HMEF5023 V2

EDUCATIONAL LEADERSHIP

ASSOC. PROF. DR. JAMILAH AHMAD

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 TOPIC 2

EFFECTIVE
LEADERSHIP
BEHAVIOURS AND
ATTITUDES
 Learning
Outcomes
1. Compare and contrast the leadership
traits and behavioural theories.

2. Discuss about principal leadership style

and achievement.

3. Discuss the ethical concepts in school

leadership.

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 Continuum of Leadership Theories

Great Man
Approach & Contigenc
Traits Behavioural y Integrative

Big 5
Personality

Achievement
Motivation
Theories

Moral
Leadership
 TRAITS THEORIES
■ In the 1920s and 1930s, leadership
research focused on trying to identify the
traits that differentiated leaders from non-
leaders.
■ Traits theories focus on “what” an effective
leader is, not on “how” to effectively lead
(assumes that certain physical, social and
personal characteristics are inherent in
leaders).
 Sets of traits and characteristics were identified to assist in
selecting the right people to become leaders.

Physical traits Social Social Personality Task-related

background characteristics traits characteristics
traits
being young to being being self- being driven to
middle-aged, being educated charismatic, confident, excel, accepting
energetic, tall at the “right” charming, tactful, adaptable, of responsibility,
and handsome. schools and popular, assertive and having initiative
being socially cooperative and emotionally and being
prominent or diplomatic. stable. results-oriented.
upwardly mobile.
 1. Trait theories is not
consistently predict 2. Trait theories focus on
3. Trait theories are
behavior across different characteristics of
based on research
situations. They provide personality rather than
conducted in Western
a framework for explaining how these
cultures. Certain traits
understanding certain traits develop over time.
may be valued differently
aspects of personality, They often lack a robust
in different cultures, and
but not accurately explanation of how
trait theories may not
anticipate how personality traits emerge
adequately account for
individuals will behave in and change throughout
cultural variations.
specific contexts/ an individual's lifespan.
situation.

Criticisms of Traits Theories

 Continuum of Leadership Theories

Great Man
Approach & Contigenc
Behavioural
Traits y Integrative
Theory X&Y
Big 5
Iowa University
Personality
Michigan
Achievement
University
Motivation
Theories Ohio State
University
Moral
Blake et al
Leadership Leadership Grid
 Behavioural
Theories
-By the late 1940s, the leadership research had shifted
from the trait theories to the behavioural theories paradigm
(BT focuses on what the leader says and does).

“Setting an example is not the main means of influencing another;

it is the only means.” Albert Einstein

- leading by example is important to managers/ leaders.

- the followers observe the leader’s behavior and copy it.

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 Behavioural
Theories
Defination:
 focus on the actions and behaviors of leaders
rather than their innate traits or characteristics.
 these theories suggest that leadership can be
learned and developed through observation,
experience, and practice.
 Leadership Behaviour &
Leadership Style

the actions, conduct, and interactions

that a leader engages in guiding, The
influencing, and directing a group of combination of
individuals/ an organization to achieve traits, skills,
common goals. and behaviors
leaders use as
the observable actions & practices that they interact
leaders employ to motivate, inspire, and with followers.
enable their followers to perform
effectively.

Leadership behavior can be categorized

into various dimensions or styles, each
representing a different approach to
leadership.

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 Active Learning

Watch the video

https://youtu.be/Xm3HU5f3vzQ

What is the good behaviour

shown by the leader?
 Theory X and Theory Y

Defination:

 Mc Gregor (1966), introduced Theory X and

Theory Y in his book, The Human Side of
Enterprise.

 Theory X and Theory Y attempt to explain and

predict leadership behavior and performance based
on the leader’s attitude about followers (different
ways in which leaders view employees).
 Theory X vs
Theory Y
■ People are lazy ■ People are
■ Dislike work motivated
■ Get satisfaction
■ Do as little as
from work
possible
■ Will do what is
■ Must be closely right for
supervised organization
■ Carrot & stick ■ Participative
management management
Theory X assumes that Theory Y assumes that
employees are employees are self-
inherently lazy, dislike motivated, enjoy work,
and can be trusted to take
work, and need to be
initiative and
closely controlled and responsibility. 14
coerced to achieve
 Theory X .....…......Theory Y
(Autocratic) (Participative)

Contr Suppor
ol t

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 University of Iowa Leadership
Styles
Defination:
In the 1930s, Kurt Lewin and associates conducted studies at the
University of Iowa that concentrated on the leadership style of the
manager.

Autocratic..................Democratic…………..Laiss
ez faire
The autocratic The democratic leader
encourages freedom in
leader makes the decision
decisions, participation in making
tells employees decisions,
what to do, works with employees
to determine what to
and closely
do,
supervises workers.
and does not closely
supervise employees.

Source: K. Lewin, R. Lippett, and R.K. White 16

(1939)
 The University of Michigan
Leadership Model
Leadership research was conducted at Ohio State and the University of Michigan at about the same time
during the mid-1940s to mid-1950s. These studies were not based on prior autocratic and democratic
leadership styles, but rather sought to determine the behavior of effective leaders.

Job Centered Employee Centered

Leadership Style Leadership Style

refers to the extent to refers to the extent to which the

which the leader takes leader focuses on meeting the
charge to get the job human needs of employees
done. while developing relationships.
The leader directs The leader is sensitive to
subordinates with clear
subordinates and
roles and goals.
communicates to develop trust,
support, and respect while
looking out for their welfare.

Source: R. Likert, 1961, New Patterns of Management, New York: 17

McGraw-Hill.
 The Ohio State University Leadership
Model
Defination:
The Ohio State Model developed by Ralph Stogdill (1945) to determine
effective leadership behaviours.

He developed an instrument, Leader Behavior Description Questionnaire

(LBDQ) and later revised by Edwin A. Fleishman (150 examples of
definitive leader behaviors, which were narrowed down from 1,800
leadership functions).

Followers (respondents of the study) perceived their leader’s behavior

toward them on two distinct dimensions or leadership types

■Initiating structure behavior - focuses on getting the task done.

■Consideration behavior - focuses on meeting people’s needs and
developing relationships.
Source: R. Likert, (1961), New Patterns of Management, New York:
McGraw-Hill.
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The Ohio State University Leadership
Model: Four leadership styles, two
dimensions

Figure 2.1: The Ohio State Leadership Quadrants

Source: Hersey & Blanchard (1982)
 Managerial Grid
Defination :
 The Managerial Grid/ Leadership Grid is a
framework developed by Robert R. Blake and
Jane Mouton in the 1960s.

 It's a tool used to assess leadership styles

based on two behavioral dimensions: concern
for people and concern for production.
The grid consists of a 9x9 matrix, where the horizontal axis (X)
represents concern for production (task-oriented behavior) and the
vertical axis (Y) represents concern for people (relationship-
oriented behavior). These two dimensions are scored on a scale of
1 to 9, with 1 representing low concern and 9 representing high
concern.
This style indicates a leader who is This style represents an ideal
more focused on maintaining leader who strives to achieve
friendly relationships with both high productivity and
employees than achieving strong employee morale
organizational goals. through teamwork and
collaboration.

This style
reflects a
leader who
balances
task
accomplishm
ent with
maintaining
relationships
with
employees.

This style reflects a leader who avoids This style describes a leader
getting involved and evades responsibility who prioritizes task
whenever possible. accomplishment over the well-
being of employees.
Leadership Explanation
Styles
Team Focus on interdependence and commitment to the
(9,9) organization’s purpose.
Country Club Emphasis on the needs of people and on
(1,9) relationships.
Middle Road Leader balances „the necessity to get out work while
(5, 5) maintaining morale of the people at a satisfactory
level.
Task Emphasis on efficiency with minimum human
(9,1) involvement.

Impoverished Exertion of minimum effort to get work done is

(1,1) appropriate to maintain organisational membership.
 LEADERSHIP STYLE
Situation Style

Shifting the focus from classical leadership styles, traits and behaviours,
researchers began concentrating on the effects of situational variables on
leadership styles. Emerging from this new thinking are the contingency
models and the Hersey and Blanchard (1982) situational leadership
theory.

Situational Leadership Theory Hersey and Blanchard (1982) , he proposes

that effective leadership depends on the readiness level of followers.
Leaders need to adapt their style based on the readiness of their followers,
which can vary depending on their competence and commitment to the task.

(will be discussed more in Topic 3)

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What is the best leadership
style?

The one which works

for the individual
leader in a specific
time , in a specific
environment
(situation) and type
of follower. 25
 THE ETHICAL PRACTICE OF
EDUCATIONAL LEADERSHIP
Defination:
Ethics is derived from a Greek word ethos, which means
customs, conduct and character. It concerns on values and
morals a person or a society finds desirable and appropriate. A
set of ethics will provide a system of principles that can guide
leaders in choosing the right from wrong decisions and the
good from bad decisions.

ETHICAL LEADERSHIP

- refers to the practice of leading with integrity, honesty, fairness, and

respect for ethical principles and values.
- ethical leaders ensure their actions and decisions are guided by moral
and ethical considerations in achieving organizational goals.
- they set a positive example for others by adhering to ethical standards
themselves and promoting a culture of ethics and accountability within
the organization.
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 Five Principles For The Development of Ethical Leadership

treat others with respect, value

individual differences and
being tolerant of their beliefs,
influence attitudes and values
Respectf
subordinates to ul
achieve a common
goal, attentive to the
put the welfare of
interest of the
subordinates,
community, Ready to contribute others,
demonstrates an Build Serve follower-centred,
ethics of caring and Community place others ‘ interest
does not ignore the
foremost and act in
needs of others.
ways that benefit
others.

Honest Just

honest, tell the truth, open

to others and represent fair and just in the distribution of resources/
reality as fully. rewards, leaders apply the rules that each
person has an equal share/opportunity, reward
according to individual need/the person’s
rights/ individual effort/ societal contribution
and according to merit/performance
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Summary
 References
Main references
Lussier, R. N., & Achua, C. F. (2016). Leadership: Theory, application, & skill
development. (6th ed.). Cengage Learning, Boston, MA
Northouse, P. G. (2018). Leadership: theory and practice. (8th ed.). Thousand Oaks,
CA: Sage.

Journals
Leadership & Organization Development Journal Academic Leadership Journal of
Leadership & Organizational Studies Leadership Journal International Journal of
Leadership Studies
International Journal of Education Policy and Leadership

Online:
https://inspire.oum.edu.my/