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Key 1
Know Your Own Leadership Style
āLeadership is the ability to influence those whom you have the capacity to influence.ā
Brad Johnson
When asked to define leadership, we tend to think more in terms of people or descriptors that we feel make up effective leadership. We donāt tend to think of leadership in terms of styles or lenses. However, understanding the different lenses or styles of leadership can significantly improve your leadership effectiveness and help you understand why others lead the way they do.
I (Brad) have taught leadership courses for several years and I regularly speak on leadership. One question I often ask students, and even veteran leaders, is this: āWhat leadership style do you use more often?ā Most people usually look with an inquisitive or sometimes blank stare, or they ask me, āWhat do you mean?ā In my experience, most leaders donāt fully understand the various leadership styles and which ones are most effective, and they arenāt aware of their own style. It is quite interesting that in the field of education there seems to be little value placed upon teaching leadership itself.
While education has made an effort to adapt to 21st Century learning, leadership has remained relatively unchanged since the industrial revolution. In fact, educational leadership was built upon the transactional (rewards versus punishment) leadership lens that was developed during the industrial revolution. Since leadership influences culture, motivation, morale, and most aspects of school functioning, the fact that it has remained relatively unchanged could be a factor in why there are so many problems in education today.
Therefore this chapter will examine leadership lenses and styles so that you may become aware of what lenses exist and which are most effective, especially in the 21st Century where the assembly-line culture has been replaced. While there are several different leadership lenses, we will focus on fourātrait, transactional, transformational, and servantāin an effort to help you better understand which styles are best aligned with effective leadership, creating positive school cultures, and empowering faculties to achieve their greatest potential. Understanding the various leadership lenses, the lens you currently use, and which lenses are most effective can help you become a more successful leader and maximize not only your potential, but also the potential of those you lead.
Style 1: Trait Leader
For centuries, most leaders subscribed to the āGreat Manā theory, which stated leaders were born with certain traits or talents which made them great leaders. This leadership lens is known as trait leadership style. A trait is something we are born with and examples include physical size, intellect, charisma, humor, and other traits. A good example of this would be the height of most U.S. presidents, which is typically 3 to 4 inches taller than the average of height of a male in the US. Dan Domenech, Executive Director of AASA, explained in an interview with us that there are people who are born with certain leadership traits. Think of people who become captain of the football team, president of a class, or other successes without taking a leadership class. As Domenech explained, people with natural leadership traits seem to be more comfortable in leadership roles, and need more polishing of skills rather than actual developing of skills.
However, Domenech also explained that the majority of leaders arenāt born with these traits and thus need to develop leadership skills and qualities through learned behaviors, mentoring, and effective leadership preparation programs. One issue that may arise is that some leaders may assume they have innate leadership skills since they have been placed or promoted into a leadership role, so they assume the decisions they make are sound and correct when in fact they are not. The good news is that, while you may not naturally possess qualities such as high intelligence, charisma, or an extrovert personality, you can still develop into an effective leader.
Style 2: Transactional Leader
The most commonly used leadership lens is the transactional lens. This style of leadership is based on the setting of objectives and goals for the followers, as well as the use of either punishments or rewards in order to encourage compliance with these goals. Unfortunately, this is also the least effective style of leadership. When we think of ineffective leaders (and we have all worked for them at some point!), their hallmark was probably a rewards versus punishment style. Transactional leadership is a basic managerial style that focuses on controlling, organizing, and short-term planning. This doesnāt mean that transactional leadership is necessarily bad, but that it is insufficient in maximizing the potential of the leader or followers. Some of the key elements include:
- ā¢ based around power and position
- ā¢ short-term focused, not focused on long-term success
- ā¢ behavioralist (rewards vs. punishment)
- ā¢ efficiency-centered (bottom-line-only focused)
- ā¢ structure-dependent (thinks inside the box).
The relationship between the leader (boss) and the employee is āI will give you this if you give me that,ā where the leader controls the rewards, or contingencies. Historically, this has been the ādo as I say, or elseā leadership style. Transactional leadership style is simple and effective in short-term and non-complex situations, relying on a system of reward and punishment to motivate followers. This style of leadership does not encourage creativity and is not effective in long-range situations in which input from followers is necessary.
While this lens is common in schools, partly because there is such pressure to make quick changes, such as raising test scores, these types of people arenāt given time to develop into effective leaders. As Dr. Terry Orr points out, āleaders canāt transaction their way into effective leadership or creating a positive culture for their employees.ā While not all transactional leaders are ineffective, this is definitely not the most productive or effective leadership style, as it leaves both the leader and followers unfulfilled.
Michelle Boyea suggests that transactional leadership is commonplace in the corporate world as well. As she explained, āI have had many employees who keep in contact with me over the years because I took the time to get to know them. They say most leaders donāt know their name or, if they do, thatās about all they know about them. They are more focused on productivity than on the person.ā She said, āIt makes me feel good to know that I made a positive impact on their lives because most leaders in the corporate world are simply not memorable.ā
What a great thought: becoming a leader who is memorable! The following two leadership lenses will help leaders not only become more effective, but hopefully help them become memorable to all they lead.
Style 3: Transformational Leader
Transformational leadership is distinguished from other lenses of leadership by its call for long-term visioning, selfless concern for followersā personal development, and the transformation of followers into leaders and moral agents. However, the primary focus is on some type of change within the organization. In the educational field, transformation can include a focus on raising graduation rates, improving school culture, raising test scores, teacher attrition, or a myriad other issues.
Transformational leaders lead āby example.ā Tasks are attacked with a hands-on approach. These leaders have a plan for themselves and their followers and do not divert from it. It is an approach that inspires valuable and positive change in its followers, through motivation, increases in morale, and inspiration to achieve at a high level. The transformational leader works to help others to help each other, to look out for each other, to be encouraging and harmonious, and to look out for the group as a whole.
The four major elements of transformational leadership include:
- 1. Idealized InfluenceāThe leader serves as an ideal role model for followers; the leader āwalks the talk,ā and is admired for this.
- 2. Inspirational MotivationāTransformational leaders have the ability to inspire and motivate followers. Combined, these first two āIās are what constitute the transformational leaderās charisma.
- 3. Individualized ConsiderationāTransformational leaders demonstrate genuine concern for the needs and feelings of followers. This personal attention to each follower is a key element in bringing out their very best efforts.
- 4. Intellectual StimulationāThe leader challenges followers to be innovative and creative. A common misunderstanding is that transformational leaders are āsoft,ā but the truth is that they constantly challenge followers to higher levels of performance.
In education, transformational leaders give others opportunity to provide solutions to problems and let them use their strengths to improve school or district functioning. Transformational leaders donāt use rewards and punishment to get something out of someone, but rather develop each individual to reach his or her full potential.
Style 4: Servant Leader
Servant leadership may be the least common, but is in many respects the most effective and enduring leadership style. This style doesnāt mean that the leader acts a servant to followers and has no leadership authority, but rather that the leader focuses on encouraging, empowering, and equipping followers to be successful. This lens is often portrayed as an inverted pyramid where the followers are on top of the pyramid rather than the leaders. Some of the key elements of this style include:
- ā¢ open communication
- ā¢ providing sufficient resources and training
- ā¢ enabling and supporting employee growth
- ā¢ providing a positive work environment
- ā¢ empowering employees.
While there are several lenses of leadership, most of the experts we interviewed tend to connect with the transformational or servant lens. But one of the issues in education is that novice leaders arenāt given much time to develop into these types of leaders. They are expected to produce certain results in a limited amount of time and, if they donāt, then someone else is placed in the position. The problem with this type of transactional leadership is that there are no long-term solutions implemented and there is little input from employees. This means no one feels fulfilled in his/her prospective role in the transactional lens.
What the Experts Say
Now that weāve examined the basics of leadership lenses, letās spend more time on what some well-known leadership experts have to say about these different styles. These leaders are from a variety of different fields, and their expertise can easily be applied to education and help you improve your practice. Their insights and experiences are revealed in the passages below.
As Chester Elton, author of The Carrot Principle explains, āservant leadership is the most effective style of leadership in many instances. Leadership is often seen as top down, and they have responsibility and set the tone, but everyone owns the concert. So followers need to have buy in and ownership in the process.ā Elton shared an example of a business that he works with on how they make sure their employeesā satisfaction is a focus. He said, in training films, Hard Rock CafĆ© shows their dishwasher rocking out and enjoying his job. As he says, āIf the dishwasher gets it, then everyone gets it.ā
This is why it is so important to build strong relationships with your people. Remember, teachers will teach and lead students the way you lead them. If teachers feel the support needed to succeed in their classrooms, then the students will ultimately benefit. When we think about our best teachers, you will often find that their success can be attributed to administration leading and supporting them. In contrast, teachers who are not feeling supported and led properly by administration will often experience failure within the classroom setting.
Christina Parker, GAYC Executive Director, states:
Servant leadership is at the heart of everything I do. I love to see people develop and thrive. In my opinion you cannot lead people without loving them. Leadership is nothing more than influence and the ability to obtain followers and being able to inspire them to see beyond what they think their capabilities are. I believe that when you operate out of a servant leadership position and honestly help people grow personally you win their hearts. Loyalty to a leader reaches the highest level when the follower has personally grown through the mentorship of the leader.
Based upon Christinaās reflections, it is clear that the goal of servant leadership should be to develop and invest in those around them so much that the team can step forward and the leader steps back as they support the team to be successful. Servant leaders make sure teachers have the tools to implement initiatives, such as professional development, and also take the time to know about their personal lives and, in essence, humanize the leader-follower relationship.
Nancy Zimpher, Chancellor of State University of New York, discussed her experience with transformational leadership in the following interv...
