The Politically Intelligent Leader

Dealing with the Dilemmas of a High-Stakes Educational Environment

By (author) Patricia Clark White, Thomas R. Harvey, Shari L. Fox

Not available to order

Publication date:

14 July 2016

Length of book:

200 pages

Publisher

Rowman & Littlefield Publishers

ISBN-13: 9781475828603

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.

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

As a city manager [who has served] for thirty years in four different municipalities, I sometimes struggled to survive the political environment that permeated these organizations that I was to “lead.” This book would have shortened my learning curve in identifying potential pitfalls and in developing strategies and a leadership style to better manage the politically charged environment that enveloped me. The authors provide tremendous insight into the political process that all public sector managers must confront.