Situational Leadership and Mindset in Educational Leadership
Multi-Classroom Leadership
Situational Leadership
Situational Leadership
This session is based on
Situational Leadership
,
a trademarked term from
Blanchard, Hersey, and Johnson’s
Management of Organizational
Behavior: Leading Human Resources
Source: Blanchard, K., Hersey, P., and Johnson, D. (2000). Management of Organizational Behavior: Leading Human Resources. New York: Prentice Hall.
Situational Leadership Simulation
Directions:
Left row will play teachers (or
paraprofessionals), and right row will play
teacher-leaders.
•
Please do not share the content of your
cards.
•
Each round will be 2 minutes in length.
•
At the end of each round, the teacher-
leaders will move to their right;
everyone else stays put.
•
Conduct simulation 3 times.
Source: Hersey, Paul (1985). The Situational Leader. New York: Warner Books.
Debrief
How did the interactions feel?
Were some easier/more difficult than others?
Frustrated
Uncomfortable
or nervous
Silly
Easy and natural
•
Discuss the differences between growth and fixed
mindsets.
•
Introduce the Hersey-Blanchard framework for
situational leadership.
•
Brainstorm how to tailor your leadership
depending on the mindset, skill, and will of your
teachers and/or paraprofessionals.
Mindset Vignette
The students in this year’s third-grade class have been a
challenge since kindergarten, and this is definitely true in
Sandra Hill’s classroom. She has a rambunctious group of
boys who just will not sit still or be quiet. To make matters
worse, there are several girls who pick on and fight with
one another even though they claim to be friends.
But this is what they have been like since kindergarten, so
why should she expect anything different? Nothing she
does will change them.
Type of Mindset
…avoid
challenges
…give up
easily
…see effort as
fruitless or worse
…ignore useful
negative feedback
…feel threatened by
the success of others
Challenges
Obstacles
Effort
Criticism
Fixed Mindset
Source: Dweck, Carol S. (2006).
Mindset: the New Psychology of Success
. New York: Ballantine Books.
Success of Others
Growth Mindset
Your Own Mindset
Think of situations when you have said or thought these four things:
•
“Why keep on working on this? It’s pointless!”
•
“I won’t take those suggestions my principal/coach/boss gives me
because they don’t really get what I’m doing.”
•
“I’m really just no good at this. Someone else can do it.”
•
“[Insert colleague/sibling/friend’s name here] is so much better
at this than I am. I need to find something else I can do well.”
Everyone experiences different mindsets in different situations.
Hersey-Blanchard Framework
Mid to High Skill
Low Will
Low to Mid Skill
Low Will
High Skill
High Will
Low Skill
High Will
Supporting
Coaching
Delegating
Directing
(Low) <------ Commitment (will) Level -----> (High)
(Low) <------ Competency (skill) Level -----> (High)
Ex: A veteran teacher not getting
results that does not seem invested
in wanting to change his practice.
Ex: A high-performing teacher who
owns her own development.
Ex: A teacher who is getting good
results but is not open to changing
her curriculum.
Ex: A new teacher who constantly
seeks feedback, wants to improve.
Could say things like “What should I
do?”
Adapted from Blanchard, Ken (2003).
The One Minute Manager.
New York: William Morrow Company.
See
Handout
1.
Break into small groups of four.
2.
Assign each group member one Situational
Leadership quadrant.
3.
Group members move to chart paper with
assigned quadrant. With your chart paper group,
make a
comprehensive list of next steps and
ideas
for MCLs and TRTs to best lead others in
your assigned quadrant.
(10 min)
4.
Come back to original groups. Each group
member shares ideas discussed in their
quadrant’s chart paper group.
(10 min)
Jigsaw Activity
Action Steps
Write down and share a few next steps you commit to incorporating into
your work based on your takeaways from this session.
•
Blanchard, Ken (2003).
The One Minute
Manager
. New York: William Morrow Company.
•
Dweck, Carol S. (2006).
Mindset: the New
Psychology of Success
. New York: Ballantine
Books.
•
Hersey, Paul (1985).
The Situational Leader
. New
York: Warner Books.
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Subscribe
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Total estimated time: 1 hour
Materials: needed:
• Situational Leadership Cards—Print and cut the squares out. Create two piles—one for teachers/paras and one for teacher-leaders. Keep each pile in order by number 1-12. When in your room, line up two rows of chairs facing each other. On one side of the row, put one teacher/para card face down on each chair. Then do the same for the teacher-leader cards. All numbers on cards should match (for example, #2 T/P in chair across from #2 TL).
• Handout: Situational Leadership Note-Taker
• Chart papers: Hang one piece of chart paper for each of the four quadrants (Directing, Coaching, Supporting, and Delegating) around the room.
• Markers
This educational session delves into Situational Leadership, utilizing the Hersey-Blanchard framework, to tailor leadership approaches based on the mindset, skill, and will of educators. It also discusses growth versus fixed mindsets and includes a practical mindset vignette for application. Participants engage in a simulated exercise to deepen their understanding and reflect on their interactions, aiming to enhance their leadership effectiveness in educational settings.
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Presentation Transcript
Multi-Classroom Leadership Situational Leadership To copy or adapt this material, see OpportunityCulture.org/terms-of-use 2019 |1
Situational Leadership This session is based on Situational Leadership, a trademarked term from Blanchard, Hersey, and Johnson s Management of Organizational Behavior: Leading Human Resources Source: Blanchard, K., Hersey, P., and Johnson, D. (2000). Management of Organizational Behavior: Leading Human Resources. New York: Prentice Hall. 2019 |2
Situational Leadership Simulation Directions: Left row will play teachers (or paraprofessionals), and right row will play teacher-leaders. Please do not share the content of your cards. Each round will be 2 minutes in length. At the end of each round, the teacher- leaders will move to their right; everyone else stays put. Conduct simulation 3 times. Source: Hersey, Paul (1985). The Situational Leader. New York: Warner Books. 2019 |3
Debrief How did the interactions feel? Were some easier/more difficult than others? Frustrated Uncomfortable or nervous Silly Easy and natural 2019 |4
Session Objectives Discuss the differences between growth and fixed mindsets. Introduce the Hersey-Blanchard framework for situational leadership. Brainstorm how to tailor your leadership depending on the mindset, skill, and will of your teachers and/or paraprofessionals. 2019 |5
Mindset Vignette The students in this year s third-grade class have been a challenge since kindergarten, and this is definitely true in Sandra Hill s classroom. She has a rambunctious group of boys who just will not sit still or be quiet. To make matters worse, there are several girls who pick on and fight with one another even though they claim to be friends. But this is what they have been like since kindergarten, so why should she expect anything different? Nothing she does will change them. 2019 |6
Type of Mindset Source: Dweck, Carol S. (2006). Mindset: the New Psychology of Success. New York: Ballantine Books. Success of Others Criticism Effort find lessons and inspiration in the success of others learn from criticism see effort as the path to mastery Obstacles persist in the face of setbacks Growth Mindset Challenges embrace challenges Fixed Mindset avoid challenges give up easily see effort as fruitless or worse ignore useful negative feedback feel threatened by the success of others 2019 |7
Your Own Mindset Everyone experiences different mindsets in different situations. Think of situations when you have said or thought these four things: Why keep on working on this? It s pointless! I won t take those suggestions my principal/coach/boss gives me because they don t really get what I m doing. I m really just no good at this. Someone else can do it. [Insert colleague/sibling/friend s name here] is so much better at this than I am. I need to find something else I can do well. 2019 |8
Hersey-Blanchard Framework See Handout (Low) <------ Commitment (will) Level -----> (High) Directing Delegating Low Skill High Will High Skill High Will Ex: A new teacher who constantly seeks feedback, wants to improve. Could say things like What should I do? Ex: A high-performing teacher who owns her own development. Supporting Coaching Low to Mid Skill Low Will Mid to High Skill Low Will Ex: A veteran teacher not getting results that does not seem invested in wanting to change his practice. Ex: A teacher who is getting good results but is not open to changing her curriculum. (Low) <------ Competency (skill) Level -----> (High) Adapted from Blanchard, Ken (2003). The One Minute Manager. New York: William Morrow Company. 2019 |9
Jigsaw Activity 1. Break into small groups of four. 2. Assign each group member one Situational Leadership quadrant. 3. Group members move to chart paper with assigned quadrant. With your chart paper group, make a comprehensive list of next steps and ideas for MCLs and TRTs to best lead others in your assigned quadrant. (10 min) 4. Come back to original groups. Each group member shares ideas discussed in their quadrant s chart paper group. (10 min) 2019 |10
Action Steps Write down and share a few next steps you commit to incorporating into your work based on your takeaways from this session. Next Steps People Timeline Notes 2019 |11
1 Sources Blanchard, Ken (2003). The One Minute Manager. New York: William Morrow Company. Dweck, Carol S. (2006). Mindset: the New Psychology of Success. New York: Ballantine Books. Hersey, Paul (1985). The Situational Leader. New York: Warner Books. 2019 |12
Follow Us! Keep up to date on Opportunity Culture with resources and research from Public Impact by following: @OppCulture @PublicImpact Facebook.com/OpportunityCulture Facebook.com/PublicImpact LinkedIn.com/company/public-impact---chapel-hill-nc Subscribe to the quarterly Opportunity Culture newsletters, with content by and for Opportunity Culture educators, and sign up to get Remind messages for them: Remind.com/join/ocnew OpportunityCulture.org/mailing-list/ 2019 |13
