William Allan Kritsonis on Improving Educational Leadership

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Dr. Kritsonis Recognized as Distinguished Alumnus In 2004, Dr. William Allan Kritsonis was recognized as the Central Washington University Alumni Association Distinguished Alumnus for the College of Education and Professional Studies. Dr. Kritsonis was nominated by alumni, former students, friends, faculty, and staff. Final selection was made by the Alumni Association Board of Directors. Recipients are CWU graduates of 20 years or more and are recognized for achievement in their professional field and have made a positive contribution to society. For the second consecutive year, U.S. News and World Report placed Central Washington University among the top elite public institutions in the west. CWU was 12th on the list in the 2006 On-Line Education of Americas Best Colleges.

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<ul><li>1. </li></ul> <p>2. IMPROVING LEADERSHIP: Getting to the Top of the Mountain William Allan Kritsonis, PhD Professor PhD Program in Educational Leadership Prairie View A&amp;M University The Texas A&amp;M University System 3. </p> <ul><li>IMPROVING LEADERSHIP </li></ul> <ul><li>WHAT DOES LEADERSHIP MEAN TO YOU?</li></ul> <p>4. </p> <ul><li>WHAT ARE THE CHALLENGES OF LEADERSHIP?</li></ul> <ul><li>IMPROVING LEADERSHIP </li></ul> <p>5. </p> <ul><li>WHERE DOES MOTIVATION COME INTO PLAY IN THE LEADERSHIP ROLE? </li></ul> <ul><li>IMPROVING LEADERSHIP </li></ul> <p>6. </p> <ul><li>HOW IMPORTANT IS ECONOMIC INCENTIVES IN REGARDS TO LEADERSHIP? </li></ul> <ul><li>IMPROVING LEADERSHIP </li></ul> <p>7. </p> <ul><li>WHAT ABOUT GROWTH AND SELF-ACTUALIZATION IN IDENTIFYING LEADERS? </li></ul> <ul><li>IMPROVING LEADERSHIP </li></ul> <p>8. </p> <ul><li>ARE INDIVIDUAL COMMITMENT AND MOTIVATION ESSENTIAL TO SUCCESS IN A LEADERSHIP POSITION? </li></ul> <ul><li>IMPROVING LEADERSHIP </li></ul> <p>9. </p> <ul><li>HOW IMPORTANT IS COLLABORATION AND SHARED VALUES? IS IT TRUE A UNIFYING SCHOOL CULTURE REDUCES CONFLICT? </li></ul> <ul><li>IMPROVING LEADERSHIP </li></ul> <p>10. </p> <ul><li>DO WE CONSIDER CHANGE FROM THE BOTTOM UP OR TOP DOWN? </li></ul> <ul><li>IMPROVING LEADERSHIP </li></ul> <p>11. </p> <ul><li>HOW DO YOU COMMUNICATE WITH OTHERS WHO STILL SEE ANOTHER REALITY? </li></ul> <ul><li>IMPROVING LEADERSHIP </li></ul> <p>12. </p> <ul><li>WHAT DO HIGH-PERFORMINGUNIVERSITIES HAVE IN COMMON? </li></ul> <ul><li>IMPROVING LEADERSHIP </li></ul> <p>13. </p> <ul><li>WHAT ARE THE CRITICALCHARACTERISTICS OF EXCELLENTUNIVERSITIES? </li></ul> <ul><li>IMPROVING LEADERSHIP </li></ul> <p>14. </p> <ul><li>IS IT TRUE THAT EFFECTIVELEADERS ARE DRIVEN,EXTREMELY DISCIPLINED ANDHARDWORKING BUTCONSISTENT IN ATTRIBUTINGSUCCESS TO COLLEAGUESRATHER THAN THEMSELVES? </li></ul> <ul><li>IMPROVING LEADERSHIP </li></ul> <p>15. </p> <ul><li>IS IT TRUE THAT MOST EFFECTIVEMANAGERS SPEND MUCH OFTHEIR TIME ON COMMUNICTIONSAND HUMAN RESOURCEMANAGEMENT? </li></ul> <ul><li>IMPROVING LEADERSHIP </li></ul> <p>16. </p> <ul><li>IS IT TRUE THAT IN AN EFFECTIVEORGANIZATION, INDIVIDUALS ARERELATIVELY CLEAR ABOUT THEIRRESPONSIBILITIES AND THEIR</li></ul> <ul><li>CONTRIBUTION? </li></ul> <ul><li>IMPROVING LEADERSHIP </li></ul> <p>17. </p> <ul><li>IS IT TRUE THAT THE MAIN JOB OFA LEADER IS TO FOCUS ON TASK,FACTS, AND LOGIC RATHER THAN</li></ul> <ul><li>PERSONALITY AND EMOTIONS? </li></ul> <ul><li>IMPROVING LEADERSHIP </li></ul> <p>18. </p> <ul><li>WHAT IS THE IMPORTANCE OFSETTING PRIORITIES AND SHAREDGOALS, STAYING FOCUSED ONTASKS, BEING ORGANIZED, ANDKNOWING WHAT YOU WANT? </li></ul> <ul><li>IMPROVING LEADERSHIP </li></ul> <p>19. </p> <ul><li>WHY IS IT IMPORTANT FOR THEHUMAN RESOURCE LEADER TOBELIEVE THAT PEOPLE ARE THE</li></ul> <ul><li>CENTER OF ANY ORGANIZATION? </li></ul> <ul><li>IMPROVING LEADERSHIP </li></ul> <p>20. </p> <ul><li>IS IT THE JOB OF THE LEADER TOSUPPORT AND EMPOWERPEOPLE?</li></ul> <ul><li>HOW IMPORTANT IS IT TO SHOWCONCERN FOR PEOPLE, LISTEN TOTHEIR ASPIRATIONS AND GOALS,AND COMMUNICATE PERSONALWARMTH AND OPENNESS? </li></ul> <ul><li>IMPROVING LEADERSHIP </li></ul> <p>21. </p> <ul><li>HOW IMPORTANT A SKILL IS IT FORTHE HUMAN RESOURCE LEADER TOHAVE THE ABILITY TO COMBINEADVOCACY WITH INQUIRY?</li></ul> <ul><li>WHAT IS THE BEST WAY TO WORK ATARTICULATING WHAT EVERYONEHAS IN COMMON? </li></ul> <ul><li>IMPROVING LEADERSHIP </li></ul> <p>22. </p> <ul><li>DO YOU BELIEVE THAT INSPIRATIONIS THE MOST IMPORTANT PART OF ALEADERS JOB? </li></ul> <ul><li>DO YOU BELIEVE LEADERS SHOULDBE VISABLE AND ENERGETIC? </li></ul> <ul><li>DO YOU CONCUR THAT LEADERSNEEDTO BE SENSITIVE TO ANORGANIZATIONS HISTORY ANDCULTURE? </li></ul> <ul><li>IMPROVING LEADERSHIP </li></ul> <p>23. </p> <ul><li>WHY IS TRAGEDY A TEST OFLEADERSHIP?</li></ul> <ul><li>IMPROVING LEADERSHIP </li></ul> <p>24. </p> <ul><li>IN TIMES OF CRISIS SHOULD WEEXPECT LEADERSHIP FROMPEOPLE IN HIGH PLACES?</li></ul> <ul><li>CAN YOU GIVE ME SEVERALEXAMPLES OF INDIVIDUALSRISING TO THE OCCASION? </li></ul> <ul><li>IMPROVING LEADERSHIP </li></ul> <p>25. </p> <ul><li>IS IT TRUE WE NEED MORELEADERS, AS WELL AS BETTERLEADERSHIP? </li></ul> <ul><li>IMPROVING LEADERSHIP </li></ul> <p>26. </p> <ul><li>WHAT ARE THE CHARACTERISTICSOF EFFECTIVE LEADERS?</li></ul> <ul><li>IMPROVING LEADERSHIP </li></ul> <p>27. </p> <ul><li>SHOULD WE EXPECT LEADERS TOPERSUADE OR INSPIRE RATHERTHAN TO COERCE OR GIVEORDERS?</li></ul> <ul><li>HOW DO GOOD LEADERS PRODUCECOOPERATIVE EFFORT ANDPURSUE GOALS THAT TRANSCENDNARROW SELF-INTEREST? </li></ul> <ul><li>IMPROVING LEADERSHIP </li></ul> <p>28. </p> <ul><li>SEVERAL DIMENSIONSFOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT </li></ul> <ul><li>LEADERS THINK LONG-TERM </li></ul> <p>29. </p> <ul><li>SEVERAL DIMENSIONSFOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT </li></ul> <ul><li>LEADERS LOOK OUTSIDE AS WELLAS INSIDE THE ORGANIZATION TOSOLVE PROBLEMS </li></ul> <p>30. </p> <ul><li>SEVERAL DIMENSIONSFOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT </li></ul> <ul><li>LEADERS INFLUENCECONSTITUENTS BEYOND THEIRIMMEDIATE FORMALJURISDICTION </li></ul> <p>31. </p> <ul><li>SEVERAL DIMENSIONSFOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT </li></ul> <ul><li>LEADERS EMPHASIZE VISION ANDRENEWAL </li></ul> <p>32. </p> <ul><li>SEVERAL DIMENSIONSFOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT </li></ul> <ul><li>LEADERS MAKE THINGS HAPPEN</li></ul> <p>33. </p> <ul><li>SEVERAL DIMENSIONSFOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT </li></ul> <ul><li>ALL GOOD LEADERS HAVEQUALITIES SUCH AS VISION,STRENGTH, AND COMMITMENT </li></ul> <p>34. </p> <ul><li>SEVERAL DIMENSIONSFOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT </li></ul> <ul><li>EFFECTIVE LEADERS HELPARTICULATE SET STANDARDS FORPERFORMANCE, AND CREATEFOCUS AND DIRECTION </li></ul> <p>35. </p> <ul><li>SEVERAL DIMENSIONSFOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT </li></ul> <ul><li>EFFECTIVE LEADERSCOMMUNICATE A VISIONEFFECTIVELY, OFTEN THROUGHTHE USE OF SYMBOLS </li></ul> <p>36. </p> <ul><li>SEVERAL DIMENSIONSFOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT </li></ul> <ul><li>GOOD LEADERS HAVE A PASSIONAND DEEPLY CARE ABOUT THEIRWORK AND THE PEOPLE WHOHELP DO IT </li></ul> <p>37. </p> <ul><li>SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT </li></ul> <ul><li>LEADERS BELIEVE LITTLE IN LIFEIS MORE IMPORTANT THAN DOINGA GOOD JOB </li></ul> <p>38. </p> <ul><li>SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT </li></ul> <ul><li>LEADERS HAVE THE ABILITY TOINSPIRE TRUST AND BUILDRELATIONSHIPS </li></ul> <p>39. </p> <ul><li>SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT </li></ul> <ul><li>HONESTY CAME FIRST ON A LISTOF TRAITS THAT MANAGERS MOSTADMIRE IN A LEADER</li></ul> <p>40. </p> <ul><li>ATTRIBUTES ASSOCIATEDWITH EFFECTIVE LEADERSHIP </li></ul> <ul><li>RISK TAKING </li></ul> <p>41. </p> <ul><li>ATTRIBUTES ASSOCIATEDWITH EFFECTIVE LEADERSHIP </li></ul> <ul><li>FLEXIBILITY </li></ul> <p>42. </p> <ul><li>ATTRIBUTES ASSOCIATEDWITH EFFECTIVE LEADERSHIP </li></ul> <ul><li>SELF-CONFIDENCE </li></ul> <p>43. </p> <ul><li>ATTRIBUTES ASSOCIATEDWITH EFFECTIVE LEADERSHIP </li></ul> <ul><li>INTERPERSONAL SKILLS </li></ul> <p>44. </p> <ul><li>ATTRIBUTES ASSOCIATEDWITH EFFECTIVE LEADERSHIP </li></ul> <ul><li>MANAGING BY WALKING AROUND </li></ul> <p>45. </p> <ul><li>ATTRIBUTES ASSOCIATEDWITH EFFECTIVE LEADERSHIP </li></ul> <ul><li>TASK COMPLETION </li></ul> <p>46. </p> <ul><li>ATTRIBUTES ASSOCIATEDWITH EFFECTIVE LEADERSHIP </li></ul> <ul><li>INTELLIGENCE </li></ul> <p>47. </p> <ul><li>ATTRIBUTES ASSOCIATEDWITH EFFECTIVE LEADERSHIP </li></ul> <ul><li>DECISIVENESS </li></ul> <p>48. </p> <ul><li>ATTRIBUTES ASSOCIATEDWITH EFFECTIVE LEADERSHIP </li></ul> <ul><li>UNDERSTANDING OF FOLLOWERS </li></ul> <p>49. </p> <ul><li>ATTRIBUTES ASSOCIATEDWITH EFFECTIVE LEADERSHIP </li></ul> <ul><li>COURAGE </li></ul> <p>50. </p> <ul><li>ATTRIBUTES ASSOCIATEDWITH EFFECTIVE LEADERSHIP </li></ul> <ul><li>EFFECTIVE LEADERS WORK HARDER THAN OTHER PEOPLE </li></ul> <p>51. </p>