MANAGEMENT

12. HONESTY CAME FIRST ON A LIST OF TRAITS THAT MANAGERS MOST ADMIRE IN A LEADER

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III.III. ATTRIBUTES ASSOCIATED ATTRIBUTES ASSOCIATED WITH EFFECTIVE WITH EFFECTIVE

LEADERSHIPLEADERSHIP

1. RISK TAKING

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III.III. ATTRIBUTES ASSOCIATED ATTRIBUTES ASSOCIATED WITH EFFECTIVE WITH EFFECTIVE

LEADERSHIPLEADERSHIP

2. FLEXIBILITY

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III.III. ATTRIBUTES ASSOCIATED ATTRIBUTES ASSOCIATED WITH EFFECTIVE WITH EFFECTIVE

LEADERSHIPLEADERSHIP

3. SELF-CONFIDENCE

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III.III. ATTRIBUTES ASSOCIATED ATTRIBUTES ASSOCIATED WITH EFFECTIVE WITH EFFECTIVE

LEADERSHIPLEADERSHIP

4. INTERPERSONAL SKILLS

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III.III. ATTRIBUTES ASSOCIATED ATTRIBUTES ASSOCIATED WITH EFFECTIVE WITH EFFECTIVE

LEADERSHIPLEADERSHIP

5. MANAGING BY WALKING AROUND

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III.III. ATTRIBUTES ASSOCIATED ATTRIBUTES ASSOCIATED WITH EFFECTIVE WITH EFFECTIVE

LEADERSHIPLEADERSHIP

6. TASK COMPLETION

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III.III. ATTRIBUTES ASSOCIATED ATTRIBUTES ASSOCIATED WITH EFFECTIVE WITH EFFECTIVE

LEADERSHIPLEADERSHIP

7. INTELLIGENCE

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III.III. ATTRIBUTES ASSOCIATED ATTRIBUTES ASSOCIATED WITH EFFECTIVE WITH EFFECTIVE

LEADERSHIPLEADERSHIP

8. DECISIVENESS

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III.III. ATTRIBUTES ASSOCIATED ATTRIBUTES ASSOCIATED WITH EFFECTIVE WITH EFFECTIVE

LEADERSHIPLEADERSHIP

9. UNDERSTANDING OF FOLLOWERS

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III.III. ATTRIBUTES ASSOCIATED ATTRIBUTES ASSOCIATED WITH EFFECTIVE WITH EFFECTIVE

LEADERSHIPLEADERSHIP

10. COURAGE

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III.III. ATTRIBUTES ASSOCIATED ATTRIBUTES ASSOCIATED WITH EFFECTIVE WITH EFFECTIVE

LEADERSHIPLEADERSHIP

EFFECTIVE LEADERS WORK HARDER THAN OTHER PEOPLE

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