chapter 4 - dr. fenwick english, leadership for dr. kritsonis' phd class

8/8/2019 Chapter 4 - Dr. Fenwick English, Leadership for Dr. Kritsonis' PhD Class

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Chapter 4Chapter 4

Individual Human AgencyIndividual Human Agencyand Principles of Actionand Principles of Action

William Allan Kritsonis, PhDWilliam Allan Kritsonis, PhD



The inescapable dilemma of every leader The inescapable dilemma of every leader is the gap between deeply held personal is the gap between deeply held personal

beliefs concerning right and wrong, good beliefs concerning right and wrong, good and evil, and the requirements of workingand evil, and the requirements of workingin environments in which these principles in environments in which these principles become muddled in a messy world. become muddled in a messy world.

Fenwick W. EnglishFenwick W. English



OverviewOverview Weberian principle of actionWeberian principle of action

Gardner Cognitive Model of LeadershipGardner Cognitive Model of Leadership

The moral leaderThe moral leader

The pragmatic leaderThe pragmatic leader

The wounded leaderThe wounded leader



l eaders are fragil e instruments. As inl eaders are fragil e instruments. As inclassical trag edy, their very virtu es of t enclassical trag edy, th eir very virtu es of t en

contain th e s eeds of failur es and disast ers; contain th e s eeds of failur es and disast ers; and s elf and s elf- -knowl edg e is not g en erally th eir knowl edg e is not g en erally th eir strong est suit . strong est suit .

Carn es Lord (2003 Carn es Lord (2003))



Weberian Principle of Weberian Principle of

Action Action Humans can become real and knowableHumans can become real and knowable

by examining their actionsby examining their actions

Four types of actionFour types of action



Type 1Type 1: : Zweckrationalitat Zweckrationalitat

Instrumental leadership; traditionalInstrumental leadership; traditionaleducational leadership decision making ineducational leadership decision making in

which an administrator anticipates thewhich an administrator anticipates thecosts and benefits of reaching a desiredcosts and benefits of reaching a desiredset of goalsset of goals



Type 2: Wertrationalitat Type 2: Wertrationalitat

Decision is approached and engaged toDecision is approached and engaged toattain an ethical, aesthetic, moral, orattain an ethical, aesthetic, moral, or

religious ideal or principlereligious ideal or principle



Type 3: Affectual Type 3: Affectual based purely on the emotional responsebased purely on the emotional response

to a situationto a situation



Type 4: TraditionalType 4: Traditional

Ingrained habitation Ingrained habitation -- A decision made A decision madefrom following past practices irrespectivefrom following past practices irrespective

of whether the reason for it is apparent of whether the reason for it is apparent



The Moment of LeadershipThe Moment of Leadership

Th e first thing a l ead er do es is situat eTh e first thing a l ead er do es is situat ehims elf in a pu blic discours e, and hims elf in a pu blic discours e, and

construct a narrativ e r elating what has construct a narrativ e r elating what has been don e pr eviously to what h e propos es been don e pr eviously to what h e propos es to do in th e mom ent at hand . T h e basic to do in th e mom ent at hand . T h e basic

param et ers of th e politics of l ead ership is param et ers of th e politics of l ead ership is s et h er e. S cott S kowron ek s et h er e. S cott S kowron ek



The Good Ole Days The Good Ole Days

Leaders must always look forwardLeaders must always look forward

Advice in ancient times Advice in ancient times

Oracles or seersOracles or seers

Oracle of DelphiOracle of Delphi

Rely on c ore of personal v alues inRely on c ore of personal v alues in

present timepresent time

Consulting the Oracle of Dephi



The Gardner CognitiveThe Gardner Cognitive

Model of LeadershipModel of Leadership Leaders traffic in stories or narrativesLeaders traffic in stories or narratives

Followers create leadersFollowers create leaders

Followers search for leadersFollowers search for leaders

Leadership is an artful and purposiveLeadership is an artful and purposiveconstruct of a voice and a message that construct of a voice and a message that

resonates with the peopleresonates with the people Followers are the doersFollowers are the doers



Gardner c ontinuedGardner c ontinued

Leaders give voice, make sense of, andLeaders give voice, make sense of, andinterpret and rationalize what followersinterpret and rationalize what followers

are perceiving and feelingare perceiving and feeling A common group or subgroup confront, or A common group or subgroup confront, or

are surrounded by conditions, hardships,are surrounded by conditions, hardships,or deprivationsor deprivations

Continued interaction with negativityContinued interaction with negativitycreates a shared sense of communitycreates a shared sense of community




This creates situation in which leaders rise upThis creates situation in which leaders rise upand give voice to their emotions or privationsand give voice to their emotions or privations

CharismaCharisma magnetic personality; the greatest magnetic personality; the greatest revolutionary forcerevolutionary force

Leaders emerge to meet the needs of theLeaders emerge to meet the needs of thefollowers facing similar circumstancesfollowers facing similar circumstances

Follower opinions create a movement Follower opinions create a movement




Leaders compete for followers by engaging in stories orLeaders compete for followers by engaging in stories ornarrativesnarratives Ex: Civil Rights Movement Ex: Civil Rights Movement

Born leaders and born followers Born leaders and born followers

Followers seek social structure, hierarchy, or purposeFollowers seek social structure, hierarchy, or purpose

Followers seek leaders to help make sense of what mayFollowers seek leaders to help make sense of what mayoften appear overwhelmingoften appear overwhelming

Followers require a sense of identity and missionFollowers require a sense of identity and mission

Followers need assurance that their privations are not inFollowers need assurance that their privations are not invainvain




Leaders tell identity stories Leaders tell identity stories-- givegiveanswers to questions asked whenanswers to questions asked when

confronting uncertainty and ambiguityconfronting uncertainty and ambiguity Stories contain symbols, signs, andStories contain symbols, signs, and

metaphors that the followers already knowmetaphors that the followers already know

and understandand understand SimpleSimple



Gardner continuedGardner continued

Leaders must embody the beliefs theyLeaders must embody the beliefs theyespouseespouse

When leaders ask their constituents to When leaders ask their constituents todie for a certain cause, the leaders must die for a certain cause, the leaders must appear credible. Leaders must appear credible. Leaders must

convincingly embody the stories they tellconvincingly embody the stories they tellto their audience. to their audience.



Weber: leadership legitimacy of those leadersWeber: leadership legitimacy of those leaderswho have attracted followers last only so long aswho have attracted followers last only so long as

the belief in its charismatic inspiration remains. the belief in its charismatic inspiration remains. Charisma is contradictory to requirements of Charisma is contradictory to requirements of

organization routinization, which is retained byorganization routinization, which is retained bystability; rules of office with predictablestability; rules of office with predictable

relationshipsrelationships Not everyone with authority is a leaderNot everyone with authority is a leader



Moral DiscourseMoral Discourse

Written and spoken communicationWritten and spoken communication

The character of modern leadership reveals itself The character of modern leadership reveals itself

fully only from a vantage point beyond itself fully only from a vantage point beyond itself Some leaders and followers see their values asSome leaders and followers see their values as

fixed to standards they believe extend throughfixed to standards they believe extend throughtime, are universal = Plato perspectivetime, are universal = Plato perspective

Others swayed by possibilities within immediateOthers swayed by possibilities within immediatepolitical or social contexts = Sophistspolitical or social contexts = Sophists



Who the Leader IsWho the Leader Is

Decisions comprised of two levelsDecisions comprised of two levels

1. Nature of the decision itself 1. Nature of the decision itself

2. Ideas, perceptions, assumptions,2. Ideas, perceptions, assumptions,and valuesand values

And what is important



Leaders should have some idea of theLeaders should have some idea of themedium in which potential actions move inmedium in which potential actions move in

their heads, their hearts, and thetheir heads, their hearts, and thelanguage and culture that defines what language and culture that defines what they think and how they feel and perceivethey think and how they feel and perceivethe outside world.the outside world.

Potential decisions rest on perceptions andPotential decisions rest on perceptions and judgments; value system judgments; value system



Morality does not dissolve all disputesMorality does not dissolve all disputes

Common good Common good focus for leader infocus for leader in

deciding competing valuesdeciding competing values

School law relies on constitutionalSchool law relies on constitutionalinterpretationinterpretation Whose common good?Whose common good?



Sophists PerspectiveSophists Perspective

pursuit of truth must be taken without pursuit of truth must be taken without regard to moral valuesregard to moral values -- we cannot knowwe cannot know

in advance what the truth will turn out toin advance what the truth will turn out tobebe

common good = many temporary common good = many temporaryarrangements worked out betweenarrangements worked out between

conflicted elements in societyconflicted elements in society Protagorian leaderProtagorian leader Abraham Lincoln Abraham Lincoln



Platos PerspectivePlatos Perspective

common good common good based on enduring andbased on enduring andpermanent values based on disciplinedpermanent values based on disciplined

thinkingthinking Ideal for the unchanging lies at the core of Ideal for the unchanging lies at the core of

Christian theologyChristian theology

Ex: William Lloyd GarrisonEx: William Lloyd Garrison -- abolitionistsabolitionists



One of the first task of leadership is to maintainOne of the first task of leadership is to maintainorganizational unityorganizational unity

Leaders must observe the laws that govern hisLeaders must observe the laws that govern hisor her officeor her office Laws often unjust and unfairLaws often unjust and unfair Leaders who are working to change laws must ignoreLeaders who are working to change laws must ignore

or break them in protest or break them in protest If a leader belongs to an organization that supportsIf a leader belongs to an organization that supports

unjust laws, s(he) may be forced to forfeit unjust laws, s(he) may be forced to forfeit membership or have their cause compromisedmembership or have their cause compromised



The Wounded LeaderThe Wounded Leader

Leadership roles often do not support, confirm,Leadership roles often do not support, confirm,or resonate with the psychic needs of the personor resonate with the psychic needs of the personwho become a leaderwho become a leader

The gap between the demand of theThe gap between the demand of theorganizational role and the requirements fororganizational role and the requirements for

dramatic effectiveness may cause a leader to dramatic effectiveness may cause a leader tobecome lost and is put in a position in which herbecome lost and is put in a position in which her

moral compass has become confused or pointsmoral compass has become confused or pointsto a false positionto a false position



The healing process for a wounded leaderThe healing process for a wounded leaderbegins with permitting herself to tell herbegins with permitting herself to tell her

own storyown story Wounding is not the sign of an inept Wounding is not the sign of an inept

leaderleader

-- comes with territory of leadershipcomes with territory of leadership

-- not if, but when not if, but when

-- what do you do about it what do you do about it



The Wounding ProcessThe Wounding Process

Time to engage in critical self Time to engage in critical self--reflectionreflectionand growthand growth

Opportunity to recast public imageOpportunity to recast public image

Time to rethink how you can work day toTime to rethink how you can work day today within the value system in which youday within the value system in which you

believe and reset your moral compassbelieve and reset your moral compass Know thyself Know thyself

chapter 4 - dr. fenwick english, leadership for dr. kritsonis' phd class

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