<div dir="ltr"><div><b style="font-weight:normal" id="gmail-docs-internal-guid-504ed8b8-e726-9a33-15d4-371ba3f25efb"><p dir="ltr" style="line-height:1.38;margin-top:0pt;margin-bottom:0pt"><span style="font-size:11pt;font-family:Arial;color:rgb(0,0,0);background-color:transparent;font-weight:400;font-style:normal;font-variant:normal;text-decoration:none;vertical-align:baseline;white-space:pre-wrap">Jessica,</span></p><br><p dir="ltr" style="line-height:1.38;margin-top:0pt;margin-bottom:0pt"><span style="font-size:11pt;font-family:Arial;color:rgb(0,0,0);background-color:transparent;font-weight:400;font-style:normal;font-variant:normal;text-decoration:none;vertical-align:baseline;white-space:pre-wrap">I appreciate your concise and effective response. I am interested in the source you brought up stating the three components of effective leadership and your connection that the first component -- a focus on the achievements and accomplishments of the organization -- relates to the managerial side of principalship. It is this crossover I would like to explore.</span></p><br><p dir="ltr" style="line-height:1.38;margin-top:0pt;margin-bottom:0pt"><span style="font-size:11pt;font-family:Arial;color:rgb(0,0,0);background-color:transparent;font-weight:400;font-style:normal;font-variant:normal;text-decoration:none;vertical-align:baseline;white-space:pre-wrap">I think a misplaced negative connotation surrounds a person in power focusing on results. I picture a floorman at a factory yelling at workers to pick up the pace or customer support supervisors monitoring the number of seconds each worker spends on the phone with callers. I picture the people in power being cold to circumstances and uncaring toward their subordinates. The scenarios I picture are overwhelmingly negative, however, on further contemplation it is not the focus on results that is cause of “badness” for lack of a better term. It is that the results they are focusing on are too narrow.</span></p><br><p dir="ltr" style="line-height:1.38;margin-top:0pt;margin-bottom:0pt"><span style="font-size:11pt;font-family:Arial;color:rgb(0,0,0);background-color:transparent;font-weight:400;font-style:normal;font-variant:normal;text-decoration:none;vertical-align:baseline;white-space:pre-wrap">As you mentioned in your original answer, Jessica, an effective leader needs to focus on all 4 lenses: structural, human, political, and symbolic. The “leadership responsibilities” in part are just another way of saying the symbolic and human whereas the managerial responsibilities are primarily structural and (possibly) political. If the people in charge in the previous examples were to expand their definitions of success to include all four elements they would not default to the negative tactics of micromanaging or yelling as stated above and surely would be more effective leaders. More to my point, once they adopted the full scope of leadership, they wouldn’t just “forget” results, but rather expand their picture of success to be inclusive of the complete leadership lense (structural, human, symbolic, and political).</span></p><p dir="ltr" style="line-height:1.38;margin-top:0pt;margin-bottom:0pt"><span style="font-size:11pt;font-family:Arial;color:rgb(0,0,0);background-color:transparent;font-weight:400;font-style:normal;font-variant:normal;text-decoration:none;vertical-align:baseline;white-space:pre-wrap"><br class="gmail-kix-line-break"></span><span style="font-size:11pt;font-family:Arial;color:rgb(0,0,0);background-color:transparent;font-weight:400;font-style:normal;font-variant:normal;text-decoration:none;vertical-align:baseline;white-space:pre-wrap">In conclusion, I believe focusing on results should not be seen as a negative thing at all. Additionally, only focusing on success is just fine too as long as your definition of success includes all 4 elements of leadership.</span></p><br><p dir="ltr" style="line-height:1.38;margin-top:0pt;margin-bottom:0pt"><span style="font-size:11pt;font-family:Arial;color:rgb(0,0,0);background-color:transparent;font-weight:400;font-style:normal;font-variant:normal;text-decoration:none;vertical-align:baseline;white-space:pre-wrap">P.S. Attached infographic by Drake:</span></p><br><img src="https://lh6.googleusercontent.com/Hi9VBmd8HTSdzEYUPW_nfRJ45kJptfsiVSfgRwHf_QzEUVRaCO33FOXAxrDigJNNlUF2k9c2nyQHHUjOLYXRV3wmLG5G8as-GCyNG54YDqIL0M94XSiOeQXX1FEUe_37Py2tKKpS" width="500" height="500" style="border: none; transform: rotate(0rad);"><br><br><p dir="ltr" style="line-height:1.38;margin-top:0pt;margin-bottom:0pt"><span style="font-size:11pt;font-family:Arial;color:rgb(0,0,0);background-color:transparent;font-weight:400;font-style:normal;font-variant:normal;text-decoration:none;vertical-align:baseline;white-space:pre-wrap">---------------------------------------</span></p><p dir="ltr" style="line-height:1.38;margin-top:0pt;margin-bottom:0pt"><span style="font-size:11pt;font-family:Arial;color:rgb(0,0,0);background-color:transparent;font-weight:400;font-style:normal;font-variant:normal;text-decoration:none;vertical-align:baseline;white-space:pre-wrap">Jessica’s Original Answer</span></p><br><p dir="ltr" style="line-height:1.656;margin-top:0pt;margin-bottom:0pt;text-indent:36pt"><span style="font-size:10pt;font-family:Arial;color:rgb(34,34,34);background-color:rgb(255,255,255);font-weight:400;font-style:normal;font-variant:normal;text-decoration:none;vertical-align:baseline;white-space:pre-wrap">A principal might be well-served to address both managerial and leadership aspects of administration because both managers and leaders display qualities that are vital to the effectiveness of an organization and an administration. For example, stakeholders value an effective manager for several positive qualities, such as his or her logical mind, willingness to strategize, and drive to ensure tasks are accomplished according to a plan. However, those same stakeholders may also notice drawbacks of the manager, which could include risk aversion that ultimately leads to the organization being stuck in the status quo; an environment of competition that does not build strong relationships among subordinates or between a subordinate and the manager; and high concern for outcomes and production rather than a concern for people which can lead stakeholders to feel isolated and unwanted. These managers often neglect the leadership aspects of their responsibilities, which include care and concern for subordinates, maximizing the potential of the organization’s people, and pursuing unity and cohesion so that all stakeholders in the organization can improve the organization through pursuing a shared vision. </span></p><p dir="ltr" style="line-height:1.656;margin-top:0pt;margin-bottom:0pt;text-indent:36pt"><span style="font-size:10pt;font-family:Arial;color:rgb(34,34,34);background-color:rgb(255,255,255);font-weight:400;font-style:normal;font-variant:normal;text-decoration:none;vertical-align:baseline;white-space:pre-wrap">One source notes that there are three main components to effective leadership: the achievements or accomplishments of the organization, the perception of how others view the leader, and the overall satisfaction of subordinates. It could be argued that the first criterion listed is related to an effective manager; an effective manager is task-oriented, seeks to achieve outcomes, and displays the structural perceptual lens and transactional style. On the other hand, the latter two criteria are related to leadership; an effective leader will likely have strong relationships with subordinates, displaying the human resource and symbolic perceptual lenses and transformational style, and when the subordinates experience the leader’s concern for them, it is likely that they will be more satisfied. In short, a principal must demonstrate elements of both a manager and a leader, and a principal’s ability to adapt to his or her specific situations by applying the various management and leadership aspects will directly impact the effectiveness of his or her administration. </span></p><br></b></div><br clear="all"><div><div dir="ltr" class="gmail_signature" data-smartmail="gmail_signature"><div dir="ltr"><div><div dir="ltr"><div style="color:rgb(0,0,0);font-family:Tahoma"><font face="Helvetica" size="2"><span style="font-size:16px"><font face="Arial" size="4" color="navy"><b>Nicholas Turon</b></font><font face="Arial" size="2" color="navy"><br>Director of Bands<br></font></span></font></div><div style="color:rgb(0,0,0);font-family:Tahoma"><font face="Helvetica" size="2"><span style="font-size:16px"><font face="Arial" size="2" color="navy">Paint Valley Local Schools</font></span></font></div><div><font color="#000080" face="Arial" size="2"><a href="mailto:nicholas.turon@gmail.com" target="_blank">nicholas.turon@gmail.com</a></font></div><div style="color:rgb(0,0,0);font-family:Tahoma"><font face="Helvetica" size="2"><span style="font-size:16px"><font face="Arial" size="2" color="navy"><span title="Call with Google Voice"><span title="Call with Google Voice"><span id="gc-number-27" class="gc-cs-link" title="Call with Google Voice">(740)-816-8266</span></span></span></font></span></font></div></div></div></div></div></div></div>