NATIONAL TRAINING AND CAPACITY BUILDING PROGRAM

PERMANENT
UPDATE COURSE FOR ADVISOR TEACHERS IN
THE PROCESS OF INSERTION OF TEACHERS INTO THE CAREER
TEACHERS' UNION
MODULE: LEADERSHIP AND SKILLS
SOCIAL
SESSION No. 01
Leadership theories: Transformational leadership
The cognitive approach to Leadership
EXPECTED LEARNINGS
Apply the theory of transformational leadership to the field
educational.
Strengthen the participants' knowledge of the
leadership approaches
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I.
RECOVERY OF PRIOR KNOWLEDGE
1.
In a group with your classmates, analyze the graph and share your opinions on leadership.
According to your criteria, fill in this double-entry table indicating the characteristics that
2.
correspond to the following types of leadership:
Autocratic leader or
dictatorial
Permissive or liberal leader
Democratic leader or
participatory
LEADERSHIP
I.
What is leadership?
Chiavenato, Idalberto (1993), highlights the following:
Leadership is the interpersonal influence exerted in a situation, directed through the process of
human communication to achieve one or several specific objectives.
Paul Hersey and Kenneth Blanchard: 'Leadership is the process of influencing the activities of a...
individual or group, in an effort aimed at achieving goals in a given situation.
John Gardner: 'Leadership is the process of persuasion through example, by which an individual
(the team of individuals) induces a group to reach the objectives of the leader or what they share
with their followers.
General Bernard Montgomery: "Leadership is the ability and the willingness to bring together men and
women for a common purpose and have a character that inspires trust.
Fred Smith: "Leadership is influence."
There are many answers to this question; however, we will define it as follows:
Leadership is the process of influencing, guiding, directing others.
members of the group who follow him voluntarily
towards success in achieving a goal or goals
specific.
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II. What is a leader?
It is the person capable of influencing others to effectively direct and guide them towards the
achievement of objectives and goals.
The main role of the leader is to act as a visionary and motivator; they must project confidence and
enthusiasm. You must maintain broad communication with the entire group, addressing any questions.
and clearing up doubts.
III. Characteristics of a Leader
In leaders, behaviors and conduct stand out with which they intend to modify the
behaviors of other people; but let us not confuse the term leading with directing.
Although the leader directs a group or team of people, leading has a more connotative meaning.
institutional, while leadership would be more related to personal qualities. Thus,
A leader presents the following characteristics:
Trust: It is feeling capable of what one is and what one can do to inspire trust among others.
followers or workgroup.
Vision: In order to guide the group, one must have a clear idea of the goal and the path to follow.
especially to clearly understand the organization's objectives.
Motivation: It is not enough to be capable, but to have the energy to want to do what is necessary to achieve.
a significant change.
Self-esteem: One knows oneself and has developed a personal mission that allows them to know
where to go, that is, to establish a direction; it motivates itself, to inspire others,
establishing principles and values to align followers.
Passion: The leader loves what they do and enjoys doing it, transmitting commitment and passion to their team.
to carry out the task diligently.
Responsibility: To do the right things and also to do them correctly.
Reliability: The leader generates it based on their integrity, knowledge, empathy, and skill.
negotiator.
Goals: Has clear goals and perseveres to finish what has been started and not leave tasks unfinished.
:
IV.
Types of leadership
Various researchers have focused on the behavior of the
leaders, under the assumption that the ability to lead and the
willingness to continue is based on styles or types of leadership.
According to classical theory of authority, three are identified
styles or forms of influence over their followers.
Autocratic or dictatorial leader.
It describes itself as a person who gives orders and expects compliance, who is dogmatic and
taxing and that directs through the ability to restrict or grant rewards and punishments.
This leader is recommended for resolving emergency situations, or when the members of the
group shows little work or emotional maturity.
Permissive or liberal leader
It is one who uses their power little, as they grant a high degree of freedom to their members to the
completion of tasks.. Here, order and discipline in the organization will be affected,
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because it gives a great amount of independence or 'free rein' in its operations. This leader
largely allows its subordinates to set their own goals and the means to achieve them
and considers that its role is to facilitate the operations of its followers by providing them
information and primarily acting as a contact with the external environment of the group.
This type of leadership is useful and recommended when team members show a high level of
degree of maturity.
Democratic or participatory leader
Consult with your followers the proposed actions and decisions and
promotes their participation, around the objectives. Encourages the
participation and their emotional and personal development.
This is the most recommended leadership style in the work of
an organization because it produces a greater degree of motivation,
so necessary for learning and institutional development. Here is
You can see that there is the possibility of contributing by evidencing it.
emotional maturity of each team member.
The democratic leader coordinates, encourages, and promotes participation of
group, generates other leaders, distributes power and decision making
decisions in a cooperative manner and fosters an environment of
communication, freedom and integration.
V.
Importance of leadership
It is important because it is the ability to guide and lead.
An organization can have proper planning, control, and procedure
organization and not surviving the lack of an appropriate leader.
It is vital for the survival of any business or organization.
4. On the contrary, many organizations with poor planning and bad techniques
Organization and control have survived due to the presence of dynamic leadership.
5. Unify the skills of the group members.
Leadership is not a matter of personality, poses, or charisma, but of who one is as
person. It's a matter of substance. That is to say, of character. "Ideas turn into acts, the
Acts in our character and our character in our destiny. Not
we see the world as it is, we see the world as we are; we see and
we found what we were looking for.
The leader who is founded on authority is destined to make countless
of elections and sacrifices. A lot of discipline is required. The mission of
forge an authority by serving those who are under their
responsibility can give that man, that woman, a true
goal in this life. Leading with authority requires a lot of work, but
of course "those who follow everyone will never be followed by everyone"
world.
The golden rule of the leader says: "I have to behave with them exactly as I would like them to behave with me."
they will treat me badly." Dr. Albert Schwitzer says: "I don’t know what our destiny is, but one thing I am sure of
sure: the only ones who will truly be happy are those who have tried to see in
what way they could serve and that they have found it.
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VI.
THE LEADER IN THE FACE OF CHANGE
The leader of this new century anticipates changes and positively embraces each change that
It presents itself to you. Visualize and perceive every change as an opportunity and a challenge.
Promote
Develop
creativity
skills
learning and
contextual
innovation
Ability of
management
Management of
resources
humans
a
distance
Management
del
change
Use technology
of the information
to boost the
change
Knowing how to read the
environment
Leadership and
vision
Manage the
complexity
Leadership
proactive
TRANSFORMATIONAL LEADERSHIP THEORY
The term 'Transformational' is related to leadership that involves or entails modification.
from the organization.
It has also been defined as the ability to develop and mobilize human resources towards
the highest levels of satisfaction, that is, that the collaborators achieve more than what
they hoped to achieve on their own, before being freed.
Kouzes (1997) considers that transformational leaders inspire others to excel;
they provide individual recognition; they encourage seeking new alternatives or ways of thinking;
they facilitate the identification or subordination of their own interests to the group's objectives.
I. DIMENSIONS OF TRANSFORMATIONAL LEADERSHIP
Laissez-faire
Charismatic
The leader refrains from guiding and intervenes to provide information when
someone from the organization requests it.
They stand out for having a clear vision; earning respect and the
trust; to give
security; and provoke identification and commitment from its collaborators.
Consideration They pay attention to each of their collaborators individually and personally, and
individualized ones grant different responsibilities.
Stimulation
intellectual
Encourages, stimulates, and fosters the innovation and creativity of its collaborators for the
problem solving and the formulation of strategies.
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Leadership
inspirational
They give encouragement and generate enthusiasm by creating high expectations and
modifying attitudes/behaviors.
II. CHARACTERISTICS OF THE TRANSFORMATIONAL LEADER
The transformational leader is characterized by the ability to produce substantive changes.
transformational leaders are capable of undertaking changes in vision, strategy and
organization culture and also fostering innovations in products and technologies.
Transformational leadership, instead of analyzing and controlling specific transactions with the
followers using rules, instructions, and incentives, focuses on intangible qualities such as
the vision, shared values, and ideas, with the purpose of creating relationships, to provide greater
meaning of independent activities and offering a common ground to enroll the
followers in the change process.
Transformational leadership is based on values, beliefs, and personal qualities.
of the leader and not in a process of exchange between leaders and followers.
Transformational leadership leads followers to become leaders.
followers enjoy greater freedom to control their behavior. Transformational leadership groups
to the people around a mission and defines the framework within which followers can operate with
relative freedom to achieve the organization's goals. The transformational leader awakens the
the awareness of its followers regarding various problems and issues, and helps people to see
things from different perspectives in order to achieve change in production.
Transformational leadership raises the concerns of followers.
from the lowest level of needs, that is, the physical ones (such as security and shelter), to the highest level
high, that is, psychological needs (such as self-esteem and self-actualization). It is important
satisfy the needs of low levels with adequate wages and salaries, with security in the
working conditions and other considerations. However, the transformational leader
it also pays attention to the need for growth and development that each individual has. For
thus, the leader sets the example and assigns tasks not only to meet immediate needs of
the followers, but also to raise their needs and capabilities to a higher level and to
link them with the organization's mission. Transformational leaders change the followers
so that they have enough powers to change the organization.
Transformational leadership inspires followers to leave behind their interests.
individuals in search of the group's well-being. Transformational leaders motivate people to
to do more than originally expected of her. They make the followers acquire
awareness of the importance of goals and the results of change and, at the same time, them
they allow going beyond their immediate personal interests in pursuit of the organization's mission.
Followers admire these leaders, wish to identify with them, and place a lot of trust in them.
in them. However, transformational leadership not only motivates people to follow the
leader in the personal aspect, but also to make them believe in the need for a change and to be
willing to make personal sacrifices to achieve the greater good.
4. Transformational leadership paints the vision of a desirable future and communicates it
so that it is worth making the effort, despite the pain that change brings. The role
the most important aspect of transformational leadership may be finding a vision for the organization that
is considerably better than the previous one and to enlist others to share the dream. The vision
it is what drives people to act and lays the foundation for other aspects of leadership
transformational that we have just presented. Change can only occur when people
they find meaning in the end they pursue and have a desirable outlook on the course that is
following the organization. If there is no vision, it is impossible for there to be transformation.
The transformational leader stands out for the following characteristics:
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CREATIVITY. Creativity is a key element of the transformational leader. Hackman and
Johnson (1991) considers that in order to generate new ideas it is necessary to change the status quo;
however, it is typical for management to want to maintain the 'statu quo' at all costs. Leaders
Transformational leaders must innovate and provide new directions to problems or situations.

INTERACTIVITY. Hackman and Johnson (1991) also suggest that an interactive leader
achieves better results than one that does not. If the leader wants to understand the needs of their
Collaborators should have an open stance of participation and communication with them.
An effective transformational leader must have communication competencies, as well as know how to
understand and adapt to the different social levels of their organization.

VISION. An effective leader communicates and involves their collaborators in the vision; can
that this be the most important characteristic of a transformational leader. Bennis and Nanus (1985)
they consider that the transformational leader must create a shared vision with their collaborators,
Furthermore, they say that leaders should not only talk about the vision but must also establish the vision.
both for individuals and for the Organization.

KNOWING EMPOWERMENT. It is a need of modern organizations; not in

Vano is considered an indispensable management tool to achieve high levels of
implication and satisfaction. Ultimately, it consists of freeing the staff from controls
rigid rules established in an organization, granting the freedom to take on responsibilities for
his own ideas/actions and to let himself be guided by his own judgment in order to obtain benefits for the
organization and the clients (internal and/or external).
If there were no leaders who fostered responsibility and power among their collaborators, it would be
Of course, a full development of the potential of these could never take place.

PASSION. The transformational leader must demonstrate passion for their mission and for the
people. Passion is essential for great endeavors; without passion, direction and vision are
very ephemeral.

ETHICS. Transformational leaders must be ethical in any situations they encounter.

that are subjected. Their levels of morality, both when achieving goals and when
time to make decisions, they must be very high, especially when it affects the
people.

PRESTIGE. The image and the prestige that his collaborators have of him is very positive.
This occurs as a result of the credibility and integrity demonstrated through their actions, thus
how to know how to transmit enthusiasm and to give confidence to your collaborators.

PEOPLE-ORIENTED. Considers individual differences important.

and, of course, acts accordingly, caring about understanding the needs and objectives
individual goals of their collaborators. Their mission is to unite the individual objectives of each collaborator.
with organizational objectives.

DEVELOPMENT OF COLLABORATORS. Facilitate and support the development of

Collaborators are a key objective that must be given special attention.

TRAINING AND ADVISORY FOR COLLABORATORS. The leaders

Transformational leaders cease to be supervisors and become trainers, facilitators, and advisors.
In order to carry out this function with quality and the necessary prestige, they must update and train.
continuously.

COHERENCE BETWEEN ITS ACTIONS AND THE MISSION, VISION, AND VALUES OF THE
ORGANIZATION.
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ATTITUDE OF COLLABORATION AND PARTICIPATION.
DECALOGUE OF A GOOD LEADER
PERSONAL INTEGRITY
1.
It is starting to be understood that humans and not technology are the true
creators of value. (J.L. Trechera).
A leader must be credible. The staff must see their personal values in him: honesty,
coherence, commitment, competence. It will hardly serve as a model or example if it does not inspire
that confidence.
2.
VISION
One must lead with their feet on the ground but with their head in the sky (W. Bennís).
The leader must be able to think 'ten years ahead'. They must anticipate changes.
It is advisable to be 'proactive' rather than 'reactive'.
3.
KEEP THE MORALE HIGH, ENTHUSE, INVOLVE EVERYONE IN IT
PROJECT.
If you want to build a boat, don't start by cutting the wood and distributing the work, but rather
"First, make them aware of the longing for the free and open sea." (A. de Saint Exupéry)
What people need is hope and illusion. One cannot build on fear or
threat. Let us not forget that leadership has no place in a bubble or in an isolated office,
but living with people. Leadership cannot be maintained unless it creates among the followers.
identification and involvement with the change process that is being attempted to move forward.
4.
WORKING IN TEAM
The great man, the myth of the John Wayne-style leader has disappeared. Today we are moving towards the
cooperation and participation. None of us is as smart as all of us.” (W.
Bennís)
Working in a team is not just being together and having each person do their own thing. It is essential to get involved.
to the staff and to put into practice the theoretical principles that enhance participatory models. From
there that teamwork is a 'talent', a know-how, and above all an 'attitude', a
style or set of social skills.
5.
MANAGER
Leading is much more than exercising a rank and a privilege; it is much more than 'closing deals'.
management affects people and their lives both in business and in many other aspects. The
Management practice deserves our utmost attention; it deserves to be studied." (P. Drucker).
We must avoid falling into false dichotomies between leadership and management. We should try not to fall into the
trap of seeing leadership with a positive vision and management as something negative associated with control
Bureaucracy. Leadership without direction is impossible, and direction without leadership would be irresponsible.
6.
DEVELOP SOCIAL SKILLS
The most difficult thing is not to coexist but to understand others (J. Saramago)
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We judge everything in our relationship with others. The leader must develop a 'mood', a style or
a way of proceeding that facilitates interaction. It would have a lot to do with what is understood today by
act with 'emotional intelligence'.
7.
LEARNING CAPACITY
Leadership is not a place but a process. It is not a gene but a set of actions.
observable and cultivable". (W. Bennís)
The leader must have an attitude of constant learning. It is essential to be humble and admit
that not all the answers are known and that, therefore, the capital of experiences is needed
knowledge of all parties involved in any project.
8.
SENSE OF HUMOR AND ENABLE THE CREATION OF A CLIMATE OR ENVIRONMENT
Pleasant
A fit of laughter is better than ten valerian pills (A. Frank)
The leader must develop a relaxed demeanor, creating a warm and pleasant atmosphere. The climate
work reflects the 'internal emotional tone' of the employees of the organization regarding
different factors: culture, organizational integration, job satisfaction, motivation, level of
productivity.
9.
RECOGNIZE AND VALUE
Year after year we ask employees what motivates them, and year after year they give us the same
response: a sense of fulfillment in the tasks we do, the recognition of our
colleagues and senior management, career development, support from management and then, and only
then, the salary." (L. Lebby).
We all need to feel that what we are doing has a certain meaning, and that is where the importance lies.
of recognition. It should not be taken for granted. It is necessary to express and value the effort of
the collaborators. Unfortunately, most of the time only the failures are paid attention to and
We hardly appreciate people's achievements.
10.
CREATIVITY. OPENNESS. FLEXIBILITY. OPEN TO CHANGE
The leaders of tomorrow will need to learn how to create an environment that welcomes change, not as
a threat but rather as an opportunity. I believe this will be the only way to lead a
organization in a world full of turbulence.
It is essential to foster the ability to adapt or be flexible in the face of various circumstances.
contexts. An insecure person is 'blocked' or 'formatted' and any new experience to them
disturbs and causes discomfort. The mature person opens up to new experiences and what
apparently turns a threat into an opportunity.
COGNITIVE APPROACH TO LEADERSHIP
The different approaches are marked by the following:
•
•
•
Personal or traits
Behavioral
Situational
I.
Personal or Traits
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This approach aims to demonstrate that there are some traits (physical and intellectual characteristics,
qualities, attributes, techniques, etc.) that, alone or interrelated, determine one's way of being
or the behavior of a person, which can make them a potential leader.
It is also connected to the theory of great men who tried to study personality.
leader through historical figures who had revealed themselves as great leaders. Only
Certain people are trained to be leaders. 'Leaders are born, not made.'
A major problem that this approach has faced is the enormous variety of results found which
makes its possible application difficult.
The main characteristics that this (ideal) leader should have are vital energy, intelligence,
stress tolerance, social condition and experience, forecasting and persuasion ability, dynamism
initiative, control, sensitivity, creativity, self-awareness, vision, communication skills
commitment, etc.
II.
Behavioral
This theory aims to analyze leaders not by their specific traits but by their
behaviors (conduct) or ways of acting, their ways of relating to their subordinates.
It is worth mentioning that behavior is perceived from two categories:
•
•
Initiation of structure: they are behaviors aimed at achieving tasks.
Consideration: these are behaviors oriented towards achieving the relationship between the leader and the follower.
Based on these aspects or categories, we begin to talk about leadership styles, whose
A more classical formulation of its characteristics is:
Authoritarian, democratic, and hands-off.1
Styles of the behavioral approach
1.
Autocratic:
Authority comes from the position held, and direction, communication, and management have a meaning.
unidirectional.
The autocratic leader makes decisions, informs employees what they must do, and closely supervises them.
up close without justifying or giving explanations.
Among other points to consider, we have:
Strong and dominant personality.
Things are done the way he wants or commands.
Followers do things without questioning.
He does not listen to the viewpoints of others.
There is no equality (leader above and subordinates below).
It focuses on actions and not on people.
When something doesn't work, the subordinate is blamed.
2.
Democratic
The democratic leader encourages the participation of workers in decisions, works with the
employees to determine what needs to be done and does not closely supervise it.
Decision-making is generated collectively, but the leader continues to represent their followers, in order to
Hello, communication is bilateral.
The leader designs the general steps towards the goal and suggests possible alternatives.
Among other points to consider, we have:
Encourages its followers to freely express their ideas and feelings.
Try to resolve resistances and conflicts by listening in order to try to resolve them.
Try to share the responsibility with the others.
Promotes freedom.
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 Trust the results of the team more than individual performances.
3.
Free or Laissez-Faire
It is equivalent to relinquishing power to the group, that is, yielding authority to subordinates.
Leave complete freedom of decision in the hands of the group; their role is limited to material or information.
what is requested of him, without taking part in the discussion and execution of the work.
Adopt a passive role, at no time judge or evaluate the contributions of other members.
of the group.
III.
Situational
Contrary to the previous two (personality and behavior), this approach focuses on the role that must be played.
to carry out a task or functions from certain situational conditions.
It is about establishing the types of people and behaviors that are most effective in situations.
different.
There are theories that for this approach are based on the idea that different patterns of behavior
they can be more effective in different situations, but that the same behavior is not optimal for
all of them:
Contingency theory: the three variables that influence are the relationships between leader and followers,
the structure of tasks and the power exercised by the leader.
Leadership substitute theory: contextual factors such as experience and ability of the
subordinates, clarity of tasks or structuring of the organization.
Cognitive resource theory: situational variables such as interpersonal stress, support
Group and the complexity of tasks, cognitive resources (intelligence, experience, expertise) influence
technique) because they affect performance.
Goal theory: leaders are able to motivate their followers through an effort to
achieve good results, leaders have the ability to guide their subordinates towards their
goals.
Theory of normative decisions: it states that there are procedures according to the context of the
situation such as autocratic decisions made by the leader, autocratic decisions made after gathering
additional information
Interaction theory: leader-environment-follower has 4 variables that are the ability to perform.
tasks, motivation towards tasks, clear and appropriate roles, and presence or absence of limitations
environmental.
The theories together unfortunately have restrictions for being general and cannot be
subject to rigorous empirical testing.
IV.
Other approaches
We must consider that while the three previously mentioned are clearly established, they continue to emerge.
other approaches that try to combine the first ones to better understand and have a broader view
current and modern leadership:
•
Information processing: based on social and cognitive psychology they attempt
analyze the role that perceptions and implicit theories of leaders and followers play in
leadership process.
•
Relational theory of leadership: it focuses on quality, high quality implies trust and
mutual respect achieving great results.
On the contrary, low quality implies a merely contractual link characterized by obligations.
mutual.
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•
E-leadership: focuses on the current context of technological innovation, the use of this
influences and generates changes in attitudes, feelings, behaviors, etc.
It also helps leaders to plan, disseminate, and control information.
Bibliographic References:
MADRIGAL, T. Bertha (2005) Leadership. Teaching and Learning. McGraw-Hill. Mexico.
CONTE, Jeffrey (2004) Industrial Psychology. Introduction to Industrial and Organizational Psychology.
McGraw-Hill Mexico.
ALVARADO, O. Otoniel (2003) Educational Management and Marketing. Alas Peruanas University. Lima.
MINISTRY OF EDUCATION (2005) Training Program in Director Management. Lima
The Leadership Experience
MANES, Juan M. (2008) Strategic Management for Educational Institutions. Guide for Planning
Institutional Management Strategies. Ed. Granica S.A. Argentina.
activities
1.
2.
Do you think that transformational leadership is applicable to the educational field? Why?
From the characteristics of transformational leadership, select which ones would be the most important.
suitable for developing the profile of a lead mentoring teacher.
3.
Let's do a little experiment, let's pass the following twelve principles to the members of your
group requesting that you indicate whether what is presented regarding the experience in your is true or false
Educational institution. What are the results? Do they confirm the dodecalogue? Do they question it?
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DECALOGUE OF AN ANTI-LEADER
1.
Do not develop a learning attitude.
Do not conform. Be true to the slogan that 'Life is what teaches.' Highlight proudly that the
the last book you read was the primary reading primer.
2.
Improvise
Do not plan or worry about achieving objectives. Foster a 'state of emergency'
"permanent", in such an urgent situation, it is a disloyalty not to collaborate.
3.
Do not show empathy or listening attitude
Don't waste time on 'chitchats' and 'foolishness' with your subordinates. It's time to stop
"infantilisms" and work with "masculine spirit".
4.
Have the subjects work individually
Order and send. 'Here one does not think, one obeys.'
5.
Surround yourself with incapable and mediocre people.
This way you will stand out more and no one will question anything.
6.
No delegates
Control everything. You have to be omnipresent and be seen as omnipotent. Make yourself
essential. It creates the feeling that without you, chaos would ensue.
7.
Highlight your merits and prestige
Don't be humble. Keep score for yourself. Be clear about the 'Mateano' principle: 'To those who have, more will be given.'
It will be given to the one who has, and from the one who does not have, even what he has will be taken away.
8.
No promotions to your subordinates
Create an atmosphere of distrust and fear, this way they will release adrenaline and stay active.
9.
Isolate yourself in your ivory tower
Do not communicate. Uncertainty fosters creativity. Eliminate the 'messengers.'
inopportune”, “eyes that do not see…..
10. Take time to respond or, better yet, don't respond to the problems.
If they have a solution, they will be fixed, and if not, why waste time?
11. Divide and conquer
Speak with your subordinates one by one. Confide in them, 'blackmail them individually.'
and tries to make them fight among themselves, in that way they will be entertained and won't go against you.
12. Do not leave descendants
Don't create disciples. Be clear that "everything ends with you".... Any resemblance to the
reality is mere coincidence.
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