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Answers to Final exam in Ph.D 301
Educational Leadership and Management in the 21st Century
Name of Student
Email Address
Contact Number
Name of School
Professor
:
:
:
:
MILA P. JUANITE
milajuanite2954@yahoo.com.ph
09101397558
SURIGAO STATE COLLEGE OF TECHNOLOGY (Main Campus)
: DR. ROBERTO SOMBILLO
circumstances. For them small changes get big hurrays, pumping up their
significance as
indicators of real progress (Culture Creators). A transformational leader
To find my way forward, I need to apply the following keys to become a successful
leader (Kouzes, James and
Posner, Barry, 2012):
a) Model the way Know your values but also affirm the shared values of the
group by aligning actions and setting a good example.
b) Inspire a shared vision envision the future, imagine exciting and ennobling
possibilities.
c) Challenge the process search for opportunities and look for innovative ways to
improve.
d) Enable others to act foster collaboration; strengthen others to develop
competence and
self-determination.
e) Encourage the heart Show appreciation for remarkable contributions and
individual
excellence. Celebrate the values and victories by creating a community spirit.
f) Develop the vision a view of the future that will excite and convert followers.
g) Sell the vision sell the vision immediately and continually; create trust and
rely on personal integrity.
A great strength of this book is that it makes it very clear that it is designed for all people in leadership positions.
The book came out of a research project, and the way the authors about it reveals a lot about its intent. Instead of
interviewing top leaders in the business world, the authors interviewed ordinary leaders, but asked them about
their peak leadership experiences. When were they at their best?
The authors came up with these 5 cardinal rules of leadership:
1. Model the Way. Know your values, but also affirm the shared values of the group. Set the example by aligning
actions with shared values.
2. Inspire a Shared Vision. Envision the future by imagining exciting and ennobling possibilities. Enlist others in a
common vision by appealing to shared aspirations.
3. Challenge the Process. Search for opportunities by seizing the initiative and by looking outward for innovative
ways to improve. Constantly generate small wins and learn from experience.
4. Enable Others to Act. Foster collaboration. Strengthen others by increasing self-determination and developing
competence.
5. Encourage the Heart. Recognize contributions by showing appreciation for individual excellence. Celebrate the
values and victories by creating a spirit of community.
This is a book for the ordinary leader, who dreams of extraordinary things. The idea that comes through all the
way is that leadership is not just about your position or your company's status. Being a leader is about
"relationships, credibility, and what you do." Highly recommended for anyone in leadership positions -- maybe
Finally, I am very much people-oriented; I will balance my attention between action that
creates progress and the mental state of my employees/subordinatesacting more like a
good teacher or coach and encourages
creative solutions to problems. Overall, as a woman leader, I believe that Leadership
effectiveness most often depends upon the fit between the setting and the contemporary
workplace.
The Leadership Challenge is written for real leaders, who today face some of the
toughest organizational challenges we've ever encountered. And, it provides
practical, real-world advice based on Jim's and Barry's extensive global research
that is indispensable for leaders at all levels.
I always refer leaders to this book, because although my Ph.D. is in Organizational
Behavior, my undergraduate background is in mathematics. And, I respect people
who gather real facts! In developing the Leadership Practices Inventory, which is
possibly the world's most widely respected tool for 360 leadership feedback, Jim
and Barry have thoroughly reviewed input from tens of thousands of respondents.
They've then used this data to form sound conclusions about what works--and
what doesn't work--in terms of leadership behavior.
The central theme of The Leadership Challenge is that leadership is for everyone.
It can be learned, but, let's face it, it's not easy. The Leadership Challenge is based
upon learnings from leaders at all levels--and shows how "regular people" can
make a huge, positive difference in their organizations. It is written in a way that
can help executives, mid-managers, first-line supervisors, project leaders--and
even individual contributors--better understand how they can lead and
immediately apply what they have learned in their work.
For example, Jim and Barry asked managers about their clarity around their
personal values as well as around the values of their organizations. These
managers were also asked about their level of commitment to the organization,
their level of motivation and productivity, job satisfaction, and so on. To me, what
they found is fascinating! Leaders with the highest levels of commitment are those
who are clearest about their own personal values. Clarity about personal values
was more prevalent in a positive workplace attitude and level of engagement than
was clarity around organizational values. In doing the research for my recent
book, Mojo, I found something similar to be true as well: People who find
happiness and meaning at home are more likely to also find happiness and
meaning at work.
Finally, for those of you reading this book now, I'd highly recommend that you put
what you read here into practice. This book can help you lead in such a way that
your organization will become a better place for you, your managers, employees,
and colleagues-to-be. At the same time, if you implement what you learn here,
you'll make a positive difference in not only your organization, but also in your
own life and in the lives of those whom you lead.