The Politically Intelligent Leader
Dealing with the Dilemmas of a High-Stakes Educational Environment
2nd Edition
Published on 14. July 2016
200 pages
978-1-4758-2860-3 (ISBN)
Description
Today's educational leaders are often caught in a world of rising expectations and diminishing resources - the political pressures are enormous. Those in the business of education often feel ill prepared and apprehensive about their ability to deal with a high-stakes political environment. The Politically Intelligent Leader helps leaders at all levels learn more about themselves and their own political styles. It provides strategies for delivering a personal educational vision, diagnosing others' styles, and customizing strategies to influence those who can help or hinder one's organizational goals as well as providing groundwork for leaders to understand how to operate ethically with all groups - elected boards, citizen groups, unions and volunteers - during politically volatile times.
More details
Edition
2nd edition
Language
English
Place of publication
New York
United States
Publishing group
Bloomsbury Publishing Plc
ISBN-13
978-1-4758-2860-3 (9781475828603)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
Patricia Clark White | Thomas R. Harvey | Shari L. Fox
The Politically Intelligent Leader
Dealing with the Dilemmas of a High-Stakes Educational Environment
Book
07/2016
2nd Edition
Rowman & Littlefield Publishers
€98.40
Shipment within 10-20 days
Persons
Patricia Clark White has been superintendent of three award-winning California school districts, a national and international consultant and presenter, and an executive coach to leaders dealing with political issues. She is currently a professor and associate dean for the School of Education at Brandman University, overseeing the doctoral program in Organizational Leadership.
Thomas R. Harvey is a professor of organizational leadership in the doctoral program at the University of La Verne. He has been the dean of the School of Organizational Management and the chairman of the Department of Educational Management for fourteen years and is the author of several books including Checklist for Change; The Practical Decision Maker; Building Teams, Building People; and The Soul of Leadership.
Shari L. Fox is currently an executive coach to K-12 site and district level administrators. She is also an adjunct professor and learning group leader at the University of La Verne. She had served as school superintendent prior to retirement and now finds great joy in volunteering in her grandson Payton's classroom where she can observe firsthand the "sandbox politics" that begin at an early age.
Thomas R. Harvey is a professor of organizational leadership in the doctoral program at the University of La Verne. He has been the dean of the School of Organizational Management and the chairman of the Department of Educational Management for fourteen years and is the author of several books including Checklist for Change; The Practical Decision Maker; Building Teams, Building People; and The Soul of Leadership.
Shari L. Fox is currently an executive coach to K-12 site and district level administrators. She is also an adjunct professor and learning group leader at the University of La Verne. She had served as school superintendent prior to retirement and now finds great joy in volunteering in her grandson Payton's classroom where she can observe firsthand the "sandbox politics" that begin at an early age.
Content
Contents
Preface
Acknowledgements
Part I: Developing Your Political Intelligence
1The Politically Intelligent Leader Defined
This chapter defines the politically intelligent leader and discusses the importance of raising your PIQ. It explains the difference between internal and external politics, and shoots down some of the myths about politics.
2Blocks to Political Intelligence
Ten things that block leaders from using their political intelligence are presented. Antidotes for each of them are discussed.
3Trust: The Heart of Effective Political Action
Trust is defined and explored as the core of all political strategies. Presented are 10 strategies to build trusting relationships.
Part II: Using Smart Political Strategies
4External Strategies
Nineteen external political strategies are presented to be used by the politically intelligent leader who is dealing with situations outside the organization.
5Internal Strategies
Eighteen local political strategies are described, which can enhance power and influence inside the organization.
Part III: Understanding How to Work with Political Styles
6Understanding Your Own Political Style
Through the use of an assessment instrument, The Inventory of Political Styles, which is included here, readers are able to analyze their own primary, secondary, and tertiary political styles. This chapter describes nine political styles and offers insights about how typical behaviors connected with each style can help or hinder the individual and the organization.
7Working Effectively with Other Political Styles
The reader learns to analyze the political styles of other key players and to customize a set of strategies that tend to be persuasive with those of various styles.
Part IV: Staying on an Ethical Course in Politically Charged Situations
8The Politically Ethical Leader
Four Questions prompt reflection on ethical decisions in a political environment.
9Dealing with Special Public Sector Groups
This chapter examines the unique political problems and strategies for dealing with unions and union leadership, elected boards and councils, volunteers, advisory groups, and foundations.
10The Machiavellian Leader
If you have the misfortune of working with a Machiavellian leader, then you need to read this chapter thoroughly. In it we define such leadership and give you ways to cope with this style.
11Digging Your Way Out of a Political Hole
Problems are examined that arise from digging yourself a political hole, and tips are offered on how to get yourself out of it.
Part V: Pulling It All Together
12Practicing What We Preach
Scenarios give the reader practice in using the strategies and ideas presented in the earlier chapters to become a politically intelligent leader.
13Questions: We Get Questions
In this final chapter we answer the questions posed most often in our speaking engagements.
Conclusion
Appendix: Inventory of Political Styles
References
Index
Preface
Acknowledgements
Part I: Developing Your Political Intelligence
1The Politically Intelligent Leader Defined
This chapter defines the politically intelligent leader and discusses the importance of raising your PIQ. It explains the difference between internal and external politics, and shoots down some of the myths about politics.
2Blocks to Political Intelligence
Ten things that block leaders from using their political intelligence are presented. Antidotes for each of them are discussed.
3Trust: The Heart of Effective Political Action
Trust is defined and explored as the core of all political strategies. Presented are 10 strategies to build trusting relationships.
Part II: Using Smart Political Strategies
4External Strategies
Nineteen external political strategies are presented to be used by the politically intelligent leader who is dealing with situations outside the organization.
5Internal Strategies
Eighteen local political strategies are described, which can enhance power and influence inside the organization.
Part III: Understanding How to Work with Political Styles
6Understanding Your Own Political Style
Through the use of an assessment instrument, The Inventory of Political Styles, which is included here, readers are able to analyze their own primary, secondary, and tertiary political styles. This chapter describes nine political styles and offers insights about how typical behaviors connected with each style can help or hinder the individual and the organization.
7Working Effectively with Other Political Styles
The reader learns to analyze the political styles of other key players and to customize a set of strategies that tend to be persuasive with those of various styles.
Part IV: Staying on an Ethical Course in Politically Charged Situations
8The Politically Ethical Leader
Four Questions prompt reflection on ethical decisions in a political environment.
9Dealing with Special Public Sector Groups
This chapter examines the unique political problems and strategies for dealing with unions and union leadership, elected boards and councils, volunteers, advisory groups, and foundations.
10The Machiavellian Leader
If you have the misfortune of working with a Machiavellian leader, then you need to read this chapter thoroughly. In it we define such leadership and give you ways to cope with this style.
11Digging Your Way Out of a Political Hole
Problems are examined that arise from digging yourself a political hole, and tips are offered on how to get yourself out of it.
Part V: Pulling It All Together
12Practicing What We Preach
Scenarios give the reader practice in using the strategies and ideas presented in the earlier chapters to become a politically intelligent leader.
13Questions: We Get Questions
In this final chapter we answer the questions posed most often in our speaking engagements.
Conclusion
Appendix: Inventory of Political Styles
References
Index
