Distributed Leadership - 4312 Words

Leadership Competencies: Are we all saying the same thing? Jeffrey D. Horey Caliber Associates 49 Yawl Dr. Cocoa Beach, FL 32931 horeyj@calib.com Jon J. Fallesen, Ph.D. Army Research Institute Ft. Leavenworth, KS jon.fallesen@leavenworth.army.mil In the course of developing an Army leadership competency framework focused on the Future Force (up to year 2025), the authors examined several existing U.S. military and civilian leadership competency frameworks. We attempt to link the core constructs across the frameworks and identify similarities and differences in terms of their content and structures. We conclude that leadership competency modeling is an inexact science and that many frameworks present competencies that mix functions and†¦show more content†¦Employees want information about what they are required to do (or confirmation of what they think they are supposed to do) in their jobs or positions. The operative word here is ‘do’. They typically do not want to know what they are supposed to ‘be’. This simple representation of leadership requirements helps us establish a context for evaluating leadership competencies and frameworks/models. Those that are stated only as traits, characteri stics, or in attribute terms are, in our estimation, less valuable than those that are stated in task, function, and behavioral terms. However, models that address both aspects of leadership may prove to be more valuable to more individuals. The purpose in establishing competencies for leaders should be to better define what functions leaders must perform to make themselves and others in their organizations effective. Many competency definitions include reference to clusters of knowledges, skills, abilities, and traits that lead to successful performance (Newsome, Catano, Day, 2003). Yet competency labels are typically expressed in either process or functional terms. This can lead to confusion as to what competencies actually represent for leadership and organizations. Competency frameworks or models should serve as the roadmap to individual and organizational leader success. The value of competenciesShow MoreRelatedDistributed Leadership For Learning And Teaching1362 Words   |  6 PagesTraditionally, leadership had been thought of as a single person that leads or directs a groups or many groups as described in Peter Gronn s article Distributed Leadership as a unit of analysis.† However, according to Gronn, thi s conventional form of thinking, where one person or unit rules all (â€Å"leadership is basically doing what the leader wants done†) is faulty and ultimately leads to a counterproductive performance from the group as a whole, since everything falls upon one level of responsibilityRead MoreElements Of Effective Distributed Leadership2044 Words   |  9 Pagestheir understanding and confidence, which was made reference to in most interviews. (Reflective journal, 3rd June 2014). Elements of effective distributed leadership. When practitioners were asked about their views on the distributed leadership within the setting there were a number of elements that they believe attributed to the distributed leadership. All spoke of the wealth of experience and knowledge. Practitioner two noted the flexibility of practitioner s learning and development .Read MoreAn Analysis Of Peter Gronn s Article Distributed Leadership As A Unit Of Analysis1387 Words   |  6 PagesConventionally, leadership had been long assumed to be thought of the following of a group or many a groups under a single leader, as described in Peter Gronn s article Distributed Leadership as a unit of analysis.† However, according to Gronn, this traditional form of thinking where one person or unit rules all (â€Å"leadership is basically doing what the leader wants done†) is faulty and ultimately leads to a counterproductive performance from the group as a whole, as everything falls upon one layerRead MoreApplication Of Smart Meter For Indian Domestic Consumers3366 Words   |  14 PagesAMIR- Advance Meter Infra Structure for Residential consumers AMII- Advance Meter Infra Structure for Industrial consumers OM- Outage Management PLM- Peak Load Management PQM- Power Quality Management MG- Micro-Grid DG- Distributed Generation In India, the coal is a prime entity used for electricity generation almost 55% of electricity is generated using coal as shown in fig. 2 [4]. Hydro generates the 20% of the total electricity. To reduce the coal shares in a generationRead MoreP5 use IT to aid communication1131 Words   |  5 PagesUnderstanding MTS Transactions Microsoft Transaction Server (MTS) enables you to easily use, monitor, and administer distributed transactions in your applications. A distributed transaction is a transaction involving updates to transaction-protected resources on more than one system. The MTS transaction manager, Microsoft Distributed Transaction Coordinator, provides a distributed transaction facility for Windows NT and Windows 95 systems. MS DTC also makes it possible to update two or more transaction-protectedRead MoreLeadership Characteristics Of High Performing Schools830 Words   |  4 PagesDistributed Leadership Clearly, administrators and teachers must work as a team for substantive changes in teaching and learning to occur. One theoretical construct that supports the sharing of leadership constructs among all school stakeholders is the idea of distributed leadership (Spillane, 2006). Spillane, Halverson, and Diamond (2001) in their research funded by the National Science Foundation to determine the leadership characteristics of high-performing schools, discovered that the mostRead MoreThe Difference Between Lmx And Distributive Leadership Theory1348 Words   |  6 PagesComparison of LMX and Distributive Leadership Leader-member exchange (LMX) theory, and distributive leadership theory are new leadership theories. LMX focuses on the relationship of the leader and the follower and how this impacts individual and organizational performance (Duncan Herrera, 2014). Distributive leadership theory promoted sharing leadership across teams and locations by driving cross-functional alignment to common organizational strategy and goals (Jones, Lefoe, Harvey, RylandRead MoreLeadership And Management Of The Early Years Context1330 Words   |  6 PagesLeadership and management in the early years context. In early years education there has been an increase in government spending and extensive changes through children s centres programmes and Sure Start. This has led to increased pressure and accountability to provide and achieve excellent childcare provision (Lindon and Lindon, 2012). Many within the literature express the view that good leadership is critical to the quality of the provision. Up until recently, leadership in the early yearsRead MoreThe Instructional Leaders Use of Distributive Leadership and Best Practices733 Words   |  3 PagesThe Instructional Leader’s Use of Distributive Leadership and Best Practices Distributed leadership can be defined and implemented in many ways. In order to explore the impact of shared leadership within a school system, a clear definition needs to be established. Items such as guidelines for determining who and how long a person would serve in a leadership position should be set and communication and accountability procedures to the principal should be clearly outlined and monitored. This paperRead MoreThe Role Of Leadership As A Leader Centric Or Individual Level Phenomenon1499 Words   |  6 PagesThe conceptualization of leadership as a leader-centric or individual level phenomenon has long been dominant in both research and practice (Friedrich et al. 2009). As organizations have taken on more complex structures in response to the speed of operational, strategic and technological change, the limitations of top-down models of leadership are increasingly apparent (Thorpe et al. 2011). In response, there has been significant advancement in research on a number of different constructs that