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Building leadership in schools
While great leaders may be as rare as great runners, great actors, or great painters, everyone has leadership potential, just as everyone has some ability at running, acting and painting.
(Bennis and Nanus 1985: p. 222)
Why the emphasis on leadership in schools?
• Mandated places for young people to be
• Increasing complexity
• Demand for change
What do you feel about leadership and leading?
• Reflect on your first significant act of leadership.
• How do you know it was an act of leadership?
• How comfortable are you with seeing yourself as a leader?
Background
• Focus on quality leadership and succession planning.
• Aimed to develop a tool to support associations and principals in building their own leadership and leadership in schools.
• Building on what had gone before
Fundamental understanding
Developing the L5
• What do real, effective school leaders do? Think about people you would be willing to follow. List five things.
• As a group attempt to agree on your top five things.
Agreement on the fundamentals of
leadership
• Its about knowing what needs changing and having the confidence to do something about it.
• Its about having an impact on other peoples’ behaviours, beliefs or attitudes.
• Its about being focused on the kids and the staff - on teaching, learning and wellbeing.
• Its about being professional and being able to run things smoothly and efficiently.
• Its about being an optimistic role model and support for others.
Five propositions became the L5 frame
Leadership starts from withinLeadership is about influencing others
Leadership develops a rich learning environmentLeadership builds professionalism and management capability
Leadership inspires leadership actions and aspirations in others
1. Leadership starts from
within
L51• Beliefs• Values• Integrity• Vision• Responsibility• Commitment• Courage• Resilience• Humour
2. Leadership
is about influencing
others
L52• Power• Communication• Respect• Expectations• Politics
• Trust
Understanding influence for leaders
at all levels
Australian Institute of Management
Recommended
3. Leadership develops a
rich learning environment
L53• Intellect• Facilitation• Teaching• Openness• Evidence• Collaboration
• Trends
4. Leadership builds
professionalism and management
capability
L54• Systems• Evaluation• Accountability• Consistency• Networks
• Rigour
5. Leadership inspires
leadership aspirations and actions in others
L55• Encouragement• Risk• Opportunities• Mentoring• Coaching
• Modeling
Reality check
• Your top five?• A leader you admire?• Political leaders?• Does ‘good’ leadership
necessarily build leadership?
Leadership starts from within
Leadership is about influencing others
Leadership develops a rich learning environment
Leadership builds professionalism and management capability
Leadership inspires leadership actions and aspirations in others
A leadership frame for the profession
• Consulted widely• Receiving completely positive
response within and outside of schools
• Supported by the associations• Provides common understanding and
language of leadership
The L5 approach to leadership
• Leadership is leadership• Leadership can be learnt• Leadership can be sustainable
Leadership starts from within
Leadership is about influencing others
Leadership develops a rich learning environment
Leadership builds professionalism and management capability
Leadership inspires leadership actions and aspirations in others
Leadership starts from within
Leadership is about influencing others
Leadership develops a rich learning environment
Leadership builds professionalism and management capability
Leadership inspires leadership actions and aspirations in others
Leadership starts from within
Leadership is about influencing others
Leadership develops a rich learning environment
Leadership builds professionalism and management capability
Leadership inspires leadership actions and aspirations in others
Leadership starts from within
Leadership is about influencing others
Leadership develops a rich learning environment
Leadership builds professionalism and management capability
Leadership inspires leadership actions and aspirations in others
Resilience
Respectful relationships
High but achievable expectations
Authentic participation and contribution
56
The L5 is a frame for leadership
• The L5 is a frame through which to focus on leadership:– At different levels– For particular purposes– In particular contexts
• The L5 also provides strategic structure
• As an overarching or underpinning frame• For developing tools
Learn:Lead:SucceedA resource for building leadership in schools
• Developed the L5 into a professional learning resource - not a program
The LLS approach
1. Leadership is a natural progression
2. All school staff members have leadership responsibilities
3. Leadership development is individual, school and employer business
1. Leadership development is a natural progression
• Self development and formation; to
• Working with and leading others; to
• Leading and managing teaching and learning, and professional development; to
• Leading and managing the organisation; to
• Motivating others
2. All school staff members have leadership responsibilities
• In working with children and young people
• In being a part of an organisation
3. Leadership development is individuals’, schools’ and the employers’ business
• Individual’s professional responsibility
• Organisation’s responsibility to ensure professionalism and sustainability
• Employers responsible for providing high quality learning opportunities - in preparation, ‘just in time’, and developmental
Part 1 (pp 4-20) of Learn:Lead:Succeed invites school leaders and leadership
teams to build leadership capacity
• Leadership succession and building leadership in schools
• How leadership is formed• Leadership development pathways.• School based leadership
development programs• The leadership journey
The professional learning resource
Part 2 (pp 21-81) consists of five sections. Each section has the same structure.
• Proposition• What others say about leadership• Reflective questions• Individual processes• Group activities and processes• Strategies for action (for individuals,
groups and employers)
Metaphorical drawing
Page 29
But first…• Your school is a garden• What kind of garden is it (such as formal,
Jamie Durie, cottage, Tuscan, courtyard, bush, concrete and roses)?
• What is your role in the garden (such as designer, head gardener, absentee landlord, pest controller)?
• Who are the other players (such as workers, particular plants, insects, birds, animals)?
Developing a leadership stance
Page 27
Building a learning community - The high performance school
Page 56
Possibilities
Avoiding the scattergun
• Leadership learning, like any other learning, needs structure
Leaders LeadThe big leadership picture
The L5 frame
Leaders MatterThe wellbeing of
school leaders
Mentoring and coaching
Leaders WorkThe work of school leaders
L52
L51
L53
L54
L55
Using the L5
• An audit tool - on its own
• Combined with other models
• For particular purposes
Leadership Curriculum and pedagogical
Organisational and management
Political and community
Cultural and wise
…starts from within
…is about influencing others
…develops a rich learning environment
…builds professionalism and management capability
…inspires leadership actions and aspirations in others
Leadership Of Indigenous education
Of student wellbeing
Of boys Of the parent community
…starts from within
…is about influencing others
…develops a rich learning environment
…builds professionalism and management capability
…inspires leadership actions and aspirations in others
Implementation
• What are the possibilities – For structuring leadership
development programs?– For in-school work?– For inter-school work?
www.apapdc.edu.au
Leadership Life is the day by day living of it
With apologies to Tolstoy