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Leadership for Change PARC Lasallian Institute

Leadership for Change PARC Lasallian Institute. Dr. Carmelita I. Quebengco AFSC. A change leader needs to have a high EQ Four primary domains of EQ Personal competence Self-awareness Self-management Social competence Social awareness Relationship management.

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Leadership for Change PARC Lasallian Institute

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  1. Leadership for ChangePARC Lasallian Institute Dr. Carmelita I. Quebengco AFSC

  2. A change leader needs to have a high EQ • Four primary domains of EQ • Personal competence • Self-awareness • Self-management • Social competence • Social awareness • Relationship management

  3. “Those with high EQ live better and more effectively in complex times…can handle more uncertainty and conflict, and work through complex issues in ways that energize than deplete.”

  4. A 2002 study of leaders by Goleman reveals 6 leadership styles: • Visionary • Coaching • Affiliative • Democratic • Pace Setting • Commanding

  5. The first four styles were associated with positive effects on climate and performance • The last two styles have a short term positive impact and fail later to because they demotivate and do not develop capacity and commitment • Leaders have to be good at all 4 styles; to be good in only one is a liability

  6. A 2000 study of 100 highly successful head teachers by Hay McBer, et al identified 5 characteristics of effectiveness: • Teamwork and developing others • Drive and confidence • Vision and accountability • Influencing tactics and politics • Thinking style (the big picture)

  7. The Seven Skills1/ • Developing an Overview • Creating a Vision • Identifying Critical Success Factors • Conducting Self-Assessment • Selecting Champions • Establishing Monitoring and Follow-up Sessions • Maintaining Leadership 1/chally.com.mgtskills

  8. Common Mistakes of Developing Managers • Developing an Overview • Not taking boss’s goals fully into account • Assuming what users need vs. asking what they want (giving too much of the wrong kind of help) • Failing to communicate among themselves • Using standards only of their own discipline rather than flexible standards that fit the users

  9. Creating a Vision • Producing short-term results only (crisis management) • Not finding true models of excellence to use as a frame of reference • Forming a private vision incompatible with corporate objectives

  10. Identifying Critical Success Factors • Not looking for underlying causes • Reading only intuitive issues • Reading only data and hard issues • Not willing to take a stand (risk taking) • Conducting Self-Assessment • Not creating an environment to get candid feedback • Not verifying their own impressions of their skills • Not identifying the corporation’s standards of excellence

  11. Selecting Champions • Not seeking and developing good mentors • Selecting on chemistry alone • Ignoring chemistry and the style of subordinates • Monitoring Systems • Relying on the data that’s easiest to get • Putting too much confidence in thin evidence • Not finding the time to establish and review controls

  12. Maintaining Leadership • Failing to reinforce one or two major themes repetitively • Expecting others to be self-motivated • Under or over utilizing negative motivations • Not being a team player

  13. Managers’ Four Sequential Learning Curves • Self-responsibility • Prioritization • Delegation • Leadership

  14. Your Personal Power Base2/ 2/Clive Anderson and Marianne Sheppard

  15. What’s the Difference?2/

  16. Nelson, N.W. (June 2007) listed Be-Attitudes for Managing Change • Be able to recognize the need to learn from others • Be willing to give up aspects of old roles while preparing to assume new ones • Be vigilant for ways to do things right while maintaining sanity • Be willing to give up some control • Be guided by what students need to be able to do to be successful

  17. Be willing to take risks even if the system initially seems unfriendly to change • Be skilled at turning competitive or independent goals into cooperative ones and gain collaborative partners • Be ready to forgive yourself and others for not being perfect

  18. Michael Fullan stresses the need for a leader to be able to catalyze commitment to a compelling vision and higher performance standards in order to build enduring greatness…

  19. More specifically: • Must be attuned to the big picture • Sophisticated conceptual thinker who transforms the school through people and teams • Display energy, enthusiasm, and hope • Socially responsible to others and the environment

  20. With a high EQ, able to improve relationships • Fosters knowledge seeking and sharing…continuously learns…accompanies and coaches subordinates • Forges coherence through checks and balances even for him/ herself

  21. Works at leadership sustainability. Develops many leaders at different levels and develops quality teachers who will become future leaders • Understands the change process • Goal is not innovation but selective, appropriate change that is coherent and with clear goals related to the mission

  22. Ideas are not enough, it is more important to collectively assess, find meaning, and commitment to new ways • Appreciate the implementation dip – the first six months will be bumpy • Listens to resisters and finds ways to address their legitimate concerns • Able to transform organizational culture accordingly by changing values and working together to accomplish it • Knows that finding solutions is complicated and can not be check listed

  23. In the face of change, sustained accompaniment and coaching are necessary.Good coaches are dedicated to the development of talent.

  24. Successful coaches: • Help their charges develop a program of action to achieve their goals • Create and communicate a compelling vision of success • Teach the skills essential to success • Make the complex simple • Match assignments to talents of their charges

  25. Consistently build on strengths • Turn less than optimum performance into learning experience • Learn to anticipate, teach charges to anticipate, and how to respond before it happens • Periodically call for time out to adjust to changing conditions • Model the kind of commitment and performance to charges

  26. Being spiritual = “a life giving force” – cut across effective leadership • Three quiet virtues – restraint, modesty, tenacity (Badaracco, 2002) • Innocence, curiosity, compassion (as opposed to cynicism, arrogance, and callousness) (Heifetz & Linsky, 2002) • Emotional maturity, courage, knowledge and know-how (Hackman, 2002) • Personal humility and intense professional will (Jim Collins, 2001)

  27. Question: • Knowing yourself, what difficulties do you think you will encounter in getting your proposed project approved and implemented? • What would you do to minimize such difficulties?

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