CHAPTER

Organizational Leadership
Learning Outcomes
At the end of
this
Chapter, you should be able to:
explain what organizational
distinguish between leadershipleadership is,
describe different and management
explain organizational leadership
what situational styles
and
leadership, servant leadership are,
discuss how to sustain change in an organization.

Introduction

Expected of professional teachers who care for and embark on

continuing professional development is a promotion along the way.
With this in mind, this wont be complete without a discussion
course
for which you will be in the future.
of an effective leader and manager or leadership position in
But should you refuse offer for a managerial
of the love for
educational organization because
SChool or in the bigger
this lesson on organizational
leadership wont

eaching and learners, leader and a

teacher you are ready a
even as
De laid to waste because
classroom manager
teacher and a class or
ahager. You are a

Activity Let's Draw

leader of an
object hat symbolizes
that symbolizes a
draw an
Present
Present or
symbol of leadership.
your
ganizatior Explain 83
h e leacher and the Community, SCod

Analysis Let's Analyze

resented
and drawings
Based on the symbols
leader?
organizational
. Who is an

2. What do organizational
leaders
do
3 What qualties do they possess

Abstraction Let's Conceptualize

Organizational Leadership
leaders help set strategic goals for
In organizational
leadership, within the organization t.
individuals
while motivating those goals, In
the organization order to realize
out assignments in
successfully carry set the goals/targets for
the school leader helps
the school setting, Iearners, non-teaching
sch0ol and motivates teachers, parents,
the to do their task to
and other members of the community
personnel
realize the school goals.
works towards what is best for
Organizational leadership
individual members and what
is best for the organization as a group
does not sacrifice the
at the same time. Organizational leadership
nor sacrifice the welfare
individual members for the sake of the people
of the group for the sake of individual members.
Both individual and
group are necessary.

also attitude and a work

Organizational leadership 1s an
ethic that empowers an individual in any role to lead from the top
middle, or bottom of an organization. Applied to the schoo

setting, the school leader helps anyone from the organization not
necessarily from the top to lead others. An of this
leadership which does not necessarily come from the top ol the
example o
organization is teacher leadership.

Leadership Versus Management

Are leadership and
manager or is a management Synonymous?
synonymous? IS a leader
Is
a
a

it follow that I manager a leader? If I am a leader,

does
am also good
a good g
am I at the same
time a manager? Or if I am a good 1anage
good leader? Not
necessarily.
 Chapter 8- Organizational Leadership
School Head Must be
Both 85
hool head must be a Leader and a
A scho
Manager
nager
Study the Figure below.both a leader and a manager.
A School
head
the vis1on, misSion,leads the school and
is a goals, and school
leadership function. community to
tormuia
implemented on time and S/he sees to
improvement
it that
plan. 1n
this plan
there, the
persOns to do the ensuresso
that the resources
gets are
is a management job are qualified and neeaeu
function. available. 1nis
leader. You have the vision, Imagine if the school head is only a
implementation. The plan is mission, goals and school plan Duat no
a manager only, you will
good only in paper. If you do the
be focusing on the task
details of the day-of-day
implementanon Without the big
picture, the
big picture for connect and meaning, This vision and itmission. So 1t
is best that
means that
a school
leader is both a leader and a manager.
Table 3. Comparison of Manager and
Leader
MANAGERS
versus
LEADERS
Managers Leaders

Administer Innovate
Their process is transactional; meet Their process is transformational:
develop a vision and find a way
objectives and delegate tasks.
forward.
People Focused
Work Focused
The goals include both people and
The goal is to get things done.
work. results. They care about you and
They are skilled at allocating want you to succeed.
Have Followers
Have Subordinates
and They create circles of influence and
hey create circles of power lead by inspiring.
lead by authority.
Do the Right Thing
Do Things Right culture and drive
culture | Leaders shape the
Managers enact the existing
integrity.
and maintain status quo. Mason, OH 45040
Essentials of management",
E. (2006)
Ource: Dubrin, Andrew
USA
of Leaders
ypes of Skills Demanded technical, 2) human
of skills: 1)
Leaders 3 broad types to type of
any type process or
process
or
skills refers
use
Technical presentation.
and 3) Conceptual.
co a power point
3 e-mail, preparing
with people and to
to
i q u e like
sending
work fectively
etlectively people
ability to as people skills
o r soft
skills.
uman skill
skill is the referred to
also
buil
l d teamwork. This is
he TeaCher af10 tne
uO

think in terms af
to
Vorks and broad relationships
the ability
such as Ong range b
concerns
ld
COnceptual
skill is
human skill
ans. In
while
framewor. with
ideas
skills deal skills involves psychomnotor
short, con
nceptual
technica all three
people and possesses
relationship with leader
The ideal school
S K l s and things.

Leadership styles
Here are leadership styles: laissez faire
democratic

consultative
Autocratic

decision
making by
by themselves.
themselve
Autocratic leaders do
o1 the members of th
participation
leaders allow deciSion themselue
Consultative
make the
them but
organization by
consulting
meetings
called by schoo
consultation
in stakeholdere
This is what happens Sometimes
education

tuition fees.
when they increase are not carried
carried after
their Suggestions
do not understand tha
disappointed that
get consulted them. They
school leaders have approval of stakeholders
mean
consultation does not necessarily

suggestions.
the organization to
leaders allow the members of
Democratic
Decisions are arrived at by wa
in decision making.
fully participate of the members of the
of consensus. This is genuine participation
organization which is in keeping with school empowerment.
leaders avoid
In laissez faire or free-rein leadership style,
to establish
responsibility and leave the members of the organization
work. This leadership style leads tothe kanya-kanya
their own
character. There will be no
mentality, one weaknesse of the Filipino
problem if the situation is deal, i.e. each member of the organization
has reached a level of maturity and so if members are lelt
themselves they will do only what is good for the organization.
the other hand, it will be chaos If each member will do as he/sne
please even if it is against the common good.
Which leadership styles are
participative?
ve
The consulta for
and democratic leadership style are the only ones that allow
participation of the members of the organization. Between he

consultative and democratic of styles the democrati style

leadership,
genuinely participative because it abides
by the rule of the majo
ajority

The Situational Leadership Model

In situational
leadership, effective leaders
stvle to the situation dershin
of the adapt their lead
members of the 1,. C
t0
organizano
 Chapter 8 Organizational Leadership

he readiness
eth H.
Kenneth
and
willingness of group
87
Blanchard (1996) members. Paul
ot th amount of Hersey
characterized leadership style
task behavior
anu

der provides and in ie

followers. relationship behavior
to their
the
styles
s intointo four behavior styles, They categorized all ta
4. Behavior
which they named Siíto S4. leadersnuP
Table Styles in Situational
S1 Leadership
$2 S4
S3
Selling / Directing
Individuals lack the
Telling Coaching Participating/Supporting| Delegating
specific skills required
Individuals are more Individuals are Individuals are
able to do the task; experienced at the
for the job in hand and experienced and able
however, they are to do the task but lack task, and comfortable
they are willing to work demotivated for this the confidence or the with their own ability
at the task. They are job or task. Unwilling to do it well. They are
willingness to take on
novice but enthusiastic. to do the task. able and willing to not
responsibility.
only do the task, but
to take responsibility
for the task.

If the group member is able, willing and confident (high

The leader
readiness), the leader uses adelegating leadership style
to
turns over the responsibility for decisions and implementation
members have low
the members.. On the other hand, if the group
leader resort to telling the
readiness, i.e.. unable and unwilling, the
members what to do.
group less
members of the organization require
In short, competent
members. Less competent
than less competent
specific direction
direction than more competent people.
people need m o r e specific Model, visit
presentation of the Situational Leadership
For a graphic
https://teachthem.files.wordpress.com/2012/11/situational-leadership-model.jpg

best for
is considered
no one style
leadership styles, to be flexible, and
Among these Effective leaders need
time.
all leaders to use all the the readiness and
to the situation,
according
themselves
must adapt organization.
members of the
WIlingness of the

Servant Leadership servant-

paradoxical term
coined the
Robert K. Greenleaf (1977)when he/she is
servant? That's
leader
be a deliberate and
dership. How c a n one is Greenleafis
paradox
the thinking.
But the f a servant
of.
leader, He
s e r v a n t leader.
the qualities
emphasizing
meaningful
H ngful way of
describes the servant the natural feeling that one

with to
first. It begins brings o n e to aspire
.Servant choice
Then
conscious
as persons: do
grow
ants to serve.
those
served

is: do
Eaa. The best test
 The Teacher and the Community. School Culture and Organizational Leadership

88

while beingserved, become healthier, wiser, freer

they,
autonomous, more likely themselives to become servants?
And, what is the effect on the least prvleged n society; will
they benefit, or, at least, not be further deprived? (Greenleaf
1977/2002. p. 27)
The first desire of the servant leader is to serve. How?
By leading. The greatest teacher of humankind, Jesus Christ,
was a servant leader. He taught his disciples "he who wants
to great must be the servant of all". The life of the Greatest
Teacher was a life of total service to all1.
We often hear the term "public servants" to refer to
appointed and elected officials of the government to emphasize
the fact that they indeed are servants of the people. Their first
duty is to serve and in serving, they lead. They don't think of
their power as leaders first. If
they do, they tend to become
more conscious of their
importance felt over their conscious
of their power over their constituents and tend to
power or make their importance felt over their constituents
that impose
and forget
that if ever they are
given power it is to serve their
people. Someone said "power corrupts". And i need it
does,
when leaders think first of their
power and forget the very
reason why such power was given, i.e. to serve. The
teacher said: greatest
and whoever wants to be first
among you must be
your slave." (Matthew 20:27)
"The greatest among you shall be your servant." (Matthew
23:11)
"If anyone wants to be
first, he must be the last of all and
the servant of all" (Mark
9:35)
"You know how the
pagan rulers make their powers felt.
But it shall not be this
way among you. Instead, whoever
wants to become
great among you must be your servant."
(Mark 10:43)
His whole life was a life
of service. In
impress this idea of servant fact, he wanted to
dramatic in his last leadership by doing something
days on earth. He washed the feet of his
apostles. Washing the feet was the work of
time. a servant in his

He
wanted to etch in the memories of
his apostles the idea
that leaders are
supposed to be "footwashers". Leaders are
supposed to be servants of all.
Servant leadership seeks to involve others in decision
 Chapter 8
Organizational Leadershipp

making, 1S
strongly based in
89
enhances the growth of ethical and
and quality of workers while caring behavior, ard
The school head
organizatíonal life. improving the caring
who acts as a
remembers that he/she is there to serve
servant leader
10rev
students,the
parents etc. and NOT his/her teachers, the
parents to serve
him/her. the teachers, learners,

Transformational Leadership
Robert Kennedy once said: "Some
and ask why. dream of I things they a men see as re,
things that never were, and ask why
ol.
Those who dream of things that never
were and ask "why
not transtormational leaders. The transformational leadernot1s
ar
content with status qou and sees the need to transform the way 1ot
organization thinks, relates and does things. The transformational
school leaders sees sch0ol culture as it could be and should be,
not as it is and so plays his/her role as visionary, engager, learner,
collaborator, and instructional leader. As a transformational leader
he/she makes positive changes in the organization by collaboratively
developing new vision for the organization and mobilizing members to
work towards that vision.
To do this transformational leader combines charisma,
the
to introduce
inspirational leadership and intellectual stimulation
innovation for the transformation of the organization.

Sustaining Change innovations introduced by

transtform, the
For reforms to sustained.
institutional and
transformational leader must be
the loses its flavor
that innovation is simply a passing iad that
Ur else innovation i n t r o d u c e d
has transformed
time. A proof that
an
aiter a
result or effect of that change persists or
is that the is transferred
tne organization
transformative
leader 1S gone or

pples even when the

in the organization.
another school or gets promoted or shoes. We like
with our old pair
comfortable imes we dont welcomne
We feel most
and so
sometim
to live in our
ur
comfort
zones
in the way we do things in
improvement
we want
chang
nge. And vet if school o r if w e
in life we
want to improve
our8anization,
organiz in o u r leader ought to deal
The transtormational resisters
be willing to change. always be
to succeed.. Inere wll
introduces leads to
int
resistance to change
towith
resistance chang e innovation he/she
i n n o v a t i o n he/she

that the ABS CBN.

CBN.
To ensure tna onization, Morato of Bayan ABS
-

Change. ensure Morato

the ange.
t
201anstormation
of the
rganization,

advice.
2011) gives the following
of the
Keholders
stakenolders
Ihe leaders must build
The
meaningful
-

1. seek the support of allies in o r a e r to push for any

Seek
coalition
a "strong
 Innovations cannot hDe îorced
results.
would yield the comm
Change that
upon the teachers, the students,
the parents,
ommunity
Without serious consequences.
often
Resistance drop: off in
and
involved early You may n
2. get people of particlpants.
the
involvement
individual who o t
proportion to from any not
pect00-percent
support
that
affected his/her w
change
personally
involved in a
reach out O as many peoni.
networks to
1s best to set up
3. plan a communications campaign to "sei
possible.
the innova:
Scade
envisioned must cas
"The change
-Morata (2011) asserts:
and ripple sidewards 0 to Win
to the last
lesson plan
downwards
stakeholders".
the support of major u n d e r s t o o d by
all - The benef
nefits
innovation is
4. e n s u r e that the weighed carefully.
costs must be
appreciated and
and These are highly critical
timing and phasing
-

5. consider of sensitivity to stakeholders

backfire and lack
missteps might
might lead to resistance. in several schools
the successful innovations
Morato described
Refer to
innovations in the Philippines.

Application Let's Apply

1. Based on this lesson and by means of an acrostic, give qualities

or specific behaviors of good leaders. See example.
L
E
A
D
E -

R
S Servant. He is servant first before a leader.
2. You assigned as a school head in a
are hool.

Students are poorly motivated, low-performing sc not

parents and community a

very cooperative, and teacher what

should you do? Outline your have low morale. As a

leadel
steps.
3. You are
introducing an
innovation in school.
Filipinos are known for
the "ningas-cogon" Sociolognes
Sociologically
does
thismentality affect school mentality. How

counteract it? innovation? As a leader, how

4. Two of your
teachers are
Continuing Professional doing very well. Four
Tesist

Development. strong
Two are about
r t i r e
 Chapter 8
Organizational Leadership
and are
are
a
simply
waiting to retire. To
school head, what
91
5. Here are various moves will make you
our school perform, As
you take?
methods that leaders Explain.
Model the way. Set the employ:
Share your vision. example.
Enlist others.
Challenge the process. Look for
Enable others to act. ways to grow.
Set goals. Empower others.
Build trust.
Give the direction.
Encourage the heart. Give positive
Identifythe
leadership style employed inreinforcement.
each method.
your answer. Explaln
6. In groups of five, develop a servant leadership assessment
instrument.

TAKEAWAYS
Organizational leadership is also an attitude and work ethic that empowers
an individual in any role to lead from the top, middle, or bottom of an
organization.
Leadership and management are not synonymous but are related to each
other.
Leadership is focused more on the vision, the future state of the
organization, while management is cocerned with daily operations.
An effective school head is both a leader and a manager.
There are various leadership stylesfrom autocratic, consultative,
democratic and laissezfaire (free rein) style.
T h e democratic leadership style s the most participative. Decisions are
arrived at by consensus. Consultative style is also participative because
it involves members of the organization but the leader decides. Autocratic
The members of the organization do
leadership is dictatorial leadership.
In the laissez faire leadership style.
not participate in decision making.
-

with the members oI the organization who are

the leader does not interfere
left to decide for themselves.
In servant leadership, it is most important that the leader sees himself/
is a leader.
servant first before he/she
nerself as a
with introducing and sustaining
Transformational leadership 1s concerned
nnovations.
is leading the organization in a way that fits the
Situational leadership
Situation the readiness of the followers.