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Strategic & Transformational Leadership. Christina Budi Setyaningrum . Surfer. Surfer learn surfing perfected them not considered bigger picture & outside environment Surfer

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strategic transformational leadership

Strategic & Transformational Leadership

Christina Budi Setyaningrum

slide4

Surfer

  • learn surfing
  • perfected them
  • not considered bigger picture & outside environment
  • Surfer
  • kept trying whatever came into his mind, without stopping to reflect & learn from each attempt
  • He is highly disciplined & he becomes purposeful & deliberate, clearly understanding his actions
strategy
Strategy

Five Concept:

  • Idea of direction-setting
  • Planning
  • Not involved in the detailed day-to-day-activity but is considered with the broad major dimensions of the organization
  • A medium to longer term time framework
  • A template against which to set shorter term planning and activities
leadership
Leadership

A process of influence leading to the achievement of desired purposes.

It involves inspiring and supporting others toward the achievement of a vision for the school which is based on clear and professio values.

what strategic leaders do
What Strategic Leaders Do
  • Direction Setting
  • Translating strategy into action
  • Aligning the people and the organization to the strategy
  • Determining effective intervention points
  • Developing strategic capabilities
translating strategy into action
Translating strategy into action

ABCD Approach

Oral, Written, Structural

Articulate

Strategy

build
Build

Images, metaphors,experiences

Dialogues-Conversations, Cognitive/mental map, shared understanding

Create

define
Define

Strategic perspective, Outcome orientation, Formal plans

determining effective intervention points the right things at the right time
Determining effective intervention points – the right things at the right time

Leaders:

When..

Knowing what..

Knowing when...

Knowing what not to do...

four appoaches to implement
Four Appoaches to implement
  • Strategic Planning
  • Emergent Strategy
  • Intrepreneurship or decentralized strategy
  • Strategic Intent
characteristics strategic leaders displa y
Characteristics strategic leaders display

Strategic leaders have a dissatisfaction or restlessness with the present

Strategic leaders prioritize their own strategic thinking and learning

Strategic leaders create mental models to frame their own understanding and practice

Strategic leaders have powerful personal and professional network

transformational leadership
Transformational Leadership
  • Transform means to change completely or essentially in composition or structure
  • All transformational approaches to leadership emphasize emotions and values, and share in common the fundamental aim of fostering capacity development and higher levels of personal commitment to organizational goals on the part of leaders’ colleagues
slide19

Not necessarily allocated to those occupying formal administration positions.

Power is attributed by organizational members to whomever is able to inspire their commitments to collective aspirations, and the desire for personal and collective mastery over the capacities needed to accomplish such aspiration.

the origins of transformational approaches to leadership
The origins of Transformational approaches to leadership

Academic Origins

Downtown (1973):

Current conception of transformational leadership award varying amount of importance to charisma, with school based conceptions tending to award it least importance.

slide21

Burns (1978):

Transformational leaders appealed to the personal goals and values of their organizational colleagues and worked to both elevate and transform those goals and values in the collcetive interest.

  • Bass
  • Bryman
practical organizational origins
Practical/organizational origins
  • In this new downsized, globalized, highly competitive environment, new form of leadership were needed which could rekindle employees’ commitment to the organization, help develop the capacities needed for this brave new world and encourage greater effort on behalf of the organization.
application to schools
Application to schools
  • Late 1980s and early 1990s, schools were beginning to be squeezed in ways they had rarely experienced in the past.
  • This squeeze brought with it the same potential for erosion of educators’ loyalty and commitment
  • School were being asked to do more-much more and to do more with less.
slide24

Tools to close the gaps:

  • Creating quasi market
  • Restructuring schools in order to increase the voice of parents in school decision
  • Legislating additional or different course completions for secondary students
  • Setting higher curriculum standards
  • Introducing high stakes testing programmes that may be used as the basis for grade promotion and/or judging the quality of a school performance
practices associated with transformational leadership
Practices associated with transformational leadership

Transformational leadership as a distinctly unique set of practices.

Non- school perspectives

  • Charisma
  • Inspirational leadership
  • Individualized consideration
  • Intellectual stimulation
slide26

School – based perspective;

  • Depends not all on charismatic practices or leader characteristics
  • Assumes wide distribution of its practices and function across roles within and outside the school
  • Takes the creation of opportunities for collaborative work among staff as a major challenge to be addresed
  • Acknowledges the interdependent relationships among leadership and managerial activities
  • Works toward the creation of roles in schools for parents and members of the community as partners and co-producers of student learning
three broad catagories of leadership practices
Three broad catagories of leadership practices

Setting directions

helping staff to develop shared understanding about the school and its activities as well as the goals that undergrid a sense of purpose or vision

Developing people

The directions contribute to the capacitiesmembers often need in order productively to move on those directions

Redesigning the organization

Transformational leaders create conditions in their school which support and sustain the performance of administrator and teachers, as well as the students.

effect of transformational school leadership
Effect of transformational school leadership

Marks and Printy report significant contribution to classroom instruction of both instructional and transformational approaches to leadership on the part of principals

Leithwood dkk found that transformational school leadership practices explained a small but significant amount of variation on students’ engagement in school

Sillin found that significant contributions of transformational leadership to both student and organizational learning in school

Geijsel dkk reportes significant effects of such leadership on teachers’ levels of effort and commitment