William Allan Kritsonis on Improving Educational Leadership

51
1

description

Dr. Kritsonis Recognized as Distinguished Alumnus In 2004, Dr. William Allan Kritsonis was recognized as the Central Washington University Alumni Association Distinguished Alumnus for the College of Education and Professional Studies. Dr. Kritsonis was nominated by alumni, former students, friends, faculty, and staff. Final selection was made by the Alumni Association Board of Directors. Recipients are CWU graduates of 20 years or more and are recognized for achievement in their professional field and have made a positive contribution to society. For the second consecutive year, U.S. News and World Report placed Central Washington University among the top elite public institutions in the west. CWU was 12th on the list in the 2006 On-Line Education of “America’s Best Colleges.”

Transcript of William Allan Kritsonis on Improving Educational Leadership

Page 1: William Allan Kritsonis on Improving Educational Leadership

11

Page 2: William Allan Kritsonis on Improving Educational Leadership

22

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

Page 3: William Allan Kritsonis on Improving Educational Leadership

33

I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP

1. WHAT DOES LEADERSHIP MEAN TO YOU?

Page 4: William Allan Kritsonis on Improving Educational Leadership

44

2. WHAT ARE THE CHALLENGES OF LEADERSHIP?

I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP

Page 5: William Allan Kritsonis on Improving Educational Leadership

55

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

I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP

Page 6: William Allan Kritsonis on Improving Educational Leadership

66

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

I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP

Page 7: William Allan Kritsonis on Improving Educational Leadership

77

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

I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP

Page 8: William Allan Kritsonis on Improving Educational Leadership

88

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

I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP

Page 9: William Allan Kritsonis on Improving Educational Leadership

99

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

I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP

Page 10: William Allan Kritsonis on Improving Educational Leadership

1010

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

I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP

Page 11: William Allan Kritsonis on Improving Educational Leadership

1111

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

I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP

Page 12: William Allan Kritsonis on Improving Educational Leadership

1212

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

I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP

Page 13: William Allan Kritsonis on Improving Educational Leadership

1313

11. WHAT ARE THE CRITICAL CHARACTERISTICS OF EXCELLENT UNIVERSITIES?

I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP

Page 14: William Allan Kritsonis on Improving Educational Leadership

1414

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

Page 15: William Allan Kritsonis on Improving Educational Leadership

1515

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

I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP

Page 16: William Allan Kritsonis on Improving Educational Leadership

1616

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

CONTRIBUTION?

I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP

Page 17: William Allan Kritsonis on Improving Educational Leadership

1717

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

PERSONALITY AND EMOTIONS?

I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP

Page 18: William Allan Kritsonis on Improving Educational Leadership

1818

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

Page 19: William Allan Kritsonis on Improving Educational Leadership

1919

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

ORGANIZATION?

I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP

Page 20: William Allan Kritsonis on Improving Educational Leadership

2020

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?

I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP

Page 21: William Allan Kritsonis on Improving Educational Leadership

2121

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

Page 22: William Allan Kritsonis on Improving Educational Leadership

2222

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

Page 23: William Allan Kritsonis on Improving Educational Leadership

2323

21. WHY IS TRAGEDY A TEST OF LEADERSHIP?

I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP

Page 24: William Allan Kritsonis on Improving Educational Leadership

2424

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

Page 25: William Allan Kritsonis on Improving Educational Leadership

2525

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

I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP

Page 26: William Allan Kritsonis on Improving Educational Leadership

2626

24. WHAT ARE THE CHARACTERISTICS OF EFFECTIVE LEADERS?

I.I. IMPROVING LEADERSHIPIMPROVING LEADERSHIP

Page 27: William Allan Kritsonis on Improving Educational Leadership

2727

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

Page 28: William Allan Kritsonis on Improving Educational Leadership

2828

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

MANAGEMENTMANAGEMENT

1. LEADERS THINK LONG-TERM

Page 29: William Allan Kritsonis on Improving Educational Leadership

2929

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

Page 30: William Allan Kritsonis on Improving Educational Leadership

3030

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

MANAGEMENTMANAGEMENT

3. LEADERS INFLUENCE CONSTITUENTS BEYOND THEIR

IMMEDIATE FORMAL JURISDICTION

Page 31: William Allan Kritsonis on Improving Educational Leadership

3131

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

MANAGEMENTMANAGEMENT

4. LEADERS EMPHASIZE VISION AND RENEWAL

Page 32: William Allan Kritsonis on Improving Educational Leadership

3232

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

MANAGEMENTMANAGEMENT

5. LEADERS MAKE THINGS HAPPEN

Page 33: William Allan Kritsonis on Improving Educational Leadership

3333

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

Page 34: William Allan Kritsonis on Improving Educational Leadership

3434

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

Page 35: William Allan Kritsonis on Improving Educational Leadership

3535

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

Page 36: William Allan Kritsonis on Improving Educational Leadership

3636

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

Page 37: William Allan Kritsonis on Improving Educational Leadership

3737

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

Page 38: William Allan Kritsonis on Improving Educational Leadership

3838

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

Page 39: William Allan Kritsonis on Improving Educational Leadership

3939

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

Page 40: William Allan Kritsonis on Improving Educational Leadership

4040

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

LEADERSHIPLEADERSHIP

1. RISK TAKING

Page 41: William Allan Kritsonis on Improving Educational Leadership

4141

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

LEADERSHIPLEADERSHIP

2. FLEXIBILITY

Page 42: William Allan Kritsonis on Improving Educational Leadership

4242

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

LEADERSHIPLEADERSHIP

3. SELF-CONFIDENCE

Page 43: William Allan Kritsonis on Improving Educational Leadership

4343

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

LEADERSHIPLEADERSHIP

4. INTERPERSONAL SKILLS

Page 44: William Allan Kritsonis on Improving Educational Leadership

4444

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

LEADERSHIPLEADERSHIP

5. MANAGING BY WALKING AROUND

Page 45: William Allan Kritsonis on Improving Educational Leadership

4545

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

LEADERSHIPLEADERSHIP

6. TASK COMPLETION

Page 46: William Allan Kritsonis on Improving Educational Leadership

4646

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

LEADERSHIPLEADERSHIP

7. INTELLIGENCE

Page 47: William Allan Kritsonis on Improving Educational Leadership

4747

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

LEADERSHIPLEADERSHIP

8. DECISIVENESS

Page 48: William Allan Kritsonis on Improving Educational Leadership

4848

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

LEADERSHIPLEADERSHIP

9. UNDERSTANDING OF FOLLOWERS

Page 49: William Allan Kritsonis on Improving Educational Leadership

4949

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

LEADERSHIPLEADERSHIP

10. COURAGE

Page 50: William Allan Kritsonis on Improving Educational Leadership

5050

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

LEADERSHIPLEADERSHIP

EFFECTIVE LEADERS WORK HARDER THAN OTHER PEOPLE

Page 51: William Allan Kritsonis on Improving Educational Leadership

5151