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LeadershipPhilosophy Bailey DawsonSeptember 5, 2012The philosophy of leadership is the principles and values that a leader adopts in the way he lives his life and leads his team. It is the way he communicates and deals with followers and responds to events or situations. A person’s particular style of leadership is greatly influenced by the core values most important to that individual, as well as by one’s assumptions and beliefs. Effective leaders learn from those around them, and adapt their leadership style as necessary to deal with diverse personalities and evolving situations. Most leaders in any role agree that vision, values, adapting to change, knowing one’s self and others; professional knowledge and good communication are essential components of leadership. I believe that one of the most important elements of these is vision. Without vision a leader is lost.Module 1 Discussion-Personal ReflectionI have a mixed feeling about the statement, "The leader’s primary role and responsibility involves assisting others in seeing and believing in a “better way,” educating and empowering them to see that it is achievable, assisting them in moving forward, and encouraging them when they falter." First of all, I agree with what the writer is trying to say here. I firmly believe that a major part of a leader's role is to assist other in "sharing the vision". It is very important that a leader makes sure that his vision or goal is shared and understood by others. He must also working to assure other that those goals or achievable and obtainable. The statement also says that a leader should "assist them in moving forward". I totally agree with this. As a leader, you should do everything in your power to assist other and do whatever is necessary for them to continue to grow and advance.However, I do feel this statement failed to emphasize a key component to being a great leader. I believe that in order to become a great leader on must also become a great motivator. "Babou 2008" stated, "Leaders motivate followers to work for goals that go beyond self-interest." I think that this statement describes a quality that a great leader must have. The writer also states...."inspire followers to transcend their own self-interests in achieving superior results". I believe that leaders must make it their duty to makes sure that other are constantly motivated to continue to strive to reach that common goal.Reflection 2 Module 2-Personal ReflectionI learned a great deal about transformational leadership. I believe that school leaders can effectuate change within our schools and school districts. I think that it takes a combination of formal and informal leaders working together to make effective and visible changes within our schools. I gained new ideas and views from reading the article, “Transformational School Leadership Effects”. Leithwood stated some very key point this article. Leithwood believes that in order to make “significant development” within our schools, there must be teamwork “on the part of individual as well as the whole organization”. Therefore, I believe that it extremely important to include not only the formal leaders, but the informal as well. The informal and formal leaders both play a huge role in the advancement of any school. Leithwood also stated that there must be “high levels of motivation” from the leaders for any changes to occur. (Leithwood 1999)Transformational leaders can come in many different forms. However I feel that the most effective transformational leaders are very personable and high spirited. Goleman describes the leaders as being socially intelligent. Goleman would agree that great leaders attract great follows. Being socially intelligent, allows you to connect to your follows in ways that others may not be able to. Transformational leader is a great listener, motivator, and crisis problem solver. A good transformational leader delivers his message and gets his team to “buy-in” and support the common goal. I believe that all school leaders can assume the role of “leaders” and not just “managers”. However, I believe that the education system is set up where the top leaders, such as superintendents and board members, are held in leadership positions. While others, such as principals and lead teachers, are expected to be managers. I also believe that it is very difficult for school leaders to achieve transformational school leadership effects while having to balance daily “management” tasks. It is hard to keep you followers motivated and focused on the goal. A lot of leaders are drowned in the day-to-day operations on “managing” their particular school. (Goleman 2007)Personal Reflection 3 Module 2It is extremely important to constantly gauge the “health” of the culture within your school environment. The overall success of your school greatly depends on the culture of not only the staff but students alike. Peterson (2002) describes culture as “the set of norms, values and beliefs, rituals and ceremonies, symbols and stories that make up the “persona” of the school.” As a new leader, I would take great responsibility in assessing the culture of my learning environment. I would make a special effort to informally speak to my entire staff individually in an attempt to get a feel of the “vibe” of my staff and their feelings of the current position of the school. I would also review the past SIP, School improvement plans, and meet with the School Improvement Committee to address any possible concerns or potential chances for the betterment of the school. As a new school leader, I would address and review the current school goals and charge my staff to not only meets those goals, but to supersede them and develop new and more innovation goals. Fullan (2002) stated that good school leaders are “concerned about closing the gap between high-performing and lower-performing schools and raising the achievement of - and closing the gap between - high-performing and lower-performing students.” In order to achieve that, one must have a full understanding of the school’s current position within the district and state as well.Personal Reflection 4 Module 3A negative culture often involves ill feelings or hostility between school staff. This can be caused by a number of things. One possible reason could be a feeling of being unappreciated by administration. A negative environment is often seen when staffs doesn’t feel as though they can express their thoughts and ideas for school growth and improvement. Staff should not be denied the opportunity to work collaboratively to learn. Peterson (2002) states that, “schools with toxic cultures lack a clear sense of purpose”. If I discovered that there was a toxic environment at my school, I would do everything in my power correct the issues with the current staff already in place. I would meet with everyone to see what changes can be made in order to change the atmosphere within the school. I would love to attempt to fix the problem without replacing staff members. I would also try to involve the outside community more and hopefully gain more local support from parents and surrounding neighborhoods. However, in some cases, it is best to “weed out” the root of the negativity within the school community. Sometimes, as a school leader you may have to replace current school staff with those who share your vision and are willing to move forward to achieve a common goal.VisionThe school will provide a safe environment where students will learn to become productive citizens. This will be accomplished through authentic learning experiences and individualized activities for all students.Facilitating ChangeAs a leader, there are a number of things that I could do to possibly help the teachers become more engaged as team members. First, I would acknowledge the fact that I respect each and every teacher as a professional. I would inform them that working as team would not only make us better as teachers, but would also move us forward as a school. I would let them know that I plan to place them all on teams that would complement each member on the team and help them group. A successful team learns how to work together in order to reach a common goal. I would simply act as the “coach” As a basketball coach myself, I know the importance of building a strong bond within the team. I would inform them that the direction of the team would solely be based on them and the direction in which they would like to go. Hackman (2002) states, “In a self-managing team, the team leader sets the team’s overall direction and design but leaves team members to decide how to monitor and manage the work.” I understand that every teacher is at different points in their career and they have different goals for themselves in the future. However, they are ways in which we can come together and use our different experiences and point-of-views to take our school and teaching staff to the next level. One important key to making a successful team is get the team members to buy into you vision. In order for that to happen, every team member must have a sense of purpose and belonging. Robert Kelley (1988) proposed four traits of effective followers:? They manage themselves well? They are committed to a higher purpose? They build their strengths? They take risks.I would contact and ask a team of teachers from other schools, who have adopted the “teamwork” idea, to come and present their methods of teamwork and how they make it successful. I would instill the motto “Teamwork makes the Dream Work” with all my teachers.School CultureMany of our schools’ traditions are based upon its culture. These traditions must include constant professional learning, student and staff positive recognition, a complete understanding of school values and expectations, and opportunities to fellowship and bond as a school community. Through his writings, Peterson gives clear guidelines to having a positive culture. They include; celebrating successes in staff meetings and ceremonies, tell stories of accomplishment and collaboration whenever they have the opportunity, and use clear, shared language created during professional development to foster a commitment to staff and student learning. Fullan (2002) also added “Principal-leaders should work to transform teachers' working conditions”. This should include maintaining a positive and motivating work environment and assessing the workload of teachers to ensure that they perform to their maximum ability. I good school leader should also develop a set on expected norms and routines to followed by staff and students. This instills a sense of pride and known expectations.Instructional LeadershipOnline learning is a growing trend in k-12 education. According to QED Survey in 2003 and a U.S. Department of Education Survey in 2006, predictions were made that a significant increase in online learning will continue occur in the future. Online discussions include information that is e-mailed or as discussions that take place on a web based bulletin board. They can take place in the form of audio or video conferences, chats or web based threaded discussions. An effective discussion can be managed through the use of text, graphics, video and recalled later by students. An online facilitator needs to control the discussion environment as well as a face to face meeting. As the future of online learning continues to flourish, it is important to have a organized structure that is easily followed.Professional LearningThere are many ways to ensure positive and productive professional learning environment. Professional Learning communities are essential establishing growth within your school and amongst the school staff. In order to ensure the desired changes in your school, it is very important that staff not only understands the vision, but also knows how to implement the strategies. Professional learning communities are great ways to education your staff about the school’s vision and motivate them to carry out the plan of action.As a leader, I would begin by focusing on my staff and the make-up of these communities. Fullan (2003) states, “Focusing on people is the most effective way to change any organization.” I cannot expect to yield positive results if my teams aren’t comprised of positive people. In order to improve my school, I first have to improve the people within my school. I would also work with small groups that “overlap” one another. The Annenberg Institute suggests “….overlapping professional learning committees require reciprocal support and involvement at all levels of the educational system”. By overlapping the groups or teams in encourages them to communicate more, inquiry with one another, and reflect on past, present, and future issues. Fullan spoke about keys good leadership practices. He mentioned that as good leaders we should love our employees, show them that learning is the work, and we should connect peers with a purpose. In order to maintain these communities, leaders must continue to have hope, constantly serve others, and always strive to learn.Collaboration with CommunityAs a school leader, is important that an informal relationship is establish in order to compliment the previously established formal relationship. Leaders should make sure that they are always in consist communication with their staff, community leaders, and stakeholders as well. School leaders should take every opportunity to listen to and understands each staff member point of view or concerns. I would make a special effort to attend grade level meetings, team meetings, and subject area meeting. I would converse as much with teachers and staff members in the hallway, lunchroom, and even lounge areas. I would also allow real-time feedback from teachers and staff meetings. I would by my best to let the teachers know that I am here to serve them and that their concerns are my concerns.Rau-Foster clearly states, “Communication is both the cause of and the remedy for conflict. Understanding how to effectively communicate, and how to satisfactorily resolve disputes, can lead to a happier, more productive life”. Communication is the key to all. Communication is a skill that must be learned. The best way to learn is to practice communicating. We must learn to correct and incorrect ways to communicate. Communication must always remain open. Problems arise when line staff feels as though there is no line of communication between staff and administration. DiversityI believe that parent and family support is very important I developing the culture of your school and/or school environment. I totally agree that home expectations carry over into school expectations and behaviors. Children, who belong to families of lower and middle class families, are instilled with different values as those in upper class families and homes. I teach at Hawthorne Haven Academy. We have a population of about 90% that receives free or reduced lunch. We have very little to no parent support for our students. As a school leader, I would find ways to involve parents in more of a personal way. Parents must have a sense of pride in their child’s education that would eventually transfer to that child. I would host free weekend events for parents and students to attend such as cookouts or game nights. This would hopefully give the parents a sense of belonging and allow them to feel a part of our school community. Laraeu (2003) stated, “Families in both classes had many worries about basic issues: food shortages, limited access to healthcare, physical safety, unreliable transportation, insufficient clothing”. I hold this statement to be very true. I often find myself working with student who are not concerned with their education because they do not know where their next meal is coming from or if they even have a home to come to. Laraeu (2003) also states, “Some poor and working-class parents embraced principles of concerted cultivation: They wished (but could not afford) to enroll their children in organized activities (e.g., piano lessons, voice lessons), they believed listening to children was important, and they were committed to being involved in their children's schooling.” Those types of parents, despite their social status, can make a positive impact on not only their child’s perception of life, but education as well.Professional EthicsIt’s important that a relationship is established with everyone within your school environment. Staff sometime feels as though they are victims of favoritism if they feel left out or not involved. Every staff member should feel as though they are a part of the school’s vision. I would let each staff member know that my door is always open to everyone. All staff members must know that they play an important role in the progression of our school.ReferencesWhy should anyone be led by you? What it takes to be an authentic leader. (2006). Training & Management Development Methods, 20(3), 705-707. Maccoby, M. (2004). The Power of Transference. Harvard Business Review, 82(9), 76-85. Goleman, D., & Boyatzis, R. (2009). Social intelligence and the biology of leadership. Infonomics, 23(1), 28-32. Leaders Really Do (Kotter, 2001) Retrieved from (Harvard Business Review) Principal’s Dilemna: Instructional Leader or Manager? Grigsby, B., Schumacher, G., Decman, J., and Simieou III, F. (June 1, 2010). A Principal’s Dilemma: Instructional Leader or Manager. Academic Leadership Live. 8(3). Download from:).Higgins, M., Young,L., Weiner, J. & Wlodarczyk,S. (2009-2010). Leading Teams of Leaders: What Helps Team Members Learning?Fullan, M. (2002). The change leader. Center for Development and LearningPeterson, Kent (Summer 2002). Culture: Positive or Negative? Journal of Staff DevelopmentUniversity-Community Partnerships @ Michigan State University. (December 2004). Best Practice Beliefs.Kotter, John P. (1996-08-07). Leading Change (Kindle Locations 149-151). Perseus Books Group. Kindle Edition.Hord, S. (1997). Professional learning communities: What are they and why are they important? Issues about change. Download from in Education: Michael Fullan Six Secrets Educational Paradigms, R. (2004). What is a professional learning community?Sheldon, S. (March 2002). Parents’ Social Networks and Beliefs as Predictors of Parent Involvement. The Elementary School Journal. 102(4). Kaufman, A. (Host) (2009, April 1) How Engaged Are Your Teams? (Podcast) People and Projects Retrieved from iTunesRau-Foster, M. (2000). Conflict in the Workplace. Download from: ................
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