This is about how someone can someone achieve educational leadership

1. EDUCATIONAL
LEADERSHIP
By
Dr. Suchitra Behera.
Department of Education(M.Ed)
Kolhan university, chaibasa.

2. Leadership meaning:
• Leadership is to lead the
followers.
• Leadership is a behaviour
through which a person
influences others by his/her
potentialities and personal
traits.

3. Leadership traits:

4. Leadership definitions:
• R.T.Lapiare &P.R.Farsworth: Leadership in the behaviour that affects
the behaviour of other people ,more than their behaviour affects that
of leader.
• R.C.Mac Iver &C.H.page:By leadership we mean the capacity to
persuade or to direct men, that comes from personal qualities apart
from office.
• Kimbel young: What is popularly called leadership is more accurately
to be discussed in terms of dominance.
• J.P.Brown: The leader is himself led by those whom he seeks to lead
.Leadership increases in potency at the cost of decrease in freedom of
leadership.

5. Theories of leadership:
• Trait theory of leadership: trait is a quality that forms part of our
character or personality.(किसी व्यक्ति ि
े चरित्र या व्यक्तित्व िी
ववशेषिा)
• Carlyle's ideas inspired early research on leadership, which
almost entirely focused on inheritable traits.

6. Trait theory of leadership:

7. Trait theory of leadership:
• According to Carlyle, history is shaped by extraordinary leaders.
This ability to lead is something that people are simply born
with, Carlyle believed, and not something that could be
developed. Carlyle's ideas inspired early research on
leadership, which almost entirely focused on inheritable traits.
• Carlyle's theory of leadership was based on the rationale that:
• Certain traits produce certain patterns of behavior.
• Patterns are consistent across different situations.
• People are "born" with leadership traits.

8. Trait’s of leadership:
• According to the researchers, the traits most commonly associated
with great leadership include:
• Adaptability and flexibility: Effective leaders don't get stuck . They
are able to think outside of the box and adapt quickly to changing
situations.
• Assertiveness: A great leader is able to be direct and assertive
without coming off or aggressive.
• Capacity to motivate people: A great leader knows how to inspire
others and motivate them to do their best.
• Courage and resolution: The best leaders are brave and committed
to the goals of the group. They do not hide from challenges.


9. Trait’s of leadership
• Creativity: Perhaps most importantly, great leaders not only
possess their own creativity, but they are also able to foster
creativity among members of the group.
• Decisiveness: A great leader is capable of making a decision
and is confident in his or her choices.
• Eagerness to accept responsibility: Strong leaders take on
responsibility and don't pass the blame on to others. They stand
by their success and take ownership of their mistakes.
• Emotional stability: In addition to being dependable overall,
strong leaders are able to control their emotions and avoid
overreactions.

10. Trait’s of leadership:
• Intelligence and action-oriented judgment: Great leaders and smart and
make choices that move the group forward.
• Need for achievement: Strong leaders have a need to succeed and help
the group achieve goals. They genuinely care about the success of the
group and are committed to helping the group reach these milestones.
• People skills: Excellent interpersonal skills are essential for leading
effectively. Great leaders know how to interact well with other leaders as
well as with team members.
• Perseverance: Strong leaders stick with it, even when things get difficult
or the group faces significant obstacles.
• Self-confidence: Many of the best leaders are extremely self-assured.
Because they are confident in themselves, followers often begin to share
this self-belief.

11. Trait’s of leadership:
• Task competence: A great leader is skilled and capable.
Members of the group are able to look to the leader for an
example of how things should be done.
• Trustworthiness: Group members need to be able to depend
upon and trust the person leading them.
• Understanding their followers and their needs: Effective
leaders pay attention to group members and genuinely care
about helping them succeed. They want each person in the
group to succeed and play a role in moving the entire group
forward.

12. Issues in trait leadership:
• Early studies on leadership focused on the differences between leaders and followers
with the assumption that people in leadership positions would display more leadership
traits than those in subordinate positions.
• What researchers found, however, was that there were relatively few traits that could be
used to distinguish between leaders and followers. For example, leaders tend to be great
communicators.
Leaders also tend to be higher in traits such as extroversions, self-
confidence, but these differences tended to be small.
• Some have suggested that this may due to situational variables in which leadership skills
only emerge when an opportunity for leadership arises (such as in war, during a political
crisis, or in the absence of leadership).6
• Meanwhile, others have taken a contingency approach to leadership in which certain traits
can be more effective in some situations and less so in others.
• Opinions vary on what those traits are and to what degree they can predict success, if at
all.

13. Style theory of leadership:
• Style theory differs drastically from trait or skill theories.
• Instead of focusing on who leaders are, style theories consider what leaders do.
• At the core of all style theories is the idea that leaders engage in two distinct types of behavior: task behaviors and
relationship behaviors. How leaders combine these two behaviors determines their leadership effectiveness.
• Style theory refers to three main theories or lines of research: the Ohio State University studies, the Michigan University
studies, and the Blake and Mouton Managerial Grid.
• Blake and Mouton ran with this idea, developing a model for training leaders that describes leadership behaviors as plots
on a grid with two axes: concern for results (task behaviors) and concern for people (relationship behavior).
• The model outlines five main plots on the managerial grid:
• authority-compliance ,
• country club management ,
• impoverished management ,
• middle-of-the-road management,
• team management .

14. Style theory of leadership:
• style theory represents a step forward in understanding
leadership, there are some strengths and weaknesses.
• In addition to enhancing understanding of leadership, style
theory is supported by a large body of research.
• Style theory also works to identify two main behaviors, task and
relationship, which can be learned and cultivated.
• However, style theorists have yet to come to consensus on an
optimal style of leadership. The theory implies that a high task,
high relationship style will yield the best results, but this
implication has yet to be supported by research.

15. Autocratic leadership:
• एि अधिनायिवादी नेिृत्व शैली िा अनुििण किया जािा है जब एि
नेिा नीतियों औि प्रकियाओं िो तनिाारिि िििा है, यह िय िििा है
कि लक्ष्यों िो तया हाससल किया जाना है, औि अिीनस्थों द्वािा
किसी भी साथाि भागीदािी ि
े बबना सभी गतिववधियों िो तनदेसशि
औि तनयंबत्रि िििा है।
Autocratic leadership, also known as authoritarian leadership, is
a leadership style characterized by individual control over all decisions
and little input from group members. Autocratic leaders typically
make choices based on their ideas and judgments and rarely accept
advice from followers. Autocratic leadership involves absolute,
authoritarian control over a group.

16. Autocratic leadership characteristics:
• Some of the primary characteristics of autocratic leadership include:
• Allows little or no input from group members
• Requires leaders to make almost all of the decisions
• Provides leaders with the ability to dictate work methods and processes
• Leaves group feeling like they aren't trusted with decisions or important
tasks
• Tends to create highly structured and very rigid environments
• Discourages creativity and out-of-the box thinking
• Establishes rules and tends to be clearly outlined and communicated

17. Autocratic leadership:
Benefits:
• Allows for quick decision-making especially in stress-filled situations
• Offers a clear chain of command or oversight
• Works well where strong, directive leadership is needed.
Drawbacks
• Discourages group input
• Hurts morale and leads to resentment
• Ignores or impairs creative solutions and expertise from subordinates

18. Autocratic leadership:
• How to Be Successful
• The autocratic style can be beneficial in some settings, but also has its pitfalls and is not appropriate for every setting and with
every group.
• Listen to team members.
• Listening to people with an open mind can help them feel like they are making an important contribution to the group's mission.
• Establish Clear Rules In order to expect team members to follow your rules, you need to first ensure that guidelines are clearly
established and that each person on your team is fully aware of them.
• Provide Tools
• Once your subordinates understand the rules, you need to be sure that they actually have the education and abilities to perform
the tasks you set before them.
• Be Reliable
• Inconsistent leaders can quickly lose the respect of their teams. Follow through and enforce the rules you have established.
• Recognize Success
• Your team may rewarded for their successes. Try to recognize success more than you point out mistakes. By doing so, your team
will respond much more favorably to your correction.

19. Laissez-faire leadership:
• Laissez-faire leadership, also known as delegative leadership, is a type of leadership
style in which leaders are hands-off and allow group members to make the decisions.
Researchers have found that this is generally the leadership style that leads to the lowest
productivity among group members.
• Characteristics of Laissez-Faire Leadership
• Laissez-faire leadership is characterized by the following:
• Hands-off approach
• Leaders provide all training and support
• Decisions are left to employees
• Comfortable with mistakes
• Accountability falls to the leader

20. Laissez-faire leadership:
• Advantages of Laissez-Faire Leadership
• Like other leadership styles, the laissez-faire leadership style has its
advantages.
• It encourages personal growth. Because leaders are so hands-off in their
approach, employees have a chance to be hands-on. This leadership style
creates an environment that facilitates growth and development.
• It encourages innovation. The freedom given to employees can encourage
creativity and innovation.
• It allows for faster decision-making. Since there is no micromanagement,
employees under laissez-faire leadership have the autonomy to make their
own decisions. They are able to make quick decisions without waiting
weeks for an approval process.

21. Laissez-faire leadership:
• Disadvantages of Laissez-Faire Leadership:
• Because the laissez-faire style depends so heavily on the abilities of the group, it is
not very effective in situations where team members lack the knowledge or
experience they need to complete tasks and make decisions. This can lead to poor
job performance and less job satisfaction.4
• This is leadership style is also not suitable for situations where efficiency and high
productivity are the main concerns.
• Lack of role clarity: In some situations, the laissez-faire style leads to poorly defined roles within
the group.
• Poor involvement with the group: Laissez-faire leaders are often seen as uninvolved and
withdrawn, which can lead to a lack of cohesiveness within the group.
• Low accountability: Some leaders take advantage of this style as a way to avoid responsibility for
the group's failures.
• Passivity: At its worst, laissez-faire leadership represents passivity or even an outright avoidance
of true leadership.

22. Uses of laissez-faire leadership::
• This style is particularly effective
in situations where group
members are more
knowledgeable than the group's
leader. The laissez-faire style
allows them to demonstrate
their deep knowledge and skill
surrounding that particular
subject.
• If team members are unfamiliar
with the process or tasks,
leaders are better off taking a
more hands-on approach. They
can switch back to a more
delegative approach as team
members gain more experience.

23. Grid theory of leadership:
• शैली पि आिारिि है। धिड ससद्िांि िा वविास औि वविास जािी िहा है।प्रबंििीय धिड
मॉडल िॉबर्ा आि ब्लेि औि जेन मॉर्न द्वािा वविससि एि शैली नेिृत्व मॉडल है। इस
मॉडल ने मूल रूप से लोगों ि
े सलए धचंिा औि उत्पादन ि
े सलए धचंिा ि
े आिाि पि
पांच अलग-अलग नेिृत्व शैसलयों िी पहचान िी।
The managerial grid model (1964) is a style leadership model
developed by Robert R. Blake and Jane Mouton.
• This model originally identified five different leadership styles based
on the concern for people and the concern for production.
• The optimal leadership style in this model is based on Theory y .

24. Model of grid theory:

25. Grid theory of leadership:
• The model is represented as a grid with concern for production as the x-axis and concern for
people as the y-axis ; each axis ranges from 1 (Low) to 9 (High). The resulting leadership styles are
as follows:
• The indifferent (previously called impoverished) style (1,1): evade and elude. In this style,
managers have low concern for both people and production. Managers use this style to preserve
job and job seniority, protecting themselves by avoiding getting into trouble. The main concern
for the manager is not to be held responsible for any mistakes, which results in
less innovation decisions.
• The accommodating (previously, country club) style (1,9): yield and comply. This style has a high
concern for people and a low concern for production. Managers using this style pay much
attention to the security and comfort of the employees, in hopes that this will
increase performance. The resulting atmosphere is usually friendly, but not necessarily very
productive.
• The dictatorial (previously, produce or perish) style (9,1): in return. Managers using this style also
pressure their employees through rules and punishments to achieve the company goals. This
dictatorial style is based on Theory X of Douglas McGregor, and is commonly applied by
companies on the edge of real or perceived failure. This style is often used in cases of crisis
management.

26. Grid theory of leadership:
• The status quo (previously, middle-of-the-road) style (5,5): balance and compromise. Managers
using this style try to balance between company goals and workers' needs. By giving some
concern to both people and production, managers who use this style hope to achieve suitable
performance but doing so gives away a bit of each concern so that neither production nor people
needs are met.
• The sound (previously, team) style (9,9): contribute and commit. In this style, high concern is paid
both to people and production. As suggested by the propositions of Theory Y, managers choosing
to use this style encourage teamwork and commitment among employees. This method relies
heavily on making employees feel themselves to be constructive parts of the company.
• The opportunistic style: exploit and manipulate. Individuals using this style, which was added to
the grid theory before 1999, do not have a fixed location on the grid. They adopt whichever
behaviour offers the greatest personal benefit.
• The paternalistic style: prescribe and guide. This style was added to the grid theory before 1999.
In The Power to Change, it was redefined to alternate between the (1,9) and (9,1) locations on
the grid. Managers using this style praise and support, but discourage challenges to their thinking.

27. Behavioural elements of grid theory:
Element Description
Initiative Taking action, driving and supporting
Inquiry Questioning, researching and verifying understanding
Advocacy Expressing convictions and championing ideas
Decision making Evaluating resources, choices and consequences
Conflict resolution Confronting and resolving disagreements
Resilience Dealing with problems, setbacks and failures
Critique Delivering objective, candid feedback

28. Advantages and limitations.
• Advantages of Managerial Grid:
• This theory of leadership styles led to research on leaders’ use of power versus influence
to accomplish tasks and obtain results.
• This and similar models give you several lenses through which to view leadership.
• While there does not exist a universal approach or set of traits that defines a good
leader, you can adopt a specific approach or management style to influence or
direct your subordinates, depending on the situation you face.
• Limitations / Criticisms:
• Scouller (2011) argued that this ideal approach may not suit all circumstances; for
example, emergencies or turnarounds.
• This model ignores the importance of internal and external limits, matter and scenario.
• Also, there are some more aspects of leadership that can be covered but are not. The
grid does not entirely address the complexity of “Which leadership style is best?”

29. Situational theory of leadership:
• ससचुएशनल लीडिसशप
थ्योिी, या ससचुएशनल
लीडिसशप मॉडल, एि ऐसा
मॉडल है, जो पॉल हसी औि
ि
े न ब्लैंचडा द्वािा बनाया
गया है, क्जसे प्रबंिन ि
े
संगठनात्मि व्यवहाि पि
िाम िििे हुए वविससि
किया गया है। ससद्िांि िो
पहली बाि 1969 में "नेिृत्व
ि
े जीवन चि ससद्िांि" ि
े
रूप में पेश किया गया था।

30. Situational theory of leadership
• Situational Leadership is adaptive, flexible, weighs variables, and provides us with
the tools to best suit our current circumstances and meet our desired goals. A
leader who is capable of this approach will embody the following five
characteristics .
• 1) Insight: A Situational Leader understands the needs of their employees, then
adjusts their leadership style to meet those needs.
• 2) Flexibility: A Situational Leader moves seamlessly from one leadership style to
another to meet current demands.
• 3) Trust: A Situational Leader gains the trust and confidence of their employees.
• 4) Problem Solving: A Situational Leader solves problems using the most
applicable leadership style for the current challenge they are facing.
• 5) Coach: A Situational Leader is capable of evaluating the maturity and
competence of their employees and then applies the best strategy to enhance
their employees’ skill sets and goals.

31. Situational theory of leadership:
• Two researchers, Paul Hersey and Ken Blanchard, developed the Situational
Leadership model during the mid-1970s and subsequently developed separate,
revised models.
• The underlying concepts of their models focus on adaptive leadership styles .
• Pictured below is a graphic, combining elements from the Hersey-Blanchard
Situational Leadership Theory and Blanchard’s revised Situational Leadership
Theory .
• It depicts four leadership styles on a supportive/directive scale, based on the
developmental level of those being led:
Delegating.
Supporting.
Coaching,
Directing

32. Image of Hersey-Blanchard situational theory:

33. Hersey-Blanchard Situational theory:
• Begin by considering interpersonal factors .
• For example, a group lacking in efficiency and productivity might benefit from a style emphasizing
direction, organization, and clearly defined roles. On the other hand, a highly productive group
might benefit from a more democratic style allowing greater independence and input in decision
making.
• Secondly,
• you should consider the actual task at hand. A Situational Leader needs to have a clear idea of
what a task e to successfully guide a team or employee to accomplish it.
• Thirdly,
• consider the maturity levels of each individual based on ability and willingness. For example,
assigning a project to a member who is willing but lacks the appropriate ability level is a recipe for
failure (and vice versa).
• This is why the developmental levels were a key element of the Hersey-Blanchard theories.
• And lastly, consider the situation you’re facing—hence, situational leadership theories. There are
also instances when the situation itself will override all of the above factors.

34. Benefits of situational approach:
• If there were an innovative change occurring in your organization, you
may want to use a Delegating approach to encourage idea generation
and collaborative teamwork.
• An interpersonal conflict may be best served by a Supporting
approach, offering a high level of support but low amount of
directives.
• A major reorganization prompting new processes/structure may call
for a Coaching style with high support and high directives to guide a
team through the changes.
• A major crisis would require you to immediately default to a Directing
approach, overriding all other situational factors.

35. Contingency theory of leadership:
 Fiedler ( 1993), describes two main factors contribute to effective or successful leadership .
• “the personality of the leader and the degree to which the situation gives the leader power, control and
influence over the situation” .
• Leaders can be task motivated and relationship motivated.
• The way that Fiedler suggests individuals determine their motivation .
• The second aspect that Fielder says determines success is the specific situation and the degree to which the
leader feels in control of the outcome of their actions.
Gareth Morgan in his book Images of Organization summarized the main ideas underlying contingency:
• Organizations are open systems that need careful management to satisfy and balance internal needs and to
adapt to environmental circumstances
• There is not one best way of organizing. The appropriate form depends on the kind of task or environment
one is dealing with.
• Management must be concerned, above all else, with achieving alignments and good fits
• Different types or species of organizations are needed in different types of environments

36. Contingency theory of leadership:
Fred Fiedler’s model focused on a contingency model of leadership in organizations.
• This model contains the relationship between leadership style and the favorable-ness of the
situation.
• Fielder developed a metric to measure a leader's style called the Least Preferred Co-worker. The
test consists of 16-22 items they are to rate on a scale of one to eight as they think of a co-worker
they had the most difficulty working with. A high score indicates the test taker is relational in style
and a low score indicates the test taker is more task orientated in style.
Situational favorable-ness was described by Fiedler in terms of three empirically derived
dimensions:
• Leader-member relationship – high if the leader is generally accepted and respected by followers
• Degree of task structure – high if the task is very structured
• Leader's position power – high if a great deal of authority and power are formally attributed to
the leader's position
Situations are favorable to the leader if all three of these dimensions are high.

37. Fiedler’s contingency model

38. Application of contingency theory:
• How to apply Fiedler’s Contingency Model:
• Understand your leadership style - this information can be obtained
by completing a Least-Preferred Co-Worker Scale. Low LPC indicates a
task-oriented leader and high LPC indicates a relationship-oriented
leader
• Understand your situation - you have to describe your situation using
the empirically derived dimensions
• Decide which leadership style is best - this is mostly determined by
which characteristics of a certain situation are low, unstructured, or
poor, so the best fit leader can come in and make that characteristic
better in that circumstance

39. Advantages of contingency theory:
• The first major strength of the contingency theory is that it has the support of an
abundance of empirical research .
• This is critical as it proves that the theory is reliable, based on various trials and
research.
• The contingency theory is also beneficial as it widened our understanding of leadership,
by persuading individuals to consider the various impacts of situations on leaders.
• Another strength of the contingency theory is its predictive nature that provides an
understanding to the types of leaders that will be most effective in specific situations.
• This theory is also helpful, as it suggests that leaders do not have to be effective in all
situations and that there are specific scenarios in which a leader might not be the perfect
fit.
• The last major advantage of the contingency theory is that it provides concrete data on
leadership styles, that is applicable to organizations developing their own leadership
profiles. [