Leadership in Education

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Leadership in Education

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Leadership?

• Power An ability of changing the behavior of
  other persons by the manipulation of punishment
  reward
• Authority Legitimized power. Power is an
  ability authority is right.
• Influence An ability changing the behavior of
  other persons without the manipulation of
  punishment reward by exemplar behavior or
  inspiration

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INTRODUCTION

• Challenges Before New Age Leaders
• Dealing with human resource
• Human behavior is complex
• No tailor-made solution as each situation is
  unique
• Different pressure groups children, parents,
  teachers, authorities, management etc.
• Without leadership skills head will end up
  frustrated.

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Contd.

• Old-leadership Models Have Become Obsolete
• Can not rely on the power of Charisma
• top thinks and the local acts can not work
• Traditional view should give way to co-operative
  networking approach.

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Contd

• Schools of yesterday and today are not the kind
  of schools we need for tomorrow
• So We Need A New Paradigm Of Educational
  Leadership

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THE NEW PARADIGM

• Leader has a multi-dimensional role
• As a designer, teacher and steward
• Core lies in team building and empowerment
• Quality powered by engines of change and
  innovation
• Leader must acquire new skills
• Motivation
• Inspiration
• Fashioning opportunities

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EMERGING CONCEPTS

• Unprecedented changes in all field
• Emergence of knowledge society
• Charismatic Leadership and Bureaucratic Manager
  ship have lost relevance
• School is not like a manufacturing plant
• We neither manage people nor administer rules
  and regulations
• Such terms are only convenient labels for certain
  processes hence to be used with caution.

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Who is a LEADER and Who is a MANAGER

• LEADER
• Innovates
• An original
• Develops
• Focuses on people
• Inspires trust

• MANAGER
• Administers
• A copy
• Maintains
• Focuses on systems, structure
• Relies on control

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Contd.

• LEADER
• Long range view
• Asks how and when
• Eye on the bottom line
• Challenges the status quo
• Owns people
• Classic good soldier

• MANAGER
• Short-range view
• Asks what why
• Eye on the horizon
• Accepts the status quo
• Owns the rules
• A good administrator

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Contd.

• LEADER
• Is interested in efficiency
• Organizes the staffs
• Emphasizes philosophy, core values
• Focuses on the future and goals

• MANAGER
• Is interested in Cost effectiveness
• Aligns people with directions
• Emphasizes tactics,
• structure and systems

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Contd.

• LEADER
• Develops visions and strategies
• Seeks change
• Inspires people to change
• Takes risks

• MANAGER
• Develops detailed steps
• Seeks predictability
• Orders the employees to change
• Avoids risks

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Four Leadership Styles -----

• 1.The Autocrat
• He tells people what to do
• The autocrat has little confidence in his
  subordinates
• He distrusts them. He makes most of the decisions
  and passes them down the line.
• He makes threats where necessary to ensure that
  his orders are obeyed.

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2.The Benevolent Autocrat

• He sells his ideas to others
• He sees himself as a superior father figure who
  makes all the important decisions and then
  convinces his subordinates to go along with them.
  
• He may allow some decisions to be made by some
  subordinates within a framework set by himself.
• Rewards as well as punishments may be used to
  'motivate' people.

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3.The Consultative Democrat

• consults with others before making his decisions
• He has confidence and trust in most people
• He communicates and consults widely with his
  employees.
• Before making decisions he will seek the views of
  his coordinates

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4.The participatory democrat

• He shares the decision making process with others
• He has a complete confidence and trust in his
  colleagues.
• When a major problem arises or decision has to be
  made, all the relevant actors are called together
  to discuss the issues and the majority view is
  taken as the final decision.

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Leaders Transactional/Transformational

• Transactional Leadership
• Maintains the organization Control oriented
• Transformational Leadership
• Changes the organization
• Help people to improve their practices

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Researches Show that

• Principal are unsuccessful as ----
• Teachers do not cooperate
• Concept of supervision not clear
• Lack problems solving skills
• Show no interest in new ideas / programmes
• Political influence dominates education scene
• Ethics of impartiality gone
• Lack of communication skills
• Recent researches show lot of improvement in
  leadership styles of principals

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CORE ISSUES OF SCHOOL LEADERSHIP

• Learning
• Leader as CLO (Chief Learning Officer)
• Should be an example of life-long learner.
• What Learning?
• For personal and institutional growth
• For value orientation
• For acquiring expertise
• For mastering strategies of leadership

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Contd.

• Behaviour
• Leadership behaviour should promote a spirit of
  excellence
• Personal example is crucial since leader is
  always under public scrutiny
• Unbiased performance

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Influencing and Inspiring People

• Motivation for the team to create a vision, own
  it and strive for its realization
• Inspiration to make members proactive rather than
  reactive
• Influence people to anticipate problems through
  planning exercise
• To create a mindset to avoid fire fighting
  culture
• Motivation to create empowered team.

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Contd

• Creativity and Systems Thinking
• Encourage creativity and promote innovation
• Nurture climate of experimentation
• Function in an ambience of openness and
  transparency
• Promote systems thinking to see the whole
  and perceive all the processes as instrumental in
  achieving desired results.

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INTRODUCING AND SUSTAINING CHANGE

• Change and Renewal
• Resistance to change
• Because of fear, distrust and unclear
  perceptions
• win small but win often

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Contd

• Skills
• New technology and knowledge
• A large number are becoming semi-skilled for new
  roles
• Leader should bridge the gap through appropriate
  professional up gradation

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ROADBLOCKS BEFORE THE LEADER

• When we challenge status quo, we will face
  hurdles
• What Are These Roadblocks?
• Status quo Comforts
• Limited Resources,
• De-motivated Staff and
• Opposition from vested interests.

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Contd

• Overcoming Resource Barrier
• Change demands resources
• General complaint about resource crunch
• Quality Leadership involves bringing about rapid,
  dramatic and lasting change with limited
  resources.
• High benchmarking does not necessarily need
  abundant resources.
• Quality Enhancement comes from processes designed
  to overcome constraints of space, time and
  finance.

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Contd

• Crossing Motivational Hurdle
• Motivation should become an ongoing movement in
  the organization
• Influence key people inside and outside the
  organization
• Universal fact all people can not be motivated
  at all times.
• Motivating key influences saves effort needed to
  motivate each employee individually

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Facing Political Barriers

• Organizational politics is an inescapable
  reality
• School is an integral part of community
• So it is subject to different pressures
• No point in complaining about it.
• Sensitive handling of pressure groups a must
• Strategies
• 1) Identify and silence internal
  opponents
• 2) Isolate external ones
• 3) learn to negotiate
• 4) Stay firm with core values
• 5) Place interest of whole organization above all
  els

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Contd

• Creativity The Necessary Tools
• Skills to generate ideas and products that are
  novel
• Attributes of Creativity
• Redefine problems
• Recognize how knowledge can both help and hinder
  creative thinking
• Take sensible risks
• Surmount obstacles
• Belief in ones ability
• Tolerance to ambiguity

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LEADERSHIP AND STUDENTS

• Changing work scenario necessitates development
  of certain leadership skills in students also.
• These are
• Time Management
• Systematic allotment of time and careful
  planning,
• Students should also be taught the finer aspects
  of time management
• Ability to work under pressure
• Do not pamper and overprotect students
• They will face challenges in adult life
• Should be taught to work in challenging
  situations that will stand in good stead

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Contd

• Managing Multi Tasking At The Same Time
• Todays children find it difficult to cope with
  different tasks at the same time
• It is a critical skill needed in the future
• Tomorrows work place will need
  multi-dimensional work requirements
• We should prepare our children for the future
• Communication skills
• Have to be developed in formative years in school.

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SUMMING UP

• CORE CONCEPTS OF LEADERSHIP
• Intellectualism enhance respect and credibility
• Artistry Vision, creativity and communication
• Spirituality higher order perspective for
  holistic vision
• Subsidiary willing surrender of power in the
  interest of organization
• Emotional Intelligence managing moods of
  organization and handling relationships
  sensitively.

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LEADERSHIP SOME TIPS

• Watch your culture
• Find your voice
• Know the score
• Keep it honest
• Ground without grinding
• Balance the load
• Leap first, ask later

• Being realistic and start with the truth
• Continuous learning
• Building pathways
• Self-motivation
• Training and mentoring the gifted
• Seek frank feedback
• Sniff out signals
• Gauge self-awareness
• Let your guard down
• Engage your demons

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• THANK YOU