EDUC.

208
Development Administration and Educational
Leadership

Direction: Describe briefly each topic and indicate your source.

1. Lewin’s Eight Major Leadership and Three Leadership Styles.

Answer:

8 MAJOR LEADERSHIP:

 Traditional Leadership Styles

Leadership style is a leader’s approach to providing direction, implementing plans, and motivating people. In
1939, psychologist Kurt Lewin and a team of researchers determined that there were three basic leadership
styles: Authoritarian (Autocratic), Participative (Democratic) and Delegative (Laissez-Faire). They put these
three leadership styles into action with a group of school children charged with the completion of a craft project
to determine responses to the leadership styles.

 Charismatic Leadership

Charismatic leaders don’t doubt their own decisions, they move forward unwaveringly and believe that the
decisions they make are the correct ones. They move through a crowd of their followers shaking hands and
lending an encouraging word. They are undeniably clear on their expectations and where they see the company
going. They have mastered the art of developing images for themselves that others want to emulate.
Charismatic leaders have four common personality traits (Conger, Kanungo, 1998):

 Transformational Leadership

Transformational leadership takes a chapter out of the book of charismatic leadership. (Bass, 1990) Followers
admire and are inspired to act. But the transformational leadership concept takes that one step further and
expects intellectual stimulation from a leader, as well as individual consideration, in which a leader singles out
followers and provides them with additional motivation.

Transformational leaders motivate and teach with a shared vision of the future. They communicate well. They
inspire their group because they expect the best from everyone and hold themselves accountable as well.
Transformational leaders usually exhibit the following traits:

 Integrity
 Self-awareness
 Authenticity
 Empathy

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Measuring a leader’s ability to inspire and enable is a challenge, so researchers rely on anecdotes to supply
data. This makes scientific study difficult. And even though this theory emphasize leadership behavior, it’s
difficult to determine how a leader can learn to be charismatic and transformational.

 Servant Leadership

If you’ve read up on the Southwest Airlines organization, then you already understand the concept of servant
leadership – they profess to practice it daily. A “servant leader” is someone, regardless of their level on the
corporate hierarchy, who leads by meeting the needs of the team. (Greenleaf, 1970)

Values are important in the world of servant leadership, and those that lead within this network do so with
generosity of spirit. Servant leaders can achieve power because of their ideals and ethics.

 Situational Leadership
Situational theories of leadership stress the significant influence of the environment and the situation on
leadership. Hersey and Blanchard's leadership styles is one of the best-known situational theories. First
published in 1969, this model describes four primary styles of leadership, including:7

1. Telling: Telling people what to do

2. Selling: Convincing followers to buy into their ideas and messages
3. Participating: Allowing group members to take a more active role in the decision-making process
4. Delegating: Taking a hands-off approach to leadership and allowing group members to make the
majority of decisions

 Transactional Leadership

The transactional leadership style views the leader-follower relationship as a transaction. By accepting a
position as a member of the group, the individual has agreed to obey the leader. In most situations, this involves
the employer-employee relationship, and the transaction focuses on the follower completing required tasks in
exchange for monetary compensation.

One of the main advantages of this leadership style is that it creates clearly defined roles. 5 People know what
they are required to do and what they will be receiving in exchange. This style allows leaders to offer a great
deal of supervision and direction, if needed.

Group members may also be motivated to perform well to receive rewards. One of the biggest downsides is that
the transactional style tends to stifle creativity and out-of-the-box thinking.

LEWIN’S THREE LEADERSHIP STYLES:

 Authoritarian Leadership (Autocratic)

Authoritarian leaders, also known as autocratic leaders, provide clear expectations for what needs to be done,
when it should be done, and how it should be done. This style of leadership is strongly focused on both
command by the leader and control of the followers. There is also a clear division between the leader and the
members. Authoritarian leaders make decisions independently, with little or no input from the rest of the group.
Researchers found that decision-making was less creative under authoritarian leadership.1
Lewin also concluded that it is harder to move from an authoritarian style to a democratic style than vice versa.
Abuse of this method is usually viewed as controlling, bossy, and dictatorial.

Authoritarian leadership is best applied to situations where there is little time for group decision-making or
where the leader is the most knowledgeable member of the group. The autocratic approach can be a good one
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when the situation calls for rapid decisions and decisive actions. However, it tends to create dysfunctional and
even hostile environments, often pitting followers against the domineering leader.
 Pros and Cons of Autocratic Leadership

 Participative Leadership (Democratic)

Lewin’s study found that participative leadership, also known as democratic leadership, is typically the most
effective leadership style.1 Democratic leaders offer guidance to group members, but they also participate in the
group and allow input from other group members. In Lewin’s study, children in this group were less productive
than the members of the authoritarian group, but their contributions were of a higher quality.2

Participative leaders encourage group members to participate, but retain the final say in the decision-making
process. Group members feel engaged in the process and are more motivated and creative. Democratic leaders
tend to make followers feel like they are an important part of the team, which helps foster commitment to the
goals of the group.

 Democratic Leadership Strengths and Weaknesses

 Delegative Leadership (Laissez-Faire)

Lewin found that children under delegative leadership, also known as laissez-faire leadership, were the least
productive of all three groups. The children in this group also made more demands on the leader, showed little
cooperation, and were unable to work independently.

Delegative leaders offer little or no guidance to group members and leave the decision-making up to group
members. While this style can be useful in situations involving highly qualified experts, it often leads to poorly
defined roles and a lack of motivation.

Lewin noted that laissez-faire leadership tended to result in groups that lacked direction and members who
blamed each other for mistakes, refused to accept personal responsibility, made less progress, and produced less
work.

Source: https://www.verywellmind.com/leadership-styles-2795312
https://courses.lumenlearning.com/wm-organizationalbehavior/chapter/leadership-styles/
#:~:text=Leadership%20style%20is%20a%20leader's,Delegative%20(Laissez%2DFaire)

2. Organizational Theory
Answer:

The Organizational Theory refers to the set of interrelated concepts, definitions that explain the
behavior of individuals or groups or subgroups, who interacts with each other to perform the activities intended
towards the accomplishment of a common goal.

In other words, the organizational theory studies the effect of social relationships between the
individuals within the organization along with their actions on the organization as a whole. Also, it studies the
effects of internal and external business environment such as political, legal, cultural, etc. on the organization.

The term organization refers to the group of individuals who come together to perform a set of
tasks with the intent to accomplish the common objectives. The organization is based on the concept of
synergy, which means, a group can do more work than an i An organizational structure plays a vital role in the
success of any enterprise. Thus, the organizational theories help in identifying the suitable structure for an
organization, efficient enough to deal with the specific problems. Individual working alone.
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 Organizational theory studies organizations to identify the patterns and structures they use to
solve problems, maximize efficiency and productivity, and meet the expectations of stakeholders.
Organizational theory then uses these patterns to formulate normative theories of how organizations function
best. Therefore, organizational theory can be used in order to learn the best ways to run an organization or
identify organizations that are managed in such a way that they are likely to be successful.

Organization theory is concerned with the relationship between organizations and their
environment, the effects of those relationships on organizational functioning, and how organizations affect the
distribution of privilege in society. A central concept is organizational design (sometimes termed
“organizational form”). Organizational design is important because the ability of societies to respond to various
problems depends on the availability of organizations with different capabilities.

Source:https://www.oxfordbibliographies.com/view/document/obo-9780199846740/obo-
9780199846740-0024.xml

https://businessjargons.com/organizational-theory.html#google_vignette

3. The Human Dimension of Organization

Answer:

The Human Dimension of organization emphasizes the shift from a traditional structural
approach to an emphasis on improving the organization from a bottom up. By building human capital, the
organization becomes more effective as individuals and groups increase their capabilities.
Now let’s talk about how to identify and work with these dimensions to engage the desire to
support change. The most difficult aspect of change management is that many of the human dimensions are
unconscious, which is why the change management process seeks to make the hidden visible. It has been
accepted since Freud that the unconscious mind determines most of our behaviors and that making the
unconscious conscious gives individuals the power to have greater control of their life and environment.
Often misused are surveys and other anonymous forms of communication developed to provide
a safe avenue for people to bring up issues that have been suppressed, ignored or are simply too difficult to
speak about openly. So many times, the sad, sometimes angry cries for help that arise from these surveys are
dismissed or lightly addressed via announcements, memos, trainings or new rules that do little to change the
underlying conditions that created the negative comments. When this happens, the assessments create more
distrust in the changes management is trying to implement.

Source: https://slideplayer.com/slide/3585064/
https://carrilloconsultants.com/human-dimensions-organizational-change-safety-health-
environmental-movement/

4. Organizational Culture and Organizational Climate

Answer:

What is Organizational Culture?

Simply put, organizational culture is your company identity. It’s your values and the norms that
have arisen organically over time.

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 Common Values Include:

 Curiosity – Embracing the desire to be continually learning and growing

 Quality – Assessing accuracy and logically thinking over situations and problems
 Innovation – Risk-taking and introducing new ideas
 Outcome Orientation – Focusing on overall results and achievements
 Diversity and Inclusion — creating space for minorities, women, those with disabilities, and other
underrepresented groups.

For example, a bank might have, what would be considered, a more traditional company culture.
A corporate bank is a structured environment, as the banking industry is heavily regulated by well-established
laws. Banking is an old industry, which suggests the culture has had a long time to develop and is firmly
ensconced.

At a bank, you’ll likely find a culture where people are expected to follow proper channels and
defer to the chain of command — where being experimental in your methods and practices would be less
favorable and where staff members present a calm, courteous face to the customer so as to convey trust and
reliability.

On the other hand, a company like a tech start-up is likely to be more collaborative and
unstructured — where disruption, innovation, and entrepreneurship is not only welcome, but also encouraged.
Disruptive conflict, wild ideas, and challenging traditions might even be a key value in their culture. Everyone
from the company president to the newest intern may be able to communicate laterally and casually.

Finding employees who match your values and exhibit natural behaviors that fit within your
organizational goals is key to crafting an organizational culture that’s built around the things that matter most to
your business.

Defining Organizational Climate

Organizational climate is the way people experience the work environment. What is it like to
work there? How do individuals feel when operating in that culture? How do business conditions, management
decisions, and the actions leadership affect the general mood? When you consider the collective experience of
all the talent in the organization, you’re evaluating climate.

Revenue swings, for example, can affect climate without changing the culture. If you work for a
company built around a culture of process and efficiency, and then revenue drops, the solution would likely be
to double down on improving processes and efficiencies — this might mean cutbacks in other areas,
consolidation of responsibilities, or increased workloads. As a result, employees may start to feel resentful or
despondent that their bonuses were canceled, coworkers were laid off, or they’ve lost certain perks or benefits.
In this scenario, the culture stayed the same, but the climate changed.

If your company has a diversity and inclusion initiative, how many people from
underrepresented groups have you actually hired? What positions do they hold? How many of those individuals
are in managerial positions or within leadership? It’s one thing to have a diverse staff, but if every group isn’t
represented through every department and at all levels, does the climate really reflect the value your
organization claims as part of their culture? Your organization may have the diversity, but you can’t leave out
the inclusion.

Source: https://calipercorp.com/blog/organizational-culture-vs-climate/
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 5. Organizational Change
Answer:
Organizational change is the movement of an organization from one state of affairs to another. A
change in the environment often requires change within the organization operating within that environment.
Change in almost any aspect of a company’s operation can be met with resistance, and different cultures can
have different reactions to both the change and the means to promote the change. To better facilitate necessary
changes, several steps can be taken that have been proved to lower the anxiety of employees and ease the
transformation process. Often, the simple act of including employees in the change process can drastically
reduce opposition to new methods. In some organizations, this level of inclusion is not possible, and instead
organizations can recruit a small number of opinion leaders to promote the benefits of coming changes.

Organizational change can take many forms. It may involve a change in a company’s structure,
strategy, policies, procedures, technology, or culture. The change may be planned years in advance or may be
forced on an organization because of a shift in the environment. Organizational change can be radical and
swiftly alter the way an organization operates, or it may be incremental and slow. In any case, regardless of the
type, change involves letting go of the old ways in which work is done and adjusting to new ways. Therefore,
fundamentally, it is a process that involves effective people management.

Changing an organization has been compared to teaching an elephant to dance. People may
resist change because they're happy as things are, they're worried about losing out, or they're scared to leave
their comfort zone. Even when change is necessary, it takes work.

Organizational change can be huge and sweeping, small and incremental, or something in
between. Examples of change in the workplace show that working to gain employee and middle-management
support is essential. So is being clear about why you're calling for change and what the benchmarks for
success are.

Source: https://courses.lumenlearning.com/principlesmanagement/chapter/7-4-organizational-
change/#:~:text=Organizational%20change%20is%20the%20movement,state%20of%20affairs
%20to%20another.&text=It%20may%20involve%20a%20change,a%20shift%20in%20the
%20environment.

6. Improving Leadership Practice

Answer:

Aside from the hopeful promotion, enhancing your leadership skills comes with other benefits. Being a good
leader is likely to earn you more respect around the workplace, and because you are a fair and an empathetic
person, you are likely to make more friends with colleagues. This all contributes to improved working
relationships and increased job satisfaction.

But the benefits of leadership skills stretch beyond the workplace. They can help you in your personal life to
manage your close relationships and may be valuable at recreational sports clubs. The bottom line is that you
don’t have to work a managerial job to want to become a better leader. How to improve leadership practice or
skills

If you want to develop your leadership skills, there is more than one way to go about it. Below you will find
some of the best methods you should consider:

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1) Do something you are passionate about

One of the most crucial parts about being a leader is the ability to motivate others to want to succeed. Instilling
that burning desire and drive in another worker can be a fulfilling experience, but it is by no means an easy feat.

The truth is, people can tell when you are here for the pay and not because the project is something you truly
care about. Only by working in afield you are passionate about will you become one of the best leaders around.
Ultimately, you need to show your own burning passion for the job to make others also want to succeed.

2) Take management and leadership courses

Most leadership skills are a type of soft skill rather than hard skills. To understand the difference, the main way
to determine if a skill is hard or soft is asking if it can be taught or dissected into different skill levels.

For example, a hard skill like coding can be taught and some coders have higher certification than others.
Whereas a soft skill like problem solving is not often taught and there are no recognized levels of problem-
solving skills.

However, research has found that this is not always the case. Some soft skills often associated with leadership
can be taught through structured learning and short courses. These courses can increase the individual’s
awareness of their own behaviors and what is required, unlocking the potential to improve their leadership
skills over time. Moreover, these courses can help us to understand the theory behind different leadership
styles.

3) Consider every day as an opportunity

Because leadership skills are mostly based around soft skills, every single day you have an opportunity to
develop many of the same skills that leaders need. From ordering a coffee at a local café to discussing a project
in a team meeting, you can hone you listening, public speaking and many other skills associated with
leadership.

Most of the time, we carry out these social interactions without even thinking and with minimal effort. By
becoming more aware of them and seeing them as an opportunity to develop, we can be proactive in developing
simple skills that go a long way for the best leaders.

4) Brush up on your hard skills

We just discussed how most leadership skills are soft skills, so why would we tell you to brush up on your hard
skills? The answer is quite simple.

Members of a team will look to their leader when they get stuck on a task and don’t know what to do next.
These team members expect their leaders to be able to provide effective solutions based on their knowledge and
expertise. If they cannot, or frequently fail to impress, the team can lose confidence in them as a leader.

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For that reason, a leader does need to have excellent hard skills and knowledge related to the overall project.
Equipped with expert hard skills, their team’s confidence in them as a leader will be maintained and they may
even have more appreciation or admiration for them.

The other benefit – not to be overlooked – is that specialist knowledge will increase the confidence of the leader
to guide the team to success.

5) Personal reflection

If you have committed to improving leadership skills and have taken on some of the methods listed above, it is
paramount that you incorporate some personal reflection time into your weekly routine. Reflecting on specific
situations and how you handled them will enable you to identify areas for improvement and what you could
have done better.

Only by reflecting on situations can you be prepared when a similar situation comes around again. The key
takeaway is that there is no such thing as a perfect leader and everyone in a senior role should be reflecting on
their work and targeting ways to improve how they lead a team.

6) Find a mentor

If you have manager or leader in your life who you would like to learn from, you can ask them to mentor you.
If they already do this well, it’s likely they have put time and thought into leadership and reflected on what
works well for them. This is a great way to both learn leadership skills and get feedback on your strengths and
weaknesses from somebody who can help you work on them.

Source: https://www.futurelearn.com/info/blog/how-to-develop-and-demonstrate-leadership-skills

7. Leading in a Culture of Change

Answer:

The term "cultural change" is used by sociologists and in public policy to denote the way society is
changed. The society takes on new cultural traits, behavior patterns, and social norms, and creates new
social structures as a result. This level of societal change occurs from contact with another society (for
example, through war or mass migration), invention and diffusion of innovations (automobiles or a smart
phone in every pocket?), and discovery. 

That definition of cultural change is useful for organizations as well. Less dramatic than  invasion by
Goths or Mongolians, an acquisition or merger between "equals" can nonetheless precipitate cultural
change among those on the receiving end. 

Organizations are more likely to talk about "needing to change the culture" as a top-down process. Often
when a company or organization faces a crisis, whether sudden or slow, leaders will talk about culture
change. 

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A cultural change is an organization’s commitment to change. They want to change their beliefs,
behaviors, practices, and processes. The goal is to transform the work environment for the better. There
are many reasons that an organization can face cultural change. Most cultural changes are a collective
reaction to a movement. A movement is something that has set the change in motion. The people driving
the change are motion makers. 

Common reasons for a cultural change

There are many reasons an organization might want to change its culture. The paradox is that culture
change is hard, yet your culture is always evolving. In fact, cultural evolution is one of the reasons you
might find you need a cultural change. One day, you realize that over time, bit by bit, your organizational
culture, values, and behaviors are not what they once were.  

Below are some common scenarios but the causes are limitless. 


 Merger or acquisition. A merger is a collision of two organizations that have two distinct
corporate cultures. If both companies remain separate a cultural change may not be
necessary. Yet when the two combine goals, resources, and staff a cultural change is going
to happen. The organizations either adopt the dominant culture or create a new one. 
 New leadership. There is a new leader such as a CEO who brings new ideas and
expectations that affect culture. New leadership is often brought in with the expectation of
change. Sometimes, leaders bring in their own team to give the cultural change plan
support. 
 Social shift. There is a social shift that shines a light on old mindsets. Some examples are
processes rooted in sexism, ageism, racism, or intolerance. Diversity, equity, inclusion, and
belonging have only become practices in many companies recently. This is only because
employees and society demanded it. This is a change that is still evolving and long overdue
for many organizations across the globe. 
 Technological change. There are technological advances that force leaders to rethink or
reinvent their workflow. Consider the enormous task that many companies faced when
going paperless. Imagine how hard it was to change the way they filed and stored
information. There were file rooms and storage centers with years of paper documents and
files.

This conversion required "old school" mindsets to be undone. Companies had to retrain
their people to how to do their jobs using computers and scanners. Suddenly companies
were dealing with cybersecurity, compliance and storage issues. 
 Loss of competitiveness. When a company isn't performing well, losing market share to
others, or becoming less profitable, it can be a signal that the culture is no longer working
in the market or for talent. When a company sees metrics around retention and well-being
go down, culture is often at least one culprit. In the same vein, your culture can also be your
biggest asset.
 New operating/workforce model.  Remote work is another example of a cultural change
brought on by technology. Some companies had already mastered remote work, but, many
organizations had not. This quick shift to remote work occurred almost overnight during the
pandemic.

It changed how we communicate, collaborate, and produce work. Employees had to adapt
quickly to their new office space at home and employers had to be flexible. Dogs barking

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 and children wandering around the was the new normal for video meetings. The lines of
defined working hours became blurred.

Once people became used to working at home many did not want to return to the traditional
office setting. Many companies and employees like the flexibility that remote work offers.
Hybrid work schedules and full remote work are now the norm. Technology set
organizational change of traditional office life into motion.

 Other reasons for culture change include new business models, generational shifts, or, as we
see with financial shocks, wars, and the pandemic, global events that trigger new behaviors
and a reassessment of values and preferences.

Source:https://www.betterup.com/blog/cultural-change#:~:text=The%20term%20%22cultural
%20change%22%20is,social%20structures%20as%20a%20result.&text=They%20want%20to
%20change%20their,behaviors%2C%20practices%2C%20and%20processes.

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