william allan kritsonis on improving educational leadership

Download William Allan Kritsonis on Improving Educational Leadership

Post on 06-May-2015

1.260 views

Category:

Education

1 download

Embed Size (px)

DESCRIPTION

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 “America’s Best Colleges.”

TRANSCRIPT

  • 1.

2. IMPROVING LEADERSHIP: Getting to the Top of the Mountain William Allan Kritsonis, PhD Professor PhD Program in Educational Leadership Prairie View A&M University The Texas A&M University System 3.

  • IMPROVING LEADERSHIP
  • WHAT DOES LEADERSHIP MEAN TO YOU?

4.

  • WHAT ARE THE CHALLENGES OF LEADERSHIP?
  • IMPROVING LEADERSHIP

5.

  • WHERE DOES MOTIVATION COME INTO PLAY IN THE LEADERSHIP ROLE?
  • IMPROVING LEADERSHIP

6.

  • HOW IMPORTANT IS ECONOMIC INCENTIVES IN REGARDS TO LEADERSHIP?
  • IMPROVING LEADERSHIP

7.

  • WHAT ABOUT GROWTH AND SELF-ACTUALIZATION IN IDENTIFYING LEADERS?
  • IMPROVING LEADERSHIP

8.

  • ARE INDIVIDUAL COMMITMENT AND MOTIVATION ESSENTIAL TO SUCCESS IN A LEADERSHIP POSITION?
  • IMPROVING LEADERSHIP

9.

  • HOW IMPORTANT IS COLLABORATION AND SHARED VALUES? IS IT TRUE A UNIFYING SCHOOL CULTURE REDUCES CONFLICT?
  • IMPROVING LEADERSHIP

10.

  • DO WE CONSIDER CHANGE FROM THE BOTTOM UP OR TOP DOWN?
  • IMPROVING LEADERSHIP

11.

  • HOW DO YOU COMMUNICATE WITH OTHERS WHO STILL SEE ANOTHER REALITY?
  • IMPROVING LEADERSHIP

12.

  • WHAT DO HIGH-PERFORMINGUNIVERSITIES HAVE IN COMMON?
  • IMPROVING LEADERSHIP

13.

  • WHAT ARE THE CRITICALCHARACTERISTICS OF EXCELLENTUNIVERSITIES?
  • IMPROVING LEADERSHIP

14.

  • IS IT TRUE THAT EFFECTIVELEADERS ARE DRIVEN,EXTREMELY DISCIPLINED ANDHARDWORKING BUTCONSISTENT IN ATTRIBUTINGSUCCESS TO COLLEAGUESRATHER THAN THEMSELVES?
  • IMPROVING LEADERSHIP

15.

  • IS IT TRUE THAT MOST EFFECTIVEMANAGERS SPEND MUCH OFTHEIR TIME ON COMMUNICTIONSAND HUMAN RESOURCEMANAGEMENT?
  • IMPROVING LEADERSHIP

16.

  • IS IT TRUE THAT IN AN EFFECTIVEORGANIZATION, INDIVIDUALS ARERELATIVELY CLEAR ABOUT THEIRRESPONSIBILITIES AND THEIR
  • CONTRIBUTION?
  • IMPROVING LEADERSHIP

17.

  • IS IT TRUE THAT THE MAIN JOB OFA LEADER IS TO FOCUS ON TASK,FACTS, AND LOGIC RATHER THAN
  • PERSONALITY AND EMOTIONS?
  • IMPROVING LEADERSHIP

18.

  • WHAT IS THE IMPORTANCE OFSETTING PRIORITIES AND SHAREDGOALS, STAYING FOCUSED ONTASKS, BEING ORGANIZED, ANDKNOWING WHAT YOU WANT?
  • IMPROVING LEADERSHIP

19.

  • WHY IS IT IMPORTANT FOR THEHUMAN RESOURCE LEADER TOBELIEVE THAT PEOPLE ARE THE
  • CENTER OF ANY ORGANIZATION?
  • IMPROVING LEADERSHIP

20.

  • IS IT THE JOB OF THE LEADER TOSUPPORT AND EMPOWERPEOPLE?
  • HOW IMPORTANT IS IT TO SHOWCONCERN FOR PEOPLE, LISTEN TOTHEIR ASPIRATIONS AND GOALS,AND COMMUNICATE PERSONALWARMTH AND OPENNESS?
  • IMPROVING LEADERSHIP

21.

  • HOW IMPORTANT A SKILL IS IT FORTHE HUMAN RESOURCE LEADER TOHAVE THE ABILITY TO COMBINEADVOCACY WITH INQUIRY?
  • WHAT IS THE BEST WAY TO WORK ATARTICULATING WHAT EVERYONEHAS IN COMMON?
  • IMPROVING LEADERSHIP

22.

  • DO YOU BELIEVE THAT INSPIRATIONIS THE MOST IMPORTANT PART OF ALEADERS JOB?
  • DO YOU BELIEVE LEADERS SHOULDBE VISABLE AND ENERGETIC?
  • DO YOU CONCUR THAT LEADERSNEEDTO BE SENSITIVE TO ANORGANIZATIONS HISTORY ANDCULTURE?
  • IMPROVING LEADERSHIP

23.

  • WHY IS TRAGEDY A TEST OFLEADERSHIP?
  • IMPROVING LEADERSHIP

24.

  • IN TIMES OF CRISIS SHOULD WEEXPECT LEADERSHIP FROMPEOPLE IN HIGH PLACES?
  • CAN YOU GIVE ME SEVERALEXAMPLES OF INDIVIDUALSRISING TO THE OCCASION?
  • IMPROVING LEADERSHIP

25.

  • IS IT TRUE WE NEED MORELEADERS, AS WELL AS BETTERLEADERSHIP?
  • IMPROVING LEADERSHIP

26.

  • WHAT ARE THE CHARACTERISTICSOF EFFECTIVE LEADERS?
  • IMPROVING LEADERSHIP

27.

  • SHOULD WE EXPECT LEADERS TOPERSUADE OR INSPIRE RATHERTHAN TO COERCE OR GIVEORDERS?
  • HOW DO GOOD LEADERS PRODUCECOOPERATIVE EFFORT ANDPURSUE GOALS THAT TRANSCENDNARROW SELF-INTEREST?
  • IMPROVING LEADERSHIP

28.

  • SEVERAL DIMENSIONSFOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT
  • LEADERS THINK LONG-TERM

29.

  • SEVERAL DIMENSIONSFOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT
  • LEADERS LOOK OUTSIDE AS WELLAS INSIDE THE ORGANIZATION TOSOLVE PROBLEMS

30.

  • SEVERAL DIMENSIONSFOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT
  • LEADERS INFLUENCECONSTITUENTS BEYOND THEIRIMMEDIATE FORMALJURISDICTION

31.

  • SEVERAL DIMENSIONSFOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT
  • LEADERS EMPHASIZE VISION ANDRENEWAL

32.

  • SEVERAL DIMENSIONSFOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT
  • LEADERS MAKE THINGS HAPPEN

33.

  • SEVERAL DIMENSIONSFOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT
  • ALL GOOD LEADERS HAVEQUALITIES SUCH AS VISION,STRENGTH, AND COMMITMENT

34.

  • SEVERAL DIMENSIONSFOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT
  • EFFECTIVE LEADERS HELPARTICULATE SET STANDARDS FORPERFORMANCE, AND CREATEFOCUS AND DIRECTION

35.

  • SEVERAL DIMENSIONSFOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT
  • EFFECTIVE LEADERSCOMMUNICATE A VISIONEFFECTIVELY, OFTEN THROUGHTHE USE OF SYMBOLS

36.

  • SEVERAL DIMENSIONSFOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT
  • GOOD LEADERS HAVE A PASSIONAND DEEPLY CARE ABOUT THEIRWORK AND THE PEOPLE WHOHELP DO IT

37.

  • SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT
  • LEADERS BELIEVE LITTLE IN LIFEIS MORE IMPORTANT THAN DOINGA GOOD JOB

38.

  • SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT
  • LEADERS HAVE THE ABILITY TOINSPIRE TRUST AND BUILDRELATIONSHIPS

39.

  • SEVERAL DIMENSIONS FOR DISTINGUISHING LEADERSHIP FROM MANAGEMENT
  • HONESTY CAME FIRST ON A LISTOF TRAITS THAT MANAGERS MOSTADMIRE IN A LEADER

40.

  • ATTRIBUTES ASSOCIATEDWITH EFFECTIVE LEADERSHIP
  • RISK TAKING

41.

  • ATTRIBUTES ASSOCIATEDWITH EFFECTIVE LEADERSHIP
  • FLEXIBILITY

42.

  • ATTRIBUTES ASSOCIATEDWITH EFFECTIVE LEADERSHIP
  • SELF-CONFIDENCE

43.

  • ATTRIBUTES ASSOCIATEDWITH EFFECTIVE LEADERSHIP
  • INTERPERSONAL SKILLS

44.

  • ATTRIBUTES ASSOCIATEDWITH EFFECTIVE LEADERSHIP
  • MANAGING BY WALKING AROUND

45.

  • ATTRIBUTES ASSOCIATEDWITH EFFECTIVE LEADERSHIP
  • TASK COMPLETION

46.

  • ATTRIBUTES ASSOCIATEDWITH EFFECTIVE LEADERSHIP
  • INTELLIGENCE

47.

  • ATTRIBUTES ASSOCIATEDWITH EFFECTIVE LEADERSHIP
  • DECISIVENESS

48.

  • ATTRIBUTES ASSOCIATEDWITH EFFECTIVE LEADERSHIP
  • UNDERSTANDING OF FOLLOWERS

49.

  • ATTRIBUTES ASSOCIATEDWITH EFFECTIVE LEADERSHIP
  • COURAGE

50.

  • ATTRIBUTES ASSOCIATEDWITH EFFECTIVE LEADERSHIP
  • EFFECTIVE LEADERS WORK HARDER THAN OTHER PEOPLE

51.