Presentation to Azusa Pacific University,Masters in Administration Co-Hort

1. Women In Leadership
A Presentation for
Admin. Credential Class-APU
Lisa Michelle Dabbs, M.Ed

2. -25 years as an Educator
-19 years as an Administrator
-14 years as a Principal K-6
-5 years as a Project Director-Title
VII
Language and Literature Program
-Kaplan K-12 Educational Consultant
-Adjunct Instructor-Concordia
University
-B.A. in Child Development
-M.Ed. In Educational Administration
-Clear Administrative Services
Credential
-CALSA, Soroptimist, H.O.T. Board of Directors

3. Are Leaders Born or
Made?

4. What Is Leadership?
Many theories (trait, behavioral, etc.)

Is it the same as management?

A definition of leadership

Formal and informal leaders

Leadership and management


5. Trait Theory
Leadership Traits: represent the personal characteristics that
differentiate leaders from followers.
Historic findings reveal that leaders and followers
•
vary by
- intelligence
- dominance
- self-confidence
- level of energy and activity
- task-relevant knowledge
Contemporary findings show that
•
- people tend to perceive that someone is a leader when he or
she exhibits traits associated with intelligence, masculinity, and
dominance
- people want their leaders to be credible
- credible leaders are honest, forward-looking, inspiring, and
competent

6. Trait Theory (continued)
Gender and leadership
•
- men and women were seen as displaying more task and
social leadership, respectively
- women used a more democratic or participative style
than men, and men used a more autocratic and directive
style than women
- men and women were equally assertive
- women executives, when rated by their peers, managers
and direct reports, scored higher than their male
counterparts on a variety of effectiveness criteria

7. Key Leadership Traits to Develop
 Self-Confidence
 Trustworthiness
 Assertiveness
 Emotional Stability
 Sense of Humor
 Self-Awareness and
 Self-Objectivity
 Cognitive Skills
 Emotional Intelligence
 Passion and Enthusiasm

8. Transactional versus
Charismatic Leadership
Transactional Leadership: Weber and Bass 1947/81
-focuses on the interpersonal interactions between managers and
employees
Transactional Leaders
•
- use contingent rewards to motivate employees
- exert corrective action only when employees
fail to obtain performance goals

9. Vision and Articulation
Personal Risk
Charismatic
Sensitivity to Environment
Leaders
Sensitivity to Followers
Unconventional Behavior

10. Developing Charisma
 Communicate a Vision
 Make frequent use of metaphors and analogies
 Inspire trust and confidence
 Be highly energetic and goal oriented
 Be emotionally expressive and warm
 Make ample use of your true stories
 Smile frequently, even if you are unhappy
 Be candid
 Make everyone feel that he/she is important
 Make non-verbal signals of self-confidence
 Be willing to take risks

11. Transformational
Leadership
• Charisma
• Inspiration
• Intellectual stimulation
• Individualized consideration

12. Developing Team Leader Skills
 Build a Mission Statement
 Show your team members that they are trusted
 Encourage team members to recognize each others
accomplishments
 Establish a sense of urgency and High Performance
standards
 Encourage honest criticism
 Use team symbols
 Use peer evaluations
Help team members see the ‘Big Picture’

Minimize formation of ‘In-groups’ and ‘Out-groups’


13. Servant Leadership
and Superleadership
Servant Leadership represents a philosophy in which leaders
•
focus on increased service to others rather than to oneself.
A superleader is someone who leads others to lead
•
themselves by developing employees’ self-management skills.
Superleaders attempt to increase employees’ feelings of
•
personal control and intrinsic motivation.

14. Developing your own Leadership
Potential
Acquire broad experience

 Model effective leaders
 Self-develop leadership traits
 Become an integrated human being
(know thyself)
 Practice a little leadership
 Help your leader lead

15. Hesselbein on Leadership
By Frances Hesselbein

16. Leading the Organization
of the Future
Chapter 8
Managing in a World that is Round

17. C
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B
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B B
C
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B
C
C

18. Leaders will have to master
3 imperatives:
Managing for the Mission
Managing for Innovation
Managing for Diversity

19. Managing for The Mission:
-what is our business/mission?
-who is our customer?
-what does the customer value?

20. Managing for Innovation:
-change that creates a new
dimension of performance
-we must practice “planned
abandonment”…give up
programs that may work
today, but will have little value in
the future

21. Managing for Diversity:
-how do we help people deal
with their deepest differences?
-governance amid diversity is the
world’s greatest challenge!

22. It is the Leader’s job to:
-identify the critical issues
-see where the organization can
make a difference
-build effective partnerships
based on mission,innovation and
diversity to address those issues!

23. Thank You!