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DEFINISI DAN PERANAN KPEMIMPINAN PENDIDIKAN

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Prof. Dr. Zaidatol Akmaliah Lope Pihie Definition and role of educational leadership Leadership is accomplishing something through other people that would not have ... – PowerPoint PPT presentation

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Title: DEFINISI DAN PERANAN KPEMIMPINAN PENDIDIKAN


1
DEFINISI DAN PERANAN KPEMIMPINAN PENDIDIKAN
  • Prof. Dr. Zaidatol Akmaliah Lope Pihie

2
Definition and role of educational leadership
  • Leadership is accomplishing something through
    other people that would not have happened if you
    werent there. And in todays world, thats less
    and less through command and control, and more
    and more through changing peoples mindset and
    hence altering the way they behave.
  • Today, leadership is being able to mobilize ideas
    and values that energize other people.

3
Role of Educational Leadership
  • Assist community to create and align the shared
    goals
  • Guide community to articulate its values and
    beliefs
  • Managing harmony
  • Create consensus among participants and to
    describe how the individual roles and
    responsibilities of individuals merge into a
    collective

4
  • Institutionalizing values
  • Convert the shared goals into operational plans
    for accomplishment
  • Motivating
  • Help participants find meaning in their work
  • Encourage participants to accept increasing
    responsibility for making decisions about their
    work

5
  • Managing
  • Manage and regulate the daily operation of the
    work place without interfering with instructional
    time
  • Accomplish the routine tasks with minimal
    interruption of the participants teaching
    learning responsibilities
  • Explaining
  • Explain the rationale for participants actions

6
  • Enabling
  • To provide the opportunity and the mechanisms to
    achieve its shared goals
  • Modeling
  • Accepting responsibility as head follower by
    modeling purpose and values in thought, word and
    action
  • E.G. To present and demonstrate new teaching
    strategies
  • Supervising
  • Apply formative assessment strategies to find out
    whether the vision is being met, and to make
    adjustments to keep the vision healthy

7
Manager leader as Information Processing system
  • As monitor external inf
  • As monitor internal inf
  • As nerve centre
  • Disseminator
  • Spokesman
  • Strategy maker

8
Manager as Monitor Internal information (trough
leader role) from subordinates
Manager as Monitor External information
(through Liaison role) from contacts,
informers, peers, and expert.
Manager as Nerve Center
Manager as Disseminator Information to
Subordinates
Manager as Strategy Maker Information for
making Models and plans for Identifying problems
and opportunities
Manager as Spokesman Information to Outside
  • Figure 1 The manager as Information-Processing
    System

9
Discuss Leaderships Role
  • INTERPERSONAL FIGUREHEAD
  • LEADER
  • LIAISON
  • INFORMATIONAL MONITOR
  • DISSEMINATOR
  • SPOKESPERSON
  • DECISIONAL ENTREPENEUR
  • DISTURBANCE HANDLER
  • RESOURCE ALLOCATOR
  • NEGOTIATOR

10
A Summary of Administrative Roles and Activities
Role Description Identifiable Activities from Study of Chief Executives
Interpersonal Interpersonal Interpersonal
Figurehead Symbolic head obliged to perform a number of routine duties of a legal or social nature. Ceremony, status request, solicitations
Leader Responsible for the motivation and activation of subordinates responsible for staffing, training, and associated duties Virtually all managerial activities involving subordinates
Liaison Maintains self-developed network of outside contacts and informers who provide favors and information. Acknowledgments of mail external board work other activities involving outsiders
11
Role Description Identifiable Activities from Study of Chief Executives
Informational Informational Informational
Monitor Seeks and receives wide variety of special information (much of it current) to develop thorough understanding of organization and environment emerges as nerve center of internal and external information of the organization Handling all mail and contact. Categorized as concerned primarily with receiving information (eg periodical news, observational tours)
Disseminator Transmits information received from outsiders or from other subordinates to members of the organization some information factual, some involving interpretation and integration of diverse value positions of organizational influence. Forwarding mail into organization for informational purposes, verbal contacts involving information flow to subordinates (eg review sessions, instant communication flows)
Spokeperson Transmits information to outsiders on organizations plans, policies, actions, results, etc serves as expert on organizations industry Board meeting handling mail and contacts involving transmission of information to outsiders
12
Role Description Identifiable Activities from Study of Chief Executives
Decisional Decisional Decisional
Entrepreneur Searches organization and its environment for opportunities and initiates improvement projects to bring about change supervises design of certain project as well. Strategy and review sessions involving initiation or design of improvement projects.
Disturbance Handler Responsible for corrective action when organization faces important, unexpected disturbances. Strategy and review sessions involving disturbances and crises.
Resource Allocator Responsible for the allocation of organizational resources of all kinds in effect the making or approval of all significant organizational decisions. Scheduling requests for authorization any activity involving budgeting and the programming of subordinates work.
Negotiator Responsible for representing the organization at major negotiations. Negotiation.
13
Why Leadership Is Important?
  • Effective leadership encompasses seven foundation
    competencies
  • -Managing self
  • -Managing communication
  • -Managing diversity
  • -Managing ethics
  • -Managing across cultures
  • -managing teams
  • -managing change

14
Introduction Leadership and Management
  • Management is being able to develop a plan and
    manage according to the plan within a relatively
    short time horizon of one or two years

15
  • Leadership is having the vision of knowing where
    to take your school over a longer haul, having
    that vision and setting the direction, getting
    everybody enthused about meeting the longer term
    goals, meeting the philosophies of the school and
    really making employees feel it (goals) inside
    them.

16
  • A true leadership capability is where he can go
    infront of a group of people talking to them
    enthused about things, setting the direction and
    getting the people to understand the goals

17
  • Is leadership a trait that can be taught or is a
    person born with it?
  • It is a combination of both,It used to be said
    that leadership is something a person is born
    with. There is some truth in it esp. in small
    children

18
  • But leadership also can be learned, and it has to
    be practiced
  • Conclusion It is a combination of both

19
  • Bincangkan
  • BOSSES GIVE ORDERS
  • MANAGERS ACCOMPLISH THINGS
  • LEADERS CREATE VISION

20
  • Managers are peaple who do things right
    (efficient)
  • and
  • Leaders are people who do the right things
    (effective)
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