Page 8 - Leadership Basics 4

Tactic What it can include General Effectiveness
in school leadership

Giving direct orders, demands, threats, intimidation, and Low ‐ but can be effective in
Pressure even coercion. This is about applying force, or power to ‘sworn command’ organisations
get compliance. such as the military.

Low ‐ in ‘democratic’ schools, can
Assertiveness Repeatedly making requests, ‘pushing’ for compliance, be seen as bullying or
unwillingness to shift from position.
harassing behaviour.
Moderate ‐ a request for
Persuading others that the request is something that
Legitimating they should comply with given the context, compliance may be a
legislation, or their own ‘best’ interests. requirement under legislation or
from Central Office that staff will

Seeking the help of others as a means of persuading Moderate – may work well in
Coalition them to comply with a request, or, using the support of collaborative schools and where
others as a reason for compliance. there is genuine

The promise of rewards or other tangible benefits for Low ‐ anyway most mid‐level
Exchange compliance, or a reminder of the need to return a leaders have few ‘rewards’ at their
‘favour’. disposal.

Upward Seek the approval / acceptance and support of those in Moderate ‐ depends on the
Appeals higher positions prior to seeking compliance – using this respect given to senior leaders.
support to enhance compliance.

Try to get others in a good mood and to be receptive
Ingratiating praising, complementing, admiring, appealing to Low ‐ unless it is meaningful and
superior skills, etc. (The Chinese call this ‘shoe‐shining’.) trust is strong.

Use logical and rational arguments including evidence
Rational and data to persuade others of the viability of the High – depending on evidence.
Persuasion
request, and the importance of compliance.

Personal Seek a ‘special’ or personal favour, an appeal for help High – depending on the leaders
Appeals and support, using networks. ‘bank of credits’.

Inspirational Making an emotional request for compliance. Develop High – depending on interpersonal
Appeals enthusiasm by appealing to others values and ideals or skills of leader.
their sense of self (confidence, ego, etc).

High – in most instances but may
Consultation Seek other’s compliance through their involvement in be low if the consultation is
decision making, enabling ownership of the request.
‘artificial’.

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