Transformational Leadership School leaders engage in transformative leadership, in which they intentionally become critically aware of their own tacit assumptions and expectations and assess their significance and consequence in decision making. Transformative leaders engage in reflective processes that enable self-evaluation of personal values, beliefs, and experiences, and they intentionally promote the conditions and experiences for transformation in their staff. This includes nurturing the voices of others and building their capacity to take leadership in the school community. A Common Intent to Understand: Boston Pilot School Directors Talk about Diversity examines the ways Pilot Schools talk about diversity in their schools and the impact these discussions have on staffing, professional development, pedagogy, curriculum, and students. We are currently hosting a forum dedicated to questions and discussions about the CES School Benchmarks.
Transformation Leadership in Education: Three Key Imperatives for Lasting Change Transformation Leadership in Education: Three Key Imperatives for Lasting Change by Leila Hoteit, Chadi N. Moujaes, Jussi Hiltunen, and Pasi Sahlberg Published: May 9, 2012 Education leaders often find that their entirely reasonable reform proposals encounter numerous obstacles. To succeed, leaders must shift their focus to the implementation process. Loading... Chadi N. Leading Research Transformation Leadership in Education Three Key Imperatives for Lasting Change Contact Information Abu DhabiChadi N. Dr. Jussi Hiltunen Senior Associate +97126992400 email@example.com Helsinki Dr. Jon R. Booz & Company Our research with successful transfor-mation leaders around the world iden-tiﬁed three roles that these individuals fulﬁll. of transformations, in order to ensure that everyone supports the proposed changes and will work to help them succeed. Globalization, new technology, and changing social patterns have signiﬁcantly disrupted the education sector over the past decade. Show transcript
Classical models of managerial leadership: trait, behavioural, contingency and transformational theory Contents: introduction · trait approaches to leadership · behavioural approaches to leadership · situational or contingency approaches to leadership · transformational approaches to leadership · authority · charisma · in conclusion · further reading and references · links · how to cite this piece I think there are particular people that others will follow, for whatever reason. Perhaps they have a sense of humour, they like their style. When you look at organising events it’s somebody who’s got what is termed as ‘leadership qualities’, they are people who are willing to tell other people what to do but have the respect of other people as well, or gain that respect. Many of the images associated with leadership have their roots in conflict. But what is leadership? In the recent literature of leadership (that is over the last 80 years or so) there have been four main ‘generations’ of theory: Trait theories.Behavioural theories.Contingency theories.Transformational theories. Traits Behaviours
9 Tips for Communicating Decisions You Don't Agree With - Insperity A change in business hours, layoffs, a reduction in benefits, a department reorganization, an elimination of bonuses, elimination of casual Fridays: Change in business is as relentless as it is inevitable. While the rationale for such changes may be for the good of the company, sometimes these decisions are unpopular with your employees. And even if you disagree with the changes yourself, often, these decisions aren’t solely up to you. So, you’re left with a daunting task: Communicating a decision to your employees that you don’t personally agree with. How do you communicate a decision to your team when you disagree with it? It’s a tough task, so here are nine steps to communicating business decisions you don’t agree with. 1. Decide the best time and setting to deliver the news. Get with another manager to discuss the questions you’ll expect to receive from employees. Prepare any paperwork you’ll need to hand out, such as a new organizational chart or benefits handbooks. 2. 3. 4. 5. 6. 7.
Transformational Leadership: How Principals Can Help Reform School Cultures - School Effectiveness and School Improvement - Volume 1, Issue 4 Collaborative school cultures have been associated with the achievement of a number of school reform objectives for both teachers and students. Little is known, however, about how such cultures develop and whether or how school administrators can facilitate that process. This study examined the practices of administrators in each of 12 schools which had developed highly collaborative professional relationships over a three year period in the context of school improvement initiatives. Results suggest the feasibility of developing more collaborative school cultures in a relatively brief period of time and clarify the role played by the larger context of school improvement for fostering collaboration. Specific strategies used by the administrators are described. Related articles View all related articles
6 Leadership Styles, And When You Should Use Them You don’t need an MP3 player, a turntable, or a CD player to listen to Tristan Perich’s new album, Noise Patterns. All you need is a pair of headphones—"not earbuds," says the composer—and a willingness to hear music in noise. The 34-year-old Perich’s compositions push the border between white noise and electronic music, frequently straddling the two as if the static on your old television started emitting a strangely beautiful pattern of sound. But Perich doesn’t just compose music: His music is the instrument itself. He composes sound in code, carefully stringing together each 1 and 0 to transform numbers into a symphony. Perich, who studied math, music, and computer science at Columbia and received a masters from NYU's fabled hacking-meets-art Interactive Telecommunications Program, has spent the last dozen years of his life exploring the frontiers of one-bit sound, transforming those lines of 1s and 0s into a living art form. A recorded excerpt from Noise Patterns
5 Priorities For Transformative Schools 5 Priorities For Transformative Schools This post has been republished from a previous post by Thom Markham Imagine this scenario. The media reports an astounding development: A resolution co-sponsored by the U.S., China, and Finland has been introduced to amend the UN Charter by including the (newly named) Common Core International Standards as the learning goals for the 21st Century. What now? I think that’s a pretty fair question to ask. Here’s a hint, folks: Standards aren’t it. Do students need to know stuff? Once that happens, the real conversation about redesigning education—the dialogue that will determine (and I mean this literally) whether our civilization stands or falls—can begin. You may recall the old bumper sticker: If you don’t like education, try ignorance. 1. Standards focus on the input side of education–what should we, as teachers, deliver today? But the real action today is on output. What if we instead focused, laser-like, on redefining knowledge itself. 2. 3. 4. 5.
www.uk.sagepub.com/upm-data/58107_Siraj_Blatchford_&_Hallet What Makes a Leader? It was Daniel Goleman who first brought the term “emotional intelligence” to a wide audience with his 1995 book of that name, and it was Goleman who first applied the concept to business with his 1998 HBR article, reprinted here. In his research at nearly 200 large, global companies, Goleman found that while the qualities traditionally associated with leadership—such as intelligence, toughness, determination, and vision—are required for success, they are insufficient. Truly effective leaders are also distinguished by a high degree of emotional intelligence, which includes self-awareness, self-regulation, motivation, empathy, and social skill. These qualities may sound “soft” and unbusinesslike, but Goleman found direct ties between emotional intelligence and measurable business results. Every businessperson knows a story about a highly intelligent, highly skilled executive who was promoted into a leadership position only to fail at the job. Evaluating Emotional Intelligence
4 Personality Traits That Make You an Effective Leader What makes a good leader? Which personality traits do the best trailblazers share? Every organization has its own benchmarks for determining who would make the best head of its teams, but are those qualities really all that different? Research in the field suggests that, on a broad level, employees and employers are looking for similar characteristics in their leaders -- no matter what business they're in. Here are four personality traits that people want in a boss. Related: 5 Influential CEOs Weigh in What Makes a Good Leader 1. Results form a November 2014 Pew Research Center Survey showed that 84 percent of the 1,835 respondents considered honesty the most essential personality trait for any leader. Honest leaders inspire not just through words but through actions. 2. In the world of personality evaluation, openness is one of the Big Five dimensions of personality that psychologists use to evaluate individuals. Related: The 8 Signs of a Bad Leader 3. Leaders make decisions. 4. Molly Owens
Three Elements of Great Communication, According to Aristotle - Scott Edinger by Scott Edinger | 9:00 AM January 17, 2013 In my nearly 20 years of work in organization development, I’ve never heard anyone say that a leader communicated too much or too well. On the contrary, the most common improvement suggestion I’ve seen offered up on the thousands of 360 evaluations I’ve reviewed over the years is that it would be better if the subject in question learned to communicate more effectively. What makes someone a good communicator? Ethos is essentially your credibility — that is, the reason people should believe what you’re saying. Pathos is making an emotional connection — essentially, the reason people believe that what you’re saying will matter to them. But all the authority and empathy in the world won’t really help you if people don’t understand what you’re talking about or how you came to your conclusions. These three elements of communication reinforce one another.
The 9 Traits That Define Great Leadership Many leaders are competent, but few qualify as remarkable. If you want to join the ranks of the best of the best, make sure you embody all these qualities all the time. It isn't easy, but the rewards can be truly phenomenal. 1. 2. 3. 4. 5. 6. 7. 8. 9. Like this post? The 10 Most Popular Leadership Stories Of 2014 In 2014, we tried to keep our work and lives in balance, find stillness in the chaos, and keep our personal brands shiny and optimally effective. We worked the social media scene, rearranged our office spaces, and discussed the merits of caffeine and mentorship—and combinations of the two. We've covered a lot this year, but the stories our readers loved most played with your imagination: A career that's found in your wildest dreams, big-picture statements of personal purpose and seemingly harmless words that have societal and psychological implications. Which of this year's stories was your own favorite? #10: 5 Dream Jobs You Probably Didn’t Know Exist How would you like to babysit pandas for a living, or be a water slide tester? #9: The Exact Amount Of Time You Should Work Every Day If you’ve ever felt at the end of a workday that we just weren’t meant to sit at a desk for eight hours a day, research backs you up. #8: How A Popular Two-Letter Word Is Undermining Your Credibility So, what?
Leadership styles - Developing appropriate leadership styles - Tesco | Tesco case studies, videos, social media and information The business writers Tannenbaum and Schmidt categorised different leadership styles. They suggested that leadership styles could be explained on a scale ranging from ‘autocratic’ through ‘democratic’ to ‘laissez-faire’. The autocratic or authoritarian style is characterised by an ‘I tell’ philosophy. Autocratic leaders tell their staff what to do. This can give a business clear direction but it may also lead managers to undervalue or ignore input from their teams. Stephen is a Tesco store manager Stephen is the manager of a medium-sized Tesco store. There are some leadership approaches that sit between autocratic and democratic. Managers adopting an ‘I sell’ philosophy will try to persuade their teams to accept their viewpoint.Managers adopting an ‘I consult’ approach will seek the opinions of subordinates before taking a decision. The best managers adopt leadership styles appropriate to the situation. Martin is Tesco's Programme Manager for Education and Skills