Leadership

Training Your Own: The Impact of New York City’s Aspiring Principals Program on Achievement

Training Your Own: The Impact of New York City’s Aspiring Principals Program on Achievement
Educational Evaluation and Policy Analysis, 34(2): 232-253.

Corcoran, S. P., Schwartz, A. E., & Weinstein
09/13/2013

The New York City Leadership Academy represents a unique experiment by a large urban school district to train and develop its own school leaders. Its 14-month Aspiring Principals Program (APP) selects and prepares aspiring principals to lead low-performing schools. This study provides the first systematic evaluation of achievement in APP-staffed schools after 3 or more years. We examine differences between APP principals and those advancing through other routes, the extent to which APP graduates serve and remain in schools, and their relative performance in mathematics and English language arts. On balance, we find that APP principals performed about as well as other new principals. If anything, they narrowed the gap with comparison schools in English language arts but lagged behind in mathematics.

The blind leading: Power reduces awareness of constraints

The blind leading: Power reduces awareness of constraints
Journal of Experimental Social Psychology, 49, 579-582.

Whitson, JA, KA Liljenquist, AD Galinsky, JC Magee, DH Gruenfeld, & B Cadena.
01/01/2013

Previous research has found that power increases awareness of goal-relevant over goal-irrelevant information. However, this work has failed to distinguish between goal-facilitating and goal-inhibiting information, both of which are goal relevant. The current research investigated whether power increases the cognitive resources devoted to goal-facilitating information or reduces the cognitive resources devoted to goal-constraining information. Two experiments found that, compared to low-power individuals, high-power individuals recalled less goal-constraining information and generated fewer potential constraints that would prevent the protagonist of a story from completing his goal. However, there was no difference between the powerful and powerless in their recall or generation of goal-facilitating information. These results suggest that the powerful are more likely to act on their goals because the constraints that normally inhibit action are less psychologically present for them.

Learn and Let Learn: Supporting Learning Communities for Innovation and Impact

Learn and Let Learn: Supporting Learning Communities for Innovation and Impact
RCLA and Grantmakers for Effective Organizations Guide; November 2012

Research Center for Leadership in Action and Scaling What Works
11/06/2012

This guide from RCLA and Grantmakers for Effective Organizations explores the power of learning communities to build connections and knowledge to increase organizations’ community impact. Based on six case studies, the guide explains ways grantmakers can strategically support these efforts as well as key elements for designing learning communities, executing for success and extending the learning.

Advancing Relational Leadership Research: A Dialogue Among Perspectives

Advancing Relational Leadership Research: A Dialogue Among Perspectives
Leadership Horizons Series, Information Age Publishing.

Ospina, Sonia and Mary Uhl-Bien eds.
07/12/2012

Leaders and followers live in a relational world-a world in which leadership occurs in complex webs of relationships and dynamically changing contexts. Despite this, our theories of leadership are grounded in assumptions of individuality and linear causality. If we are to advance understandings of leadership that have more relevance to the world of practice, we need to embed issues of relationality into leadership studies. This volume addresses this issue by bringing together, for the first time, a set of prominent scholars from different paradigmatic and disciplinary perspectives to engage in dialogue regarding how to meet the challenges of relationality in leadership research and practice. Included are cutting edge thinking, heated debate, and passionate perspectives on the issues at hand. The chapters reveal the varied and nuanced treatments of relationality that come from authors' alternative paradigmatic (entity, constructionist, critical) views. Dialogue scholars-reacting to the chapters-engage in spirited debate regarding the commensurability (or incommensurability) of the paradigmatic approaches. The editors bring the dialogue together with introductory and concluding chapters that offer a framework for comparing and situating the competing assumptions and perspectives spanning the relational leadership landscape. Using paradigm interplay they unpack assumptions, and lay out a roadmap for relational leadership research. A key takeaway is that advancing relational leadership research requires multiple paradigmatic perspectives, and scholars who are conversant in the assumptions brought by these perspectives. The book is aimed at those who feel that much of current leadership thinking is missing the boat in today's complex, relational world. It provides an essential resource for all leadership scholars and practitioners curious about the nature of research on leadership, both those with much research exposure and those new to the field.

Leading Change Step-by-Step: Tactics, Tools, and Tales

Leading Change Step-by-Step: Tactics, Tools, and Tales
San Francisco: Jossey-Bass, Inc., January 2011.

Spiro, Jody
01/01/2011

Leading Change Step-by-Step offers a comprehensive and practical guide for leaders.  This field-tested approach has been used successfully bot more than a decade in a wide variety of organizations including nonprofits, schools and districts, universities, public, and international agencies.  The book is filled with proven tactics for implementing change successfully, with tools to put the tactics into practice, and common mistakes to avoid.  Also included are stories of struggle and success that show how this approach has been used effectively in 22 states and internationally.  The approach helps guide leaders through analyzing situations, ideitifying stakeholders, and working with them effectively to bring about the desired results.

On the folly of principals' power: Managerial psychology as a cause of bad incentives

On the folly of principals' power: Managerial psychology as a cause of bad incentives
Research in Organizational Behavior, 31, 25-41

Magee, Joe C., Gavin Kilduff, & Chip Heath.
01/01/2011

Faulty and dysfunctional incentive systems have long interested, and frustrated, managers and organizational scholars alike. In this analysis, we pick up where Kerr (1975) left off and advance an explanation for why bad incentive systems are so prevalent in organizations. We propose that one contributing factor lies in the psychology of people who occupy managerial roles. Although designing effective incentive systems is a challenge wrought with perils for anyone, we believe the psychological consequences and correlates of higher rank within organizations make the challenge more severe for managers. Patterns of promotion and hiring typically yield managers that are more competent than their employees, and ascending to management positions increases individuals' workload and power. In turn, these factors make managers more egocentrically anchored and cognitively abstract, while also reducing their available cognitive capacity for any given task, all of which we argue limits their ability to design effective incentives for employees. Thus, ironically, those with the power to design incentives may be those least able to effectively do so. We discuss four specific types of bad incentive systems that can arise from these psychological tendencies in managers: those that over-emphasize compensation, generate weak motivation, offer perverse motivation, or are misaligned with organizational culture.

The Responsibility Revolution: How the Next Generation of Businesses Will Win

The Responsibility Revolution: How the Next Generation of Businesses Will Win
San Francisco: Jossey-Bass, 2010. Print.

Hollender, Jeffrey and Bill Breen.
03/01/2010

How to create a company that not only sustains, but surpasses-that moves beyond the imperative to be "less bad" and embrace an ethos to be "all good"

From the Inspired Protagonist and Chairman of Seventh Generation, the country's leading brand of household products and a pioneering "good company," comes a one-of-a-kind book for leaders, entrepreneurs, and change agents everywhere. The Responsibility Revolution reveals the smartest ways for companies to build a better future-and hold themselves accountable for the results. Thousands of companies have pledged to act responsibly; very few have proven that they know how. This book will guide them. The Responsibility Revolution presents fresh ideas and actionable strategies to commit your company to a genuine socially and environmentally responsible business and culture, one that not only competes but wins on values.

  • Points the way for innovators and influencers to generate trust by becoming transparent, elicit people's passion and creativity, turn customers into collaborators, transform critics into allies, rewrite the rules and reinvent business
  • Shows how to build a socially and environmentally responsible yet genuinely good company and an authentic brand
  • Drawing on groundbreaking interviews with real-world change leaders, Hollender and Breen present lessons and insights from the "good company"' parts of big companies like IBM and eBay, trailblazers like Patagonia and Timberland, and emerging dynamos like Linden Lab and Etsy

The Responsibility Revolution equips people with the tactics, models, and mind-sets they need to compete in a world where consumers now demand that companies contribute to the greater good.

Pages

Subscribe to Leadership