Leadership and Values

1. Leadership and Values By Linda J. Davis Advanced Organizational Theory and Inquiry November 21, 2000

2. Introduction The call for leadership is merely a cry for good administration as opposed to bad. And this in turn leads us to see rectification of the names of values: good and bad, right and wrong. (Christopher Hodgkinson)

3. Essential Questions What are values? How do we know both what is good and what is right? How do values effect decision making? What kinds of leadership syles demonstrates high levels of values?

4. Values (Administration Purpose) As concepts of the desirable with motivating forces. The difference between good and right The difference between what we like and what ought to be

5. Characteristics Mutual Respect Integrity Fairness and Caring Honesty and Trustworthiness Loyalty Service Responsibility Cooperation

6. Value Typology Type III Preference involving primarily an individual�s affect and hedonistic calculus Primitive, affective, and self justifying Reflection of a person�s basic preference structure The Psychological factor is emotion and feeling Example: do you like tea or coffee, do you prefer hard liquor to wine Constant in all stages of values At the bottom of the typology

7. Type IIB Involves the search for consensus with other persons Mobilization of people and negotiation of power Democratic Humanism Consequences The Psychological Factor is thinking

8. Type IIA Involves the use of reason for the analysis of the consequences of holding or acting upon a given values Planning and managing with rational approach Concerned with consequences and short, medium, and long-term effects of action The psychological factor is cognition and reason Example: Murder results in the death penalty

9. Type I Principles involving major acts of commitment, will, faith, or belief Religion The psychological factor is willing Example: Free choice like to believe in God

10. The importance of the hierarchy is that when it comes to justifying value laden administrative decisions, or resolving value conflict, the values at the top of the hierarchy in general take precedence over values at the lower end. Level I to Level III moves from Right to Good

11. Hodgkinson�s Taxonomy of Administrative Process Administration is philosophy in action Philosophy can be: The mode of articulated policy utterances Unuttered values that is daily translated into action through the device of the organization How? By means of administrative processes which are abstract, philosophical, qualitative, strategic, and humanistic in essence and by means if managerial processes which are concrete, practical,pragmatic, quantitative, technical and technological in nature

12. Administrative vs Managerial Administration Policy making Ideal Philosophy- argument, dialectic, logic, value clarification Planning- philosophy must then be translated into plan and reduced into a written, persisting, and communicative form Politics- process of persuasion, this is the domain of power

13. Management Policy Implementation Human Resources Mobilizing- organizing of what economics calls factors of production: Land, labor, capitol This stage is important because it involves the shift from administrative to management Managing- routinization, programming, and the possibilities for factual management science Monitoring- formal supervision, auditing, accounting, and evaluating

14. How do we take the typology of values and the taxonomy of the administrative process and relate these to decision making and leadership?

15. Philosophy Type I Value Works on Ideas Plans Missions Goals and objectives Ideal Generator Those good at generating new ideas, concepts, hypothesis Synthesizers Those good at dealing with large masses of data

16. Planning Type IIA Value Deals with Ideas Plans Missions Goals and objectives Researcher puts information together to expand on ideas Information Complier Collects and collaborates information

17. Politics Type IIB value Deals with people Explainers Takes a complicated situation and explain it in a direct and simple way Salesman Creates interest in others

18. Mobilizing Type IIB Value Deals with People directly Communicator Communicates will with people Tends to overlap with explainers Organizer Practical, runs the organization

19. Managing Type IIA Value Deals with Things Group Organizer Handles group Effectors Makes things happen, overcomes obstacles

20. Monitoring Type I Value type Deals with things Detectives Can find things out Reactors Can review a situation and appraise it

21. Leadership Styles Stewardship Moral commitment to children or cause Requires that obligations and commitments be met, regardless of obstacles Trust Responsibility Service

22. Servant Leader Personal enthusiasm and commitment Judgment based on competence and values, rather than self interest Trust Responsibility Service

23. References: Evans, R (2000). The authentic leader. Jossey-Bass Inc., Educational Leadership (pp. 287-307). San Francisco, CA: Jossey � Bass Publishers. Hodgkinson, C. (1979). The unspeakable curriculum: moral education for a non-aristotelian standpoint. Canadian Journal of Education,4 (2), 15-22. Hodgkinson, C. (1981). A new taxonomy of administration process. The Journal of Educational Administration, 10(2), 141-152

24. Hodgkinson, C. (1986). The value bases of administrative action. Annual Meeting of the American Education Research Association. Hodgkinson, C. & Jackson, J.J. (1986). Peace education: a sophisticated approach. Education Canada, 44-49. Hodgkinson, C. (1993). Justifying educational administration. Journal of the British Educational Management and Administration Society,21 (3), 140-152.

25. Sergiovanni, T.J. (2000). Leadership as stewardship. Jossey-Bass Inc., Educational Leadership (pp. 269-286). San Francisco, CA: Jossey-Bass Publishers.

26. The End