EDUC.

220 “INSTRUCTIONAL LEADERSHIP”

Prepared by: JIMBERT H. TINGCANG

Part 1 Leadership Is a Process, Not a Position

Chapter 1: Leadership Is Everyone’s Business
“Lives of great men all remind us we can make our lives sublime and, departing, leave
behind us footprints on the sands of time.”
~ Henry Wadsworth Longfellow
The Purpose of This Book
• The purpose is to help develop effectiveness in leadership situations by better understanding the complex
challenges involved.
• This book will serve as a guide for interpreting leadership theory and research.
• This book aims to provide practical advice on how to be a better leader.

The story of the most moving survival dramas of all time happened in Andes, magnificently told by Piers
Paul Read in Alive! It is a story of tragedy and courage, and it is a story of leadership.
Perhaps a story of survival in the Andes is so far removed from everyday experience that it does not seem
to hold any relevant lessons about leadership for you personally. But consider some of the basic issues the Andes
survivors faced: tension between individual and group goals, dealing with the different needs and personalities of
group members, and keeping hope alive in the face of adversity. These issues are not so different from those facing
many groups we’re a part of. We can also look at the Andes experience for examples of the emergence of informal
leaders in groups. Before the flight, a boy named Parrado was awkward and shy, a “second-stringer” both
athletically and socially. Nonetheless, this unlikely hero became the best loved and most respected among the
survivors for his courage, optimism, fairness, and emotional support. Persuasiveness in group decision making also
was an important part of leadership among the Andes survivors.
One way we will bridge that gap between leadership research and more personalized accounts of
leadership will be through personal glimpses of individual leaders. Dozens of different leaders are mentioned
illustratively throughout the text, but three particular individuals will be a continuing focus across many chapters.
They are Colin Powell, Peter Jackson, and Aung San Suu Kyi. Let us introduce you to them now.
1. Colin Powell – is an American politician and retired four-star general in the United States Army.[2]
During his military career, Powell also served as National Security Advisor (1987–1989), as
Commander of the U.S. Army Forces Command (1989) and as Chairman of the Joint Chiefs of Staff
(1989–1993), holding the latter position during the Persian Gulf War. Powell was the first, and so far
the only, Jamaican American to serve on the Joint Chiefs of Staff. He was the 65th United States
Secretary of State, serving under U.S. President George W. Bush from 2001 to 2005, the first black
person to serve in that position.
Colin Powell’s 13 Rules of Leadership:
Rule 1: It Ain’t as Bad as You Think! It Will Look Better in the Morning!
These are the words of a man and of a leader who has lived a few years. It is true how many events
that seem so devastating have in them the seeds of renewal if we look for them. Add some time and
you'll get perspective. You can handle it! You have made it this far!
Rule 2: Get Mad Then Get Over It!
OK, you’re mad–maybe even righteously so! So, instead of letting anger destroy you, use it to make
constructive change in the organization. Acknowledge and accept that you are angry and then use
your anger in an effective manner for your own benefit and the benefit of others.
Rule 3: Avoid Having Your Ego so Close to your Position that When Your Position Falls, Your Ego
Goes With It!
Your position is what you do to live, it is not who you are. Leaders that have “their egos in check” can
lead from wherever they are. For them, the position was just a means to an ends–not the ends itself.
You can always lead!
Rule 4: It Can be Done!
Leaders are about making things happen. They continually ask, Why Not, when faced with the
improbable. While one approach may not be the greatest way to do it, perhaps it can be done another
way. Find the other way to make it happen!
Rule 5: Be Careful Whom You Choose!
The people you choose represent you. Choose them carefully or they will damage your credibility.
Rule 6: Don’t Let Adverse Facts Stand in the Way of a Good Decision.
 Whoever said leadership was easy! If they did, they were not truthful. Leaders sometimes have to
stand alone (or with the support of only a few) on what they know to be right. They have to make
difficult, right decisions that may cost them some relationships. Fortunately, the truth has a way of
surfacing with time. Leaders we now admire such as Dr. Martin Luther, Jr. and President Abraham
Lincoln had plenty of people who hated them in their times. Make the right decision, take the heat, and
let time and good results prove you right!
Rule 7: You Can’t Make Someone Else’s Decisions! You Shouldn’t Let Someone Else Make Yours!
While good leaders listen and consider all perspectives, they ultimately make their own decisions and
take responsibility for their choices. If it does not feel, seem, or smell right, it may not be right. Make
your own decision about what is most beneficial to you. Accept your good decisions. Learn from your
mistakes.
Rule 8: Inspect Small Things!
While leaders live in the “big picture” world they should never forget the importance of the details and
ensure they are attended to. It is often the small things, or little foxes as King Solomon put it, that ruin
the best laid plans. Don’t forget the details!
Rule 9: Share Credit!
It is probably our American culture but “leader worship” seems engrained in us. The CEO’s get all of
the attention and most of the credit for a company’s success. While leaders are indispensable to
success, the truth is the leader did not achieve all that success by himself. His success is built on the
talents of the women and men working with him to achieve the vision. Without them, he would not be
successful. So, share the credit with others! Some of it rightfully belongs to them anyway.
Rule 10: Remain calm! Be kind!
It is hard for a leader to inspire confidence and resilience in others if he cannot keep his composure
in times of difficulty. It is hard for a leader to garner loyalty from others if he treats them badly. Remain
calm and be kind and your team will climb mountains for you!
Rule 11: Have a Vision! Be Demanding!
Lost sometimes in the language of inclusion, employee participation, servant leadership, motivation,
etc. is the fact that leaders are demanding when it comes to fulfilling the vision. Effective leaders do
not accept poor performance and mediocre results. They hold people accountable for their
performance. It is talented people working diligently that achieve success. Be clear about what needs
to be done and hold people accountable for fulfilling their roles and responsibilities.
Rule 12: Don’t take counsel of your fears or naysayers!
Fear can be paralyzing and there will always be those who do not support a leader or have her best
interests at heart no matter how hard she tries to work effectively with them. Tune out your fears and
the uninformed naysayers. You will be more successful.
Rule 13: Perpetual optimism is a force multiplier!
There is something to be said for the leader who refuses to accept defeat and continues to adapt as
necessary until she is successful. She is a force to be reckoned with and she will positively impact
others. Remain optimistic and your leadership effectiveness will multiply.

Though short and pithy, Colin Powell’s rules are full of wisdom and application. They are powerful wisdom
lessons for any and all leaders. These rules encourage leaders to manage their emotions effectively, have a
realistic sense of who they are as a person, model the behavior they want from others, take tough stands as
appropriate, and treat their teams with respect. Make it personal and let's implement these 13 rules with confidence!

2. Peter Jackson – is a New Zealand film director, screenwriter, and film producer. He is best known as
the director, writer, and producer of the Lord of the Rings trilogy (2001–03) and the Hobbit trilogy
(2012–14), both of which are adapted from the novels of the same name by J. R. R. Tolkien. Other
films include the critically lauded drama Heavenly Creatures (1994), the mockumentary film Forgotten
Silver (1995), the horror comedy The Frighteners (1996), the epic monster remake film King Kong
(2005), the supernatural drama film The Lovely Bones (2009), and the World War I documentary film
They Shall Not Grow Old (2018). He produced District 9 (2009), The Adventures of Tintin: The Secret
of the Unicorn (2011), West of Memphis (2012), and Mortal Engines (2018).
Although I am yet to see The Hobbit: An Unexpected Journey, hearing Sir Peter Jackson talk about the
project was truly inspiring – not only as a fan of his movies, but from a perspective of great leadership.
Here are “Four F’s” of leadership to be learned from Sir Peter and his team:
1. Fun. People having fun are happier and therefore more likely to be productive and engaged.
 2. Flexibility. When actor Martin Freeman announced he would be unavailable for several months
during the scheduled shooting, Sir Peter decided to do something almost unheard of in the
industry, and halted shooting for several months.
3. Fantasy. Or, the winning combination of dreaming and creativity. Although the whole Hobbit story
is a fantasy in itself, creative thought processes were never far from the movie team’s mind either.
4. Following your own path. Jackson makes the films first and foremost for himself – “You’ve got to
make films for yourself. I’m a Tolkien fan. I think it’s dangerous if you try to tailor a movie, because
you’re making it for a group of anonymous people. You’ve really got to make the movie you want to
see…you can never please everyone all of the time.”

There will always be conflicting advice given to leaders, and although it is good to listen to wise
people you trust, ultimately following your own path will serve you the best.
Peter Jackson is a transformational leader. He works as a model and a motivator, encouraging the
team to work for the love of their work. He encourages team members to have fun; to become happier.

3. Aung San Suu Kyi – is a Burmese politician, diplomat, author, and Nobel Peace Prize laureate (1991).
She is the leader of the National League for Democracy and the first and incumbent State Counsellor,
a position akin to a prime minister.[4] She is also the first woman to serve as Minister for Foreign
Affairs, for the President's Office, for Electric Power and Energy, and for Education. From 2012 to 2016
she was an MP for Kawhmu Township to the House of Representatives.
10 Quotes of Leadership:
1. Freedom and democracy are dreams you never give up.
2. It is not power that corrupts but fear. Fear of losing power corrupts those who wield it and fear of
the scourge of power corrupts those who are subject to it.
3. My attitude to peace is rather based on the Burmese definition of peace - it really means removing
all the negative factors that destroy peace in this world. So peace does not mean just putting an
end to violence or to war, but to all other factors that threaten peace, such as discrimination, such
as inequality, poverty.
4. If you want to bring an end to long-standing conflict, you have to be prepared to compromise.
5. Sometimes I think that a parody of democracy could be more dangerous than a blatant
dictatorship, because that gives people an opportunity to avoid doing anything about it.
6. At this age, I should be leading a quiet life.
7. I don't want to see the military falling. I want to see the military rising to dignified heights of
professionalism and true patriotism.
8. The value systems of those with access to power and of those far removed from such access
cannot be the same. The viewpoint of the privileged is unlike that of the underprivileged.
9. Assuming the chairmanship of ASEAN isn't going to do anything about improving the lives of
people.
10. By helping others, you will learn how to help yourselves.

Perhaps the best way for you to begin to understand the complexities of leadership is to see some of the
ways leadership has been defined. Leadership researchers have defined leadership in many different ways:
 The process by which an agent induces a subordinate to behave in a desired manner (Bennis, 1959).
 Directing and coordinating the work of group members (Fiedler, 1967).
 An interpersonal relation in which others comply because they want to, not because they have to
(Merton, 1969).
 Transforming followers, creating visions of the goals that maybe attained, and articulating for the
followers the ways to attain those goals (Bass, 1965; Tichy & Devanna, 1986)
 The process of influencing an organized group toward accomplishing its goals (Roach & Behling,
1984).
 Actions that focus resources to create desirable opportunities (Campbell, 1981)
 Creating conditions for a team to be effective (Ginnett, 1996).
 Getting results through others (the ends of leadership), and the ability to build cohesive, goal-oriented
teams (the means of leadership). Good leaders are those who build teams to get results across a
variety of situations (Hogan, Curphy, & Hogan, 1994)
 A complex form of social problem solving.
 Thus each group of researchers might focus on a different aspect of leadership, and each would tell a
different story regarding the leader, the followers, and the situation.
All considered, we find that defining leadership as “the process of influencing an organized group toward
accomplishing its goals” is fairly comprehensive and helpful. Several implications of this definition are worth further
examination.

Various Definitions of Leadership

 The process by which an agent induces a subordinate to behave in a desired manner.
 Directing and coordinating the work of group members.
 An interpersonal relation in which others comply because they want to, not because they have to.
 The process of influencing an organized group toward accomplishing its goals.
 Actions that focus resources to create desirable opportunities.
 The leader’s job is to create conditions for the team to be effective.
 The ends of leadership involve getting results through others, and the means of leadership involve the
ability to build cohesive, goal-oriented teams. Good leaders are those who build teams to get results across
a variety of situations.
 Leadership represents a complex form of social problem solving.

Leadership Is Both a Science and an Art

 Bass & Stogdill’s Handbook of Leadership: Theory, Research and Managerial Applications cites
approximately 8,000 studies on leadership.
 Some managers may be effective leaders without ever having taken a course or training program in
leadership.
 Some scholars in the field of leadership may be relatively poor leaders themselves.
 Leadership will always remain partly an art as well as a science.
Leadership an art.
 Art involves human skill
 Natural, inborn skill, rather than acquired
 Analysts: leadership involves skills, qualities that one cannot gain/have through learning
 Acquiring leadership skills, qualities, requires human skill that is natural
 Gifted leadership
 Inborn talents that enable individual to guide, relate with, work with, motivate, others
 Leadership thus an art

Leadership as a science.

 Leadership talent requires education to sharpen its ability, potential

 Knowledge on best ways, methods, styles, approaches in leadership
 Knowledge on features, needs, demands of leadership necessary for individual to know how to
apply skills for effectiveness
 Knowledge based on experience in organizational leadership
 Leader needs to know what leadership, organizational environment is like for effective application
of acquired leadership skills
 Leadership an evolving field depending on changing facts, observations in organizational
environment
 Process of acquiring leadership skills takes time
 Leaders must analyze various issues, approaches to situations from different points of view.
 Need to assess all possibilities and explore benefits, risks associated with each possibility
 Need to strive to find solutions to various leadership issues in organizations
 Leadership thus a science, too.

Leadership Is Both Rational and Emotional

 Leadership includes actions and influences based on reason and logic as well as those based on
inspiration and passion.
 Since people are both rational and emotional, leaders can use rational techniques and/or emotional
appeals.
 Aroused feelings can be used either positively or negatively, constructively or destructively.
 The mere presence of a group can cause people to act differently than when they are alone.
 Leaders need to consider both the rational and the emotional consequences of their actions.
Leadership and Management
Management suggests words like efficiency, planning, paperwork, procedures regulations, control, and
consistency. Leadership is often more associated with words like risk taking, dynamic, creativity, change, and
vision. Some say leadership is fundamentally a value-choosing, and thus a value-laden, activity, whereas
management is not. Leaders are thought to do the right things, whereas managers are thought to do things right.
Here are some other distinctions between managers and leaders:
 Managers administer; leaders innovate.
 Managers maintain; leaders develop.
 Managers control; leaders inspire.
 Managers have short-term view; leaders, a long-term view.
 Managers ask how and when; leaders ask what and why.
 Managers imitate; leaders originate.
 Managers accept the status quo; leaders challenge it.

Leadership and Followership

One aspect of our text’s definition of leadership is particularly worth noting in this regard: Leadership is a
social influence process shared among all members of a group. Leadership is not restricted to the influence exerted
by someone in a particular position or role; followers are part of the leadership process, too. In recent years both
practitioners and scholars have emphasized the relatedness of leadership and followership. As Burns observed, the
idea of “one-man leadership” is a contradiction in terms.
 Leadership is a social influence process shared among all members of a group.
 Relationship between leadership and followership can be represented by the Möbius strip.
 Although indistinguishable in organizations, leadership and followership are not the same thing.

Leadership on Stages Large and Small

 Not all leaders are famous or powerful.
 Most leaders are not known outside their own particular sphere or activity, nor should they be.
 Every one of us has the opportunity to be a leader.

Myth That Hinder Leadership Development

Myth: Good Leadership is All Common Sense
 Most leadership literature only confirm what anyone with common sense already knows.
 However, common sense is an ambiguous term.
 One challenge of leadership is to know when common sense applies and when it does not.
 If leadership were nothing more than common sense, then problems in the workplace would be few, if any.
 Effective leadership must be something more than just common sense.

Myth: Leaders are Born, not Made

 Innate factors as well as formative experience influence many sorts of behavior, including leadership.
 Research indicates that many cognitive abilities and personality traits are at least partially innate.
 Our basic natures may be fixed, but different environments can nurture or suppress different leadership
qualities.
 Leaders are born and made.

Myth: The Only School You Learn Leadership From is the School of Hard Knocks
 Formal study and learning from experience compliment each other.
 Analyze what kind of study will help students learn to discern critical lessons about leadership from their
own experience.
 Being able to analyze your experiences from multiple perspectives may be the single greatest contribution
a formal course in leadership can give you.

An Overview of The Book

 Part I
 Leadership is an interaction between the leader, the followers, and the situation.
 Leadership develops through experience.
 Leadership can be assessed and studied.

 Part II
  Uses the leader-follower-situation interaction model as a framework for discussing various theories and
findings.
 Focuses on the leader, and the issues of power and influence, ethics, values, and attitudes.
 Theories and research concerning the leader: how good and bad leaders differ in personality, intelligence,
creativity and behavior.
 Charismatic leadership.

 Part III
 Focuses on followers.
 Summarizes research.
 Provides practical advice on topics such as motivating subordinates and using delegation.

 Part IV
 Examines how the situation affects the leadership process.

 Part V
 Explores several specific leadership skills, including practical advice about handling specific leadership
challenges.

Summary
 We define leadership as the process of understanding leadership situations and influencing others toward
achieving group goals.
 Both education and experience are important for effective leaders.
 Leaders must weigh both rational and emotional considerations when attempting to influence others.
 Leadership is a whole-person process.
 Leadership does not occur without followers.
 Leadership is everyone’s business and everyone’s responsibility.