Leadership

Research Journal Article – Leadership Styles

Texas A&M University Central Texas

Sanaghan, P. (2011). The seduction of the leader: The superintendent’s dilemma. American

Association of School Administrators. Retrieved from

https://www.aasa.org/content.aspx?id=19340

Summary

According to Patrick Sanaghan, the term, “seduction of the leader” has been around for over 25 years. The phenomenon of this “seduction” occurs when leaders (superintendents) do not get honest feedback on their leadership styles (2011). The article discusses how to avoid this dynamic. Three examples were provided to illustrate different scenarios that a new superintendent may encounter.

The first scenario involves a board that supports and protects the superintendent regardless of whether she is right or wrong. A superintendent in this situation gains a false sense of superiority. The second form of seduction can be seen when an intelligent, hard-working, overzealous superintendent takes over a declining district. They were chosen for the position because the board wants things to change. This individual will become exhausted in time and burn out trying to save the district all alone. The final example can be witnessed when an “expert” superintendent is selected and feels the need to remind everyone of how great he is and why he was chosen. This superintendent comes across as arrogant and does not listen to the ideas of others.

Application/Usefulness

In order to avoid the seduction trap, new leaders must first be aware of its existence and be prepared to take action when detected. Sanaghan offers the following suggestions to all new superintendents:

(1) Look for resistance and contrary opinions. If there is none there is a problem.

(2) Build a culture of assessment and honest evaluation.

(3) Encourage entire board to seek anonymous feedback from one another.

(4) Conduct an anonymous survey of relevant stakeholders and subordinates.

(5)...