Showing papers on "Transactional leadership published in 1992"

Moral Leadership: Getting to the Heart of School Improvement

Abstract: Most would agree that leadership is an important component in improving our schools, yet few are satisfied with leadership practices now in place. In this book, Thomas J. Sergiovanni shows how creating a new leadership practice--one with a moral dimension centered around purpose, values, and beliefs--can transform a school from an organization to a community and inspire the kinds of commitment, devotion, and service that can make our schools great. New leadership, not more leadership is the key to improving schools. Current management theory and leadership practice often underestimate the complexity of human nature and people's capacity to be motivated by factors other than self-interest. Teachers are encouraged to respond as subordinates, do only what is expected, and work for rewards. Sergiovanni shows how the emphasis in schools on doing things right is often at the expense of doing the right things. He explains the importance of legitimizing emotion and getting in touch with basic values and connections with others. He reveals how true collegiality, based on shared work and common goals, leads to a natural interdependence among teachers. And he shows how a public declaration of values and purpose can help turn schools into virtuous communities where teachers are self-managers and professionalism is held up as an ideal. When teachers and administrators are motivated by emotion and social bonds, guided by a professional ideal, and feel they are truly part of a community, the guiding principle is no longer "what is rewarded gets done, " but "what is good gets done."

Leadership for the Common Good: Tackling Public Problems in a Shared-Power World

Abstract: Preface. Acknowledgments. The Authors. Part One: Understanding Leadership in Shared-Power Settings. 1 When No One Is in Charge: The Meaning of Shared Power. 2 Leadership Tasks in a Shared-Power World: Leadership in Context, and Personal Leadership. 3 Leadership Tasks in a Shared-Power World: Team and Organizational Leadership. 4 Leadership Tasks in a Shared-Power World: Visionary, Political, and Ethical Leadership. 5 Policy Entrepreneurship and the Common Good. Part Two: The Process of Policy Entrepreneurship. 6 Forging an Initial Agreement to Act. 7 Developing an Effective Problem Definition to Guide Action. 8 Searching for Solutions in Forums. 9 Developing a Proposal That Can Win in Arenas. 10 Adopting Policy Proposals. 11 Implementing and Evaluating New Policies, Programs, and Plans. 12 Reassessing Policies and Programs. Summary and Conclusion. References. Resource A: Conflict Management. Resource B: A Guide to Oval Mapping. Resource C: Seven Zones. Resource D: Forums, Arenas, and Courts. Resource E: Future Search. Resource F: Initial Policy Retreats. Name Index. Subject Index.

Beyond Direct Explanation: Transactional Instruction of Reading Comprehension Strategies.

Abstract: Comprehension strategies are being taught in schools, with important similarities across some schools that are teaching them well. Strategy teaching typically occurs daily in these schools as part of group instruction. It is long term and complex since students are taught to coordinate traditional memory and comprehension strategies with interpretive processes. Consistent with both reader response theories and psychological theories, we refer to this approach as transactional strategies instruction: Student and teacher transactions with text are the heart of this form of instruction, with classroom discourse consisting of teachers providing support and guidance to students as they attempt to use strategies to learn regular elementary content. The limited evidence available suggests that this approach is effective and deserves research. Longitudinal experiments and quasi experiments are required, as are detailed descriptive analyses. There are many potential effects of transactional strategies instruction ...

Visionary Leadership: Creating a Compelling Sense of Direction for Your Organization

Abstract: Foreword. Part One: What Vision Is and Why It Matters. 1. Vision: The Key to Leadership. 2. Where Tomorrow Begins: Finding the Right Vision. Part Two: Developing the Vision. 3. Taking Stock: The Vision Audit. 4. Testing Reality: The Vision Scope. 5. Considering the Possibilities: The Vision Context. 6. Finding Your Way: The Vision Choice. Part Three: Implementing the Vision. 7. Making It Happen: Translating Vision into Reality. 8. Running a Race with No End: The Re-Visioning Process. 9. Developing Visionary Leadership: Securing the Future. Appendix: Visionary Leadership for the Public Sector.

Developing Expert Leadership For Future Schools

Abstract: Part 1 A perspective on developing expert leadership for future schools: a conception of expert leadership for future schools what research tells us about the present state of schools leadership. Part 2 The nature of expert leadership for future schools: envisioning the future schools expert school leadership on the high ground and in the swamp expert leadership on the high ground expert leadership in the swamp the special role of values in school leadership teacher development - a central problem for leaders of future schools collaborative school cultures - a key part of the solution. Part 3 Developing expert leadership for future schools: the socialization of school-leaders characteristics of formal programs for developing leadership on the high ground characteristics of formal programmes for developing expert school leadership in the swamp performance appraisal and selection of school leaders - performance appraisal for growth performance appraisal and selection of school leaders - selection processes and measurement issues implications for district leaders.

How Academic Leadership Works: Understanding Success and Failure in the College Presidency

Abstract: The Nature of Academic Leadership. Sources of Effective Leadership. Improving Academic Leadership.

The Courageous Follower: Standing Up to and for Our Leaders

Abstract: For every leader there are dozens of followers working closely with them. This book speaks to those followers and gives them the insights and tools for being effective partners with their leaders. It is a guide that can be kept on a bookshelf and referred to repeatedly when confronted with the challenges of supporting and, at times, correcting a dynamic leader. Since its original release in 1995, The Courageous Follower has been quoted and put on reading lists everywhere from military leadership courses to church sermons to union meeting notices to corporate leadership programs. It has been recognized as the missing link in leadership development and in the sustainability of core values by senior management teams. This new edition has been updated and expanded to speak to the widespread failures of leadership we have witnessed - from the Catholic Church to the FBI to the largest corporations in the world. Boards of Directors, Senior Managers and staff who are loyal to the mission of their organizations, will all find the expanded edition more essential than ever to preventing and righting leadership wrongs and supporting and fostering values-based leadership efforts.

The Evolving Role of American Principals: From Managerial to Instructional to Transformational Leaders

Abstract: Examines trends in the evolution of the principalship in the United States from the 1960s to the present. Analyses three roles that emerged during this period and that subsequently exerted influence on the principalship: the programme manager, instructional leader, and transformational leader. Assesses the evolution of these roles in administrative practice in the light of contextual changes, particularly developments in national and state education policy. Suggests possible directions for future developments in the educational leadership roles of principals in the United States.

Learning to Lead: The Art of Transforming Managers into Leaders

Abstract: "Assume you're seriously interested in figuring our how to evaluate the many different approaches to leadership training. Fortunately, Jay Conger has provided a starting point."--FortuneGain an insider's view of some of the most popular leadership development programs offered today. Learning to Lead offers human resource professionals, consultants, and executives personal insights into the role training plays in leadership development.You'll learn: The forces that foster leadership Classic approaches to leadership training Different feedback approaches The future of leadership training Turn your managers into effective leaders!

Conceptualizing leadership processes: a study of senior managers in a financial services company*

Abstract: Established methodologies of leadership research have placed unnecessary constraints upon our capacity to examine creatively actual leadership practices and to generate fresh insights into their dynamics. A regeneration of leadership research depends upon the development of new frameworks of interpretation which yield new or deeper understanding of processes to which the term ‘leadership’is usually attributed. To this end, the article presents a conceptual framework founded upon well established traditions of social enquiry which have been underutilized in leadership research. The value of this framework is demonstrated through the analysis of data taken from an intensive field study of leadership processes amongst senior managers. It is argued that this methodology for leadership research serves to answer calls for increasing the practical relevance of leadership research without making unacceptable sacrifices to its intellectual credibility.

Attribution of Influence and Charisma to the Leader: The Romance of Leadership Revisited1

Abstract: This study examined the impact of performance outcomes, leadership type, leader behaviors, and observers' general belief in the importance of leadership on attributions of influence and charisma to a leader. Subjects (N= 549) read 24 versions of an organizational vignette representing all possible combinations of two performance levels, two leadership roles, and six leader behavior conditions, and were asked to evaluate the leader's level of causal influence and charisma. Results supported and extended Meindl's (1990) claim that observers' tendency to romanticize the role of a specific leader is affected by the group performance outcomes and by observers' general beliefs in the importance of leadership in organizations. The results further suggested that more influence may be attributed to a prototypical leadership role than to a less prototypical role. However, information about leader behaviors did not affect the attributions of influence and charisma to the leader. These results are discussed with reference to Conger and Kanungo's (1987) attributional theory of charismatic leadership and leadership categorization theory (Lord, 1985).

Leadership and Its Basis in Problems of Social Coordination

Abstract: Leadership is a means by which social groups attempt to realize gains from cooperation, coordination, and efficient allocation. The attempt to achieve such gains gives rise to further, overarching problems of coordination. The latter problems are recurrent but are likely to vary from one situation to the next; this makes decentralized methods of solution especially difficult, and provides the ultimate reason leadership is needed, invented, and accepted. Solution of such overarching problems makes leadership possible in the basic problems in which social gains are available, including activities such as organizing, sanctioning, communicating, and allocating. The stability of leadership is based on the group's need to solve coordination problems; as a result, a leader has discretion or "power," and can get away with less-than-maximal service of group goals. This approach to understanding leadership suggests several useful techniques for the study of political leadership in particular settings.

Perceptions of Gender-Role Characteristics and Transformational and Transactional Leadership Behaviours:

Abstract: This research was initiated to investigate the relationship between perceived gender-role characteristics and transformational and transactional leadership. Looking at the 1985 leadership model of ...

Using MBTI to Understand Transformational Leadership and Self-Perception Accuracy

Abstract: Results of this study of student leaders at a military academy indicated that the Myers-Briggs Type Indicator (MBTI; Myers & McCaulley, 1985) can be used to understand transformational and transactional leadership behaviors as well as the leader's self-perception accuracy. Leaders who were evaluated as sensing and feeling types by the MBTI were the most transformational and used the most positive reinforcement with followers. Leaders who were introverts and sensing types had the most accurate self-perceptions. Addition- ally, transformational leader behaviors were related to reported extra effort on the part of followers. However, the most common type of leadership observed, active intervening with criticism when work was below standard, was unrelated to followers' extra effort. Results are discussed in terms of recommendations for leadership training and the usefulness of the MBTI in future leadership research.

Educative Leadership: A Practical Theory For New Administrators And Managers

Abstract: Creating new knowledge about educative leadership, P.A. Duignan and R.J.S. Macpherson values and valuable leaderships action - a synthesis and a commentary, P.A. Duignan and R.J.S. Macpherson ethics and ethical theory in educative leadership - a pragmatic and holistic approach, C.W. Evers educational leadership for curriculum development - a synthesis and a commentary, P.A. Duignan and R.J.S. Macpherson a philosophy of leadership in curriculum development - a pragmatic and holistic approach, J.C. Walker educative leadership for quality teaching - a synthesis and a commentary, P.A. Duignan and R.J.S. Macpherson leadership to promote quality in learning, J. Northfield educative leadership and rationalization - a synthesis and a commentary, P.A. Duignan and R.J.S. Macpherson reorganizing the delivery of educational services and educative leadership, D. Pettit and J. Hind educative leadership in a multi-cultural community - a synthesis and a commentary, P.A. Duignan and R.J.S. Macpherson educative leadership in a multicultural society, F. Rizvil a practical theory of educative leadership, P.A. Duignan and R.J.S. Macpherson.

Facilitative Leadership: The Imperative for Change.

Abstract: DOCUMENT RESUME

Transformational leadership in nursing service. A test of theory.

Abstract: What are the leadership dimensions that result in low turnover or work satisfaction? Intellectual stimulation, charisma, and individual consideration constitute aspects of transformational leadership that are suggested to enhance retention and staff satisfaction. In this study, the authors tested transformational leadership theory in one nursing department with an executive, 11 midlevel administrators, and 77 staff registered nurses. Findings support the predictions. Composed of teachable components, transformational factors are similar to leadership qualities described in magnet hospitals, offering positive implications for nursing administration and professional nursing practice.

A Transactional Approach to Interpersonal Relations: Physical Environment, Social Context and Temporal Qualities

Abstract: This article overviews a program of research that has explored the implications of a transactional worldview for research on personal relationships. In particular, the present article emphasizes the role of the physical environment in relationships. It briefly describes our theoretical perspective and delineates the methods by which we study personal relationships. The main body of the article focuses on three kinds of relationship (acquaintance, family, neighbors), emphasizing the significance of the physical and social environments for individual and relational viability.

Leadership as Social Integrative Action. A Study of a Computer Consultancy Company

Abstract: In this paper it is suggested that leadership, at least in some types of organiza tions, can be conceptualized as social integrative action. Such action is seen as a synthesis of institutional and human relations-oriented leadership. A case study of a computer consultancy company, a professional service adhocracy, supports this argument. This paper also argues for viewing leadership as an expression of those values, virtues, norms and symbolic guidelines for understanding that are usually referred to as corporate culture or ideology. Leadership is consequently seen as subordinated to the cultural context. A less 'commander'- and micro-oriented view on managerial work (the leader as a boss, understood through focus on him/ her and the group) than those common in the literature is thus suggested.

A researcher€ducator collaborative interview study of transactional comprehension strategies instruction.

Abstract: Reading educators are translating the comprehension strategies research of the 1970s and 1980s into strategies-based reading instruction, meshing decoding, comprehension, and interpretational strategies into transactional strategies instruction. The teachers in one prototypical program were interviewed to determine their perceptions of program effects. Teacher satisfaction with program effects was also tapped, as were teachers'perceptions about program shortcomings. A unique feature of this study was that the educators responsible for the program helped determine what they would be asked during the systematic interview; that is, an attempt was made to take full advantage of the insider information possessed by the program developers and teachers

Transformational leadership and the fundamental option for self-transcendence

Abstract: Originally, transforming leadership was presented as moral leadership, developmentally raising both leader and follower in a common pursuit of end-values, and compared to transactional leadership, which altered followers' behaviors and attitudes in pursuit of self-interest based in modal-values. Subsequent theoretical development has focused on a change leadership not necessarily related to a change toward higher values. Although the concept of moral leadership must be expanded to include both transformational and transactional factors, this still does not take into account the reality of a leader who effects the retardation or reversal of the developmental process in followers. The premise of this paper is that the leader's orientation toward self and others must be taken into account in order to understand fully the leadership dynamic. A framework for consideration of this orientation is therefore proposed, based upon the concept of a fundamental option, or stable choice, for either self-transcendence or self-embeddedness.

Charismatic Leadership in Service‐producing Organizations

Abstract: Presents a summary of theoretical leader behaviours and effects and the empirical findings relevant to a new genre of leadership theory. The new paradigm, emerging over the last decade and a half, focuses on outstanding leaders, variously referred to as charismatic, visionary, inspirational or transformational and derives from approximately 25 empirical investigations, based on a wide variety of samples and methods and conducted in a variety of cultures, collectively. Strong convergence among the findings of these studies indicates that the new genre of theory, when operationalized in a number of ways, accounts for substantial variance in leader and follower effectiveness, follower motivation, commitment and satisfaction as well as team performance. Discusses the relevance of such leadership to service‐producing organizations.

The Israeli Defence Forces: An Example of Transformational Leadership

Abstract: The transformational leadership concept differentiates between instrumental motivation and normative commitment. The high motivation levels, the relative freedom given to junior officers, and the esprit de corps in infantry units in the Israeli Defence Forces (IDF) have made the concept of transformational leadership highly suitable for junior commanders. Reports on a three‐day transformational leadership workshop for officer cadets designed and conducted by civilian psychologists at the IDF School for Leadership Development. Found qualitative and quantitative attitudinal data collected for six consecutive training cycles over a period of 18 months to be very favourable. A further programme attempts to integrate the transformational leadership model as an ongoing effort throughout the infantry cadets′ six‐month training programme.

Integrating skill acquisition and perspective taking capacity in the development of leaders

Abstract: This essay integrates approaches from three literatures to develop a model of leader development. Kanfer and Ackerman's (1989) episodic model of skill acquisition is combined with Kegan's approach to adult development to encompass development of transactional and transformational leadership. Importantly, feedback mechanisms are added to explain changes in individuals'intellectual capacities, values, and beliefs over time. This framework provides a summary of what is known about the processes underlying developmental change in how leaders understand and act on their environment and provides specific directions for future research.