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Ted Price, Ph.D.West Virginia University
Workshop Facilitator
September 16, 2010
Ted Price, West Virginia University
Review and UpdateWhat we did and discovered in 2009
What we did and discovered in 2010
Implications for training and development tomorrow
Summary and Next Steps
Ted Price, West Virginia University
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Ted Price, West Virginia University3
Leadership Development: YesterdayTransactional Leaders:
Manage tasks and lead people (the transaction: you do this and I’ll give you something…working together to make the organization, product, company better)
Classic carrot-and-stick motivation usually accompanies this approach
Ted Price, West Virginia University4
Leadership Development: TodayTransformational Leaders: Help you refine/renew or learn new
competencies/skillsHone your people skills, “transforming” you into
a more effective worker and the organization into a “better” place (inspiring you to believe in my vision & my way to get you moving—my charisma and my words transform you)
Ted Price, West Virginia University5
Leadership Development: Tomorrow
Transcendental Leaders: Engaging you and meUsing your abilities and competencies to
create communities where our products/services interact with our community’s needs and wants
Engaging our community in supporting mutual efforts and desires – “we” is more important than “I”
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A New Paradigm in Leadership:Leaders used to be described as the people
who were great at tasks or great with people
The best leaders were those who were good with both
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Leaders Today They go beyond being great with tasks and
peopleThey demonstrate using resources effectively
and efficientlyThey understand and meet the needs and
wants of people (staff and others) within the larger community
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If You Want to Be A Leader in the Future
New skills, capacities, capabilities Collaborate, partner and engage resources,
operations and peopleThere are no "permanent" leaders today, only
opportunities for leadership on a moment-by-moment and/or issue-by-issue basis
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Leadership for tomorrowTranscendental Leaders: Engaging you and meUsing your abilities and competencies to
create communities where our products/services interact with our community’s needs and wants
Engaging our community in supporting mutual efforts and desires – “we” is more important than “I”
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Engaging Individuals
Showing genuine concern Enabling Being accessible Encouraging questioning
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Engaging the Organization
Inspiring othersFocusing team effortBeing decisiveSupporting a developmental culture
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Moving Forward Together
Networking Building shared vision Resolving complex issues Facilitating change sensitivity
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The SurveyWho Did We Survey?
Group 1Alternative education
administrators and principals
Group 2Traditional education
administrators and principals
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PurposeTo determine if there are differences in
leadership priorities between alternative and traditional education administrators
To utilize the results for focused administrative training and development
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Expectations
There will be significant differences in outlook between alternative and traditional education administrators
Alternative administrators will put a higher importance on relational areas
There will be future training implications – additional emphasis will be placed on helping administrators learn how to “engage” with students and staff
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ProcessHow survey was built and administered
– incorporating the work of Dr. Barbara Alimo-Metcalfe, designed and administered a survey to regular education and alternative education administrators based on four areas of leadership: Engaging Individuals, Engaging the Organization, Moving Forward Together, and Personal Qualities/Core Values. The survey was designed to gather data that would illustrate similarities and differences between the two groups of administrators
How data was gathered and analyzed– Surveyed two groups: Reg ed and Alt ed administrators (more than 30
in each group) in first survey. Surveyed 4 groups of 30 participants each in the second survey.
– 14 questions covering 4 areas: engagement,….– Compared the groups: results, analysis and conclusions
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The First Survey—Alternative Education Administrators
Rated Significantly Higher:Question 4 – Encouraging questions
Question 8 – Being decisive
Question 9 – Moving forward together
Question 10 – Networking
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Traditional Education Administrators Rated Significantly Higher
Question 1 – Engaging individuals
Question 6 – Inspiring others
Question 12 – Resolving change sensitively
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Similarities There was very little difference in priorities
on five questions:#3 – Enabling #5 – Engaging the organization #7 – Focusing team effort#13 – Personal qualities and core values#14 – Acting with integrity
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Surprises!Alternative education administrators rated
significantly (more than 10 percent higher) than traditional administrators on two survey questions:
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Question 2:Being AccessibleDo I answer or return phone calls, voice mail
and email in a timely manner? Do I communicate my daily schedule with staff and allow time for interaction/questions or sharing of concerns?
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Question 11:Resolving Complex Problems
Do I have a process in place to address issues? Do I implement strategic planning (shared values and purpose) to address problems?
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Conclusion 1Alternative education administrators place a
higher priority on being accessible, being ready to handle complex problems, and establishing close relationships with staff and students
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Conclusion 2Traditional education administrators place a
higher value on inspiring others and resolving change sensitively
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New Survey -- 2010
Same areas reviewed
Different number of participants—4 groups studied
Different focus: Important and Improvement
Different results
Ted Price, West Virginia University
Areas Addressed in the Survey1. Engaging individuals2. Being accessible3. Enabling4. Encouraging questioning5. Engaging the organization6. Inspiring others7. Focusing team effort
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Ted Price, West Virginia University
Areas Addressed, continued8. Being decisive9. Moving forward together10.Networking11.Resolving conflict12.Resolving change sensitively13.Personal quality and core values14.Acting with integrity
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Ted Price, West Virginia University
The 2010 Survey: Process and GroupsIn the first survey, we divided the groups into
principal and assistant principal for both reg. and alt. ed. This time we did just reg. ed. and alt. ed. administrators.
Regular education administrators who were implementing a school change model were surveyed. These administrators were working with program improvement issues.
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Ted Price, West Virginia University
Areas Ranked HighestAlternative EducationActing with integrityBeing accessiblePersonal quality and
core value
Regular EducationActing with integrityMoving forward togetherBeing accessible
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Ted Price, West Virginia University
What Were the Differences?Alternative education listed core values as an
area of critical importanceRegular education listed moving forward
togetherPossible reasons:Relationships are key to success in
alternative educationDistricts being goal oriented and thus all staff
moving in the same direction is important
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Ted Price, West Virginia University
Areas Ranked Least ImportantAlternative EducationNetworkingResolving change
sensitivelyMoving forward together
Regular EducationNetworkingResolving conflict
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Ted Price, West Virginia University
How Did the Two Groups Differ in the Area of Least Important Aspect of the Work?Alternative EducationMoving forward was
ranked least, but was a top 3 area for regular education
Thought: There is greater autonomy in alternative education and thus moving forward together is not seen as important as in regular education
Regular EducationResolving conflict was
listed as least important but ranked in the middle level of importance for alternative education
Thought: Daily duties revolve more around district goals than conflicts
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Ted Price, West Virginia University
Areas Rated Least for Needs ImprovementAlternative EducationEngaging individualsEncouraging questioningResolving conflict
Regular EducationEngaging individualsEncouraging questioningResolving conflict
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Ted Price, West Virginia University
Results from Areas Needing ImprovementBoth alternative and regular education had the
same three areas listed.
Thoughts: The work of both involves people. It seems reasonable that the areas of improvement would list the three areas that deal with staff – engaging, questioning, and conflict
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Ted Price, West Virginia University
Areas Rated as StrengthsAlternative EducationActing with integrityInspiring othersPersonal quality and
core values
Regular EducationActing with integrityPersonal quality and
core valuesInspiring others
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Ted Price, West Virginia University
Results from the Areas Listed as StrengthsAll three areas for alternative and regular
education were the same.
Thought: The role of principal for both alternative and regular education centers on leadership. The areas of integrity, core values, and inspiring others are key components of leadership
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Ted Price, West Virginia University
ConclusionIf leadership is related to being good with people
and tasks, do the results point to areas of training that would assist in improving skills in these areas? Do the results point to leaderships skills or a transformational leader? What is needed to move these leaders to transcendental leadership?
One of the first slides discussed an expectation that the results would point to training implications and ways to assist administrators to "engage" students and staff.
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Ted Price, West Virginia University
Final Thoughts and Questions?Are there training and development
implications from this research than can assist administrators in Institutional Education Programs with developing leaders in Correctional Education?
Your thoughts and questions????
Thank You!Ted Price, West Virginia University
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