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Instructional leadership: Refining the model. In June 2018, New South Wales public school principal Hamish Woudsma participated in a six-day Art of Leadership – Improving Schools course at Harvard University’s Graduate School of Education. We spoke to him on two occasions – in the lead up to the professional learning experience and shortly after he returned. A year on, the Banksia Road Primary School principal shares which elements of the course he’s been able to embed into the teaching and learning at his school, and how he’s gone about refining the school’s instructional leadership model.

The learning I undertook at Harvard University lives on as I continue to collaborate with the principals from my tutorial group and the course’s post-readings provide further insight into effective leadership. With time to reflect, I believe I was naïve to pre-empt the lessons I was going to learn. Banksia Road Primary School is situated in Greenacre with approximately 50 staff and 560 students, with the main cultural group being Arabic. Google Spent Years Studying Effective Teams. This Single Quality Contributed Most to Their Success. The best companies are made up of great teams. You see, even a company full of A-players won't succeed if those individuals don't have the ability to work well together.

That's why not too long ago, Google set out on a quest to figure out what makes a team successful. They code-named the study Project Aristotle, a tribute to the philosopher's famous quote "The whole is greater than the sum of its parts. " To define "effectiveness," the team decided on assessment criteria that measured both qualitative and quantitative data. They analyzed dozens of teams and interviewed hundreds of executives, team leads and team members. The researchers then evaluated team effectiveness in four different ways: 1. executive evaluation of the team; 2. team leader evaluation of the team; 3. team member evaluation of the team; and 4. sales performance against quarterly quota. So, what did they find? Google published some of its findings here, along with the following insightful statement: What mattered most: Trust.

Edutopia. Leadership Q&A with Viviane Robinson - Teacher. In today’s leadership Q&A, Teacher talks to New Zealand academic Viviane Robinson about the challenges and complexities of school leadership, good goal setting and principal professional development. Robinson is a Distinguished Professor in the Faculty of Education at the University of Auckland, and Academic Director of its Centre for Educational Leadership. And later this month, she’ll deliver the opening keynote at ACER’s Research Conference 2017. You've worked in many countries (Chile, Singapore, England and Denmark, to name a few). What are the common school leadership challenges?

In terms of educational policies, governments are choosing to focus on very similar things. The first is improved student outcomes, and while that is usually around achievement outcomes – literacy and maths, for example – increasingly there is a focus on social outcomes such as reduction in bullying and students’ enjoyment of school and of their learning. So, that’s one factor. Well, with difficulty. School leadership – taking a hands-on role - Teacher.

As a principal, do you roll up your sleeves and get involved alongside your teachers when implementing school improvement programs? Research shows school leaders who take a hands-on approach develop strong collaborative support. ‘When school leaders have a hands-on leadership role, especially regarding literacy and numeracy programs, they build coherence and shared commitment to those programs as well as expanding teachers’ professional learning,’ Dr Scott Paris tells Research Developments (RD). The Director of Policy Research and Practice at the Australian Council for Educational Research (ACER) adds they also increase program effectiveness by building trust among staff. Paris, an international expert on literacy, says: ‘In my experiences working with school improvement teams, every effective innovation had a deeply engaged principal who worked alongside teachers to understand and implement new techniques for teaching and learning.’

Empowering staff to lead innovation - Teacher. School improvement is very much a collaborative effort. At the Southern Cross School of Distance Education (SCSODE) in New South Wales, staff are invited to pursue their own ideas around teaching and learning projects through a Learning Innovation Team (LIT). The team was established in 2016 after deputy principal Sharon Hodgson attended an Education Changemakers training course offered through the state education department’s Futures Learning Unit. ‘It was designed for executive staffs around how they could get innovative programs and different projects running in their school …,’ she tells Teacher.

Staff are invited to submit an expression of interest for a project they’d like to work on. Hodgson says the LIT empowers staff, gives them a voice and encourages them to take control of some of the innovations the school is trying to implement. Angela Sten is an English teacher at SCSODE, working in the learning support faculty. Research to practice – implementation in education - Teacher.

High quality implementation of educational approaches can have a significant impact on improving students’ outcomes. Implementation is generally defined as a specified set of planned and intentional activities designed to integrate evidence-based practices into real-world settings (Mitchell, 2011). Approaches, practices and interventions delivered in real-world school and classroom settings often look different from what was originally intended.

Principals and teachers may decide to adapt elements of a program, and barriers in the school system may prevent an approach from being fully realised. What this shows is the importance of the quality of the implementation in affecting learning gains, rather than the program itself. Implementation strategies such as training and ongoing teacher support are important to consider in efforts to encourage positive student outcomes. The application of implementation science in education is slowly emerging (Albers & Pattuwage, 2017). References Kam, C. Infographic: School teaching as a highly regarded profession - Teacher. Skip to main content Infographic: School teaching as a highly regarded profession Infographics 23 June 2017 Jo Earp Missed out on any of our infographics?

0 Comments Nobody has commented yet. Add comment Leave a comment Related articles Changing parent perceptions of teaching Australian perception of school teaching Future workforce requires broad capabilities On Facebook On Twitter Via RSS feed On SoundCloud On iTunes Sign up Sign up to the Teacher bulletin Don't show this again Skip to the top of the content. Teachers Quit Principals, Not Schools — Indy / Ed. Randall did not quit because he didn’t love his job. He quit because of issues stemming from his boss Tyler. It’s been said many times before, “People don’t quit jobs; they quit bosses.” In education, as pointed out in the New York Times article “Want to Fix Schools? Go to the Principal’s Office.”, there has not been much focus on the leaders of schools.

I once worked for a principal who avoided having difficult conversations and avoided dealing with conflict. This is why a strong leader is key. The school leader also has to be a cheerleader for his or her school. Just like Ms. The Tough Work of Improving School Culture. My school, Bagnall Elementary School in Groveland, Massachusetts, has moved away from principal-driven (top-down) initiatives, and has worked to strengthen teacher collaboration, through which teachers have both increased autonomy and responsibility for achieving intended outcomes. Like many schools that have made this shift, we have experienced growing pains and unexpected bumps in the road.

Collaboration Complications Collaboration is hard work, and there is often not a clearly defined path for how we can best communicate with one another. Even if you start a meeting with an idea about how it should go, a colleague can derail that idea. There are unexpected challenges when people come together, a situation not unique to schools. As principal, I am a member of the school’s instructional leadership team, which includes teachers, parents, and community members.

The Purpose of Establishing Norms The Process At the initial meeting, we discussed our hopes and goals for working together. The power of leadership vulnerability. When you think of the most effective leaders you’ve worked with, how would you describe them? Perhaps you said “charismatic,” “energetic” or “visionary.” One word that probably didn’t spring immediately to your lips?

"Vulnerable. " That's too bad, because vulnerability is a powerful ally that helps leaders gain the cooperation necessary to get things done at work. One of the best bosses I ever had was a soft-spoken, thoughtful person who excelled at building relationships with his direct reports. I recall one department meeting in which he had to impart a new strategic direction imposed by the corporate headquarters. It wasn’t often that David expressed doubts to our team, so when he did, we knew he was being sincere. Patrick Lencioni, author of the fable "The Five Dysfunctions of a Team," is a strong proponent of leaders who show vulnerability. There’s a scientific basis for why vulnerability is an important leadership attribute: Humans are wired to help one another. Jennifer V.

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To Seize the Future, Create a Leadership Circle. A global pharmaceutical company was about to lose the strategic advantage of several blockbuster drugs coming off patent. In five years, the revenue shortfall would be significant. The senior commercial and scientific directors formed a “circle of leaders” comprised of 23 senior managers who had no meaningful history of collaboration on strategic initiatives. The hope was that the diversity of brainpower and perspectives would yield imaginative ways to outgrow the shortfall. An international media firm that successfully moved from print to internet nonetheless faced new competition from the likes of Google and Buzzfeed.

Although its readership was at historic highs, the CEO was determined to double its subscription base over the next five years. This kind of approach to special challenges that companies face is new. When Lee Iacocca became CEO of Chrysler, here’s what he found: “Chrysler didn’t really function like a company at all. A Step-by-Step Guide to Structuring Better Meetings. From The New York Public Library I am frequently flummoxed by the complete misalignment between a team’s mandate and the agenda for their meetings.

My favorite example was a Corporate Affairs team that had an ambitious agenda to work collaboratively to transform the perception of the organization among members of the public, the regulator, and three levels of government. Yet they had only allocated 30 minutes per week to the task! They aren’t the only ones. Inevitably, teams fail to link the structure (i.e., content, frequency, and duration) of their meetings with the job that needs to be accomplished in those meetings. A one-size-fits-all team meeting rarely works. There are a few simple steps that will help you build a better meeting structure. First, define the work of the team. Second, parse the items into different categories so meetings can be tailored to the content.

Third, determine the frequency with which you need to discuss each category. Fifth, plan for overflow. Embracing Agile. Agile innovation methods have revolutionized information technology. Over the past 25 to 30 years they have greatly increased success rates in software development, improved quality and speed to market, and boosted the motivation and productivity of IT teams.

Now agile methodologies—which involve new values, principles, practices, and benefits and are a radical alternative to command-and-control-style management—are spreading across a broad range of industries and functions and even into the C-suite. National Public Radio employs agile methods to create new programming. John Deere uses them to develop new machines, and Saab to produce new fighter jets. Intronis, a leader in cloud backup services, uses them in marketing. C.H. The spread of agile raises intriguing possibilities. But a serious impediment exists. These executives launch countless initiatives with urgent deadlines rather than assign the highest priority to two or three. Innovation is what agile is all about. 1. 2. 3. 4. 5. Great Leaders Embrace Office Politics. A rising young executive found herself strategically ousted in an internal power play. Jill had all the chops to rise to the corner office: consistent top 10% performer, hardworking, intelligent, personable, driven, multilingual, an MBA from a top-tier school.

Handwritten thank-you notes from the CEO proudly adorned her wall. What happened? When I met Jill (not her real name), she was struggling to make sense of her career setback. “I was universally liked across the company, a team player who put in more hours than anyone else,” she said. “I was heads down on delivering results, shared my inner self and built trust…everything I was trained and even coached to do.” With those words, I recognized what had happened immediately. What should Jill have done differently? So why wasn’t Jill spending more time managing up, especially if it was in her own self-interest? First, we want to believe the world is a fair place.

CEO biographies and leadership literature perpetuate this “just world” myth. More Insiders Are Becoming CEOs, and That’s a Good Thing. Last week, Joann Lublin reported in The Wall Street Journal that more CEO jobs are going to internal candidates. According to her story, a survey by executive-search firm Spencer Stuart found that about four out of five S&P 500 companies that chose a new CEO last year promoted insiders. That’s the highest proportion since the firm began conducting the survey in 2004, and a big increase since 2012.

That is good news for the companies involved. My research on succession, summarized in the book The CEO Within, revealed that CEOs brought in from outside the company succeeded less often than insiders even when the company’s poor performance would seem to have justified going outside for a new leader. The reasons were straightforward: An outsider often did not know the industry or its suppliers, customers, or competitors, nor did they know the capabilities of the company and its people. Lublin’s example of Mark Fields’s experience at Ford is on point. The Most Important Leadership Competencies, According to Leaders Around the World. Untitled. Why 1-1 meetings are crucial to your team’s success. 3 Steps for Answering "Why Do You Want This Job?" Are You a Leader, or Just Pretending to Be One?

4 Things Successful Change Leaders Do Well. A 10-Year Study Reveals What Great Executives Know and Do. Once Upon A Time At The Office: 10 Storytelling Tips To Help You Be More Persuasive.  This is What I Tell All My Execs on their First Day | Guangchang Guo. Edutopia.

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Are You a Leader or a Follower? | Dr. Travis Bradberry. 10 Phrases Successful People Avoid (But Losers Use) | Bernard Marr. 12 Habits of Exceptional Leaders | Dr. Travis Bradberry. Please STOP Saying These Ridiculous Phrases At Work | Dr. Travis Bradberry. Learning leaders matter. 6 ways to succeed as a new leader. Recognising Good Performance. Tough Conversations. 10 tips on getting your first headship | Teacher Network | Guardian Professional. The eight qualities of successful school leaders | Teacher Network | Guardian Professional. How does a CEO or founder go about improving -- and measuring -- company culture? Eric Berne's Transactional Analysis parent adult child model, theory and history article. Getting people to take ownership of their jobs. Meetings as relationship-building opportunities. Building a culture of trust. Questions to guide you in understanding your organizational culture SmartBlogs.

Leadership IQ - Leadership Test - Get Your Personal Leadership Score. Why Your Company's Worst Performers Are Happy As Clams. Policy Priorities:Quantifying Teacher Effectiveness:Quantifying Teacher Effectiveness.

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