Building Leadership Capacity

1
Building Leadership Capacity

• Setting Your Compass
• Middle Manager
• Or
• Middle Leader?

2
Middle Manager Or Middle Leader?

• The Aims of This Session Are
• To understand the importance of middle leaders to
  school improvement
• To be clear about the role of the middle leader,
  including the difference between leadership and
  management
• To be able to analyse your own strengths and
  weaknesses, and identify areas for development

3
What Does A Curriculum Leader Do?

• The cards which you are given outline some of the
  tasks which a curriculum leader does you can
  add more of your own if you wish!!
• Prioritise activities in order of importance to
  role of middle leader
• Pairs to agree top 3 be able to explain your
  reasons.

4
A Simple Credo.

• Managers do things right
• Leaders do the right thing

5
Vision and Action

• Leadership adds vision is centred on clear
  values
• Vision without action is merely a dream. Action
  without vision just passes the time. Vision with
  action can change our world.

6
The Curriculum Leadership Context

• The subject leader has a central role in
  promoting high standards
• There are rising expectations on subject leaders
• The focus has shifted from maintenance
  (management) to improvement (leadership)
• Self evaluation is key to the Ofsted framework

7
Curriculum Leader What are we looking for?

• Your School are looking to appoint a new Head of
  Geography. You have been given the task of
  providing the questions for the interviews.
• In pairs design a short interview schedule for
  the Head of Department for Geography. Your
  questions could focus on themes such as
• Teaching
• Learning
• Management of change
• Resources

8
Interview Questions 1

• 1990
• Tell us about your style of working by describing
  a development you have been involved with.

• Now
• What do you see as the main factors in the
  successful management of change?

9
Interview Questions 2

• 1990
• What are your views on mixed ability teaching?

• Now
• How would you monitor the effectiveness of mixed
  ability teaching?

10
Interview Questions 3

• 1990
• What links would you try to create with primary
  schools?

• Now
• What part can you play in promoting the school in
  the community?

11
Interview Questions 4

• 1990
• What would be the main spending priorities on
  behalf of your department?

• Now
• How would you judge the cost effectiveness of
  your decisions?

12
Interview Questions 5

• 1990
• Now that you have looked around the department
  what would you wish to change?

• Now
• How would you conduct a departmental audit?

13
Interview Questions 6

• 1990
• How would you set about establishing a team
  spirit among your staff?

• Now
• How would you create a shared sense of purpose
  and direction for the team?

14
Administration, Management And Leadership

• Administration Path tidying Doing
  things
• Management Path following Doing things
  right
• Leadership Path making Doing the right
  things

Remember Managers do things right Leaders do
the right thing
15
An Extract from The Heart of the Matter

• Teaching make sure that the teaching delivered
  by those you line manage is of the highest
  quality.
• Learning make sure that pupils achieve at least
  to their potential as established by baseline
  testing, and preferably beyond.
• Becoming involved in, or initiating, a
  whole-school activity related to school
  improvement help to drive the school forward.

16
Our Plenary In conclusion

• The Middle Leader, therefore, must
• Focus on learning and teaching
• Generate positive relationships
• Provide a clear vision and high expectations
• Improve the environment
• Provide time and opportunities for collaboration
• Distribute leadership build teams
• Engage the community
• Evaluate and innovate

17
Middle Manager or Middle Leader?

• The Aims of This Session Were
• To understand the importance of middle leaders to
  school improvement
• To be clear about the role of the middle leader,
  including the difference between leadership and
  management
• To be able to analyse your own strengths and
  weaknesses, and identify areas for development

18
Our Plenary In conclusionThe Middle Leader
Must

• Focus on learning and teaching

• We achieve this in my department by
• .

• We could improve on this in my department by
• .

19
Our Plenary In conclusionThe Middle Leader
Must

• Generate positive relationships

• We achieve this in my department by
• .

• We could improve on this in my department by
• .

20
Our Plenary In conclusionThe Middle Leader
Must

• Provide a clear vision and high expectations

• We achieve this in my department by
• .

• We could improve on this in my department by
• .

21
Our Plenary In conclusionThe Middle Leader
Must

• Improve the environment

• We achieve this in my department by
• .

• We could improve on this in my department by
• .

22
Our Plenary In conclusionThe Middle Leader
Must

• Provide time and opportunities for collaboration

• We achieve this in my department by
• .

• We could improve on this in my department by
• .

23
Our Plenary In conclusionThe Middle Leader
Must

• Distribute leadership build teams

• We achieve this in my department by
• .

• We could improve on this in my department by
• .

24
Our Plenary In conclusionThe Middle Leader
Must

• Engage the community

• We achieve this in my department by
• .

• We could improve on this in my department by
• .

25
Our Plenary In conclusionThe Middle Leader
Must

• Evaluate and innovate

• We achieve this in my department by
• .

• We could improve on this in my department by
• .