EDUCATIONAL LEADERSHIP MR. REYNALDO A. NAMA octor of Education EDUCATIONAL LEADERSHIP School Leadership is the process of enlisting and guiding the talents and energies of: 1. Teachers 2. Pupils
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EDUCATIONAL LEADERSHIP
School Leadership is the process of enlisting and guiding the talents and energies of:
1. Teachers2. Pupils3. Parents
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EDUCATIONAL LEADERSHIP
HISTORYThe term school leadership came into currency in the 20th Century for the following reasons:
1. Higher level of pupil achievement
2. School were expected to improve and reform
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EDUCATIONAL LEADERSHIP
HISTORYAdministration and Management are terms that connotes stability through the exercise of control and supervisions.
The concept of leadership was favored because it conveys dynamism and pro-activity.
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DEFINITION OF LEADERSHIP
According to Peter DeLisle,
Leadership is the ability to influence others, with or without authority.
All successful endeavors are the result of human effort.
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DEFINITION OF LEADERSHIP
The ability to influence others is a derivation of:
1. Interpersonal communication2. Conflict Management3. Problem Solving
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DEFINITION OF LEADERSHIP
1. INTERPERSONAL COMMUNICATION
Exchange of information between 2 or more people.
Successful interpersonal communication is when the message senders and the message receiver understand the message
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Carl Jung formulated a classification of personality in terms of types of characteristics, such as INTROVERT, EXTROVERT, SENSING and INTUITIVE.
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Personality Indicator
Are you energized around people?Do you like to meet and seek opportunities to do so?Do you think out loud?Do you talk to plants and discuss problems with animals?
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This is EXTROVERT behavior
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Personality Indicator
Do you find you would rather work alone without interruption?Does meeting too many people tend to tire you out?Would you rather have a problem written down for you that stated verbally?
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This is a typical INTROVERT behavior
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Personality Indicator
Do you see the world in terms of your senses?Do you like the facts before starting work?Do you like dealing with the details of a project rather than the overall plan?
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You are likely SENSING.
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Personality Indicator
Do you think in terms of the big picture?
In terms of concepts and ideas?
Rather than information involved?
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Put down INTUITIVE.
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DEFINITION OF LEADERSHIP
2. CONFLICT MANAGEMENT
Is the process of limiting the negative aspects of conflicts while increasing the positive aspects of conflicts.
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DEFINITION OF LEADERSHIP2. CONFLICT MANAGEMENT
The aim of conflict management is to enhance learning and group outcomes, including effectiveness or performance in organizational setting.
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DEFINITION OF LEADERSHIP2. CONFLICT MANAGEMENT
Kenneth Thomas and Ralph Kilmann developed a model of Five (5) conflict handling modes or styles.
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DEFINITION OF LEADERSHIP2. CONFLICT MANAGEMENT
a) AVOIDING (Uncooperative and unassertive) Neglects own concerns as well as those of other parties; does not raise or address conflict issues.
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DEFINITION OF LEADERSHIP2. CONFLICT MANAGEMENT
WHEN TO AVOID1. When an issue is trivial.2. When there is no chance of getting what
you want.3. When the potential damage of confrontation
is greater than the benefits of resolution.4. When you need to gather more information.5. When others can resolve more effectively.6. When you need to cool down, reduce
tension, and regain perspective or composure.
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DEFINITION OF LEADERSHIP2. CONFLICT MANAGEMENT
NEGATIVE CONSEQUENCE OF AVOIDING
1. Decisions made by default.2. Unresolved issues.3. Self – doubt created through lack of
esteem.4. Creative input lost.5. Lack of credibility.6. Anger and hostility generated in
subsequent discussions.
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DEFINITION OF LEADERSHIP2. CONFLICT MANAGEMENT
b) ACCOMODATING (Cooperative and unassertive) Seeks to satisfy other person’s concerns at the expense of own.
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DEFINITION OF LEADERSHIP2. CONFLICT MANAGEMENT
WHEN TO ACCOMMODATE
1. When you realize you are wrong.2. When the issue is much more
important to the other person than you.
3. When you need a future favor (credit)4. When continuing the competition
would damage the cause.5. When subordinates need to develop –
to learn from our mistakes.
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DEFINITION OF LEADERSHIP2. CONFLICT MANAGEMENT
NEGATIVE CONSEQUENCE OF ACCOMODATING
1. Decreased influence, respect, or recognition by too much deference.
2. Laxity in discipline.3. Frustration as own needs are not
met.4. Self – esteem undermined.5. Best solution may be lost.
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DEFINITION OF LEADERSHIP2. CONFLICT MANAGEMENT
c) COMPETING (Uncooperative and assertive) Opposite of accommodating. Uses whatever seems appropriate to win.
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DEFINITION OF LEADERSHIP2. CONFLICT MANAGEMENT
WHEN TO COMPETE
1. When quick, decisive action is necessary.
2. On important issues for which unpopular courses of action need implementing.
3. On issues vital to the group welfare, when you know you are right.
4. When protection is needed against people who take advantage of noncompetitive behavior.
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DEFINITION OF LEADERSHIP2. CONFLICT MANAGEMENT
NEGATIVE CONSEQUENCE OF COMPETING
1. Eventually being surrounded by “yes people.”
2. Fear of admitting error, ignorance, or uncertainty.
3. Reduced communication.4. Damaged relationship.5. Lack of commitment from others.6. More effort during implementation to sell the solution.
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DEFINITION OF LEADERSHIP2. CONFLICT MANAGEMENT
d) COLLABORATING (Cooperative and assertive) Opposite of avoiding. Works with other party to find a solution that satisfies both own and other party’s concerns.
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DEFINITION OF LEADERSHIP2. CONFLICT MANAGEMENT
WHEN TO COLLABORATE
1. When both sets of concerns are too important to be compromised.
2. When it is necessary to test your assumption or better to understand the viewpoint of the other party.
3. When there is a need to combine ideas from people with different perspectives
4. When commitment can be increased by incorporating the concerns of everyone into the proposal.
5. When there is a history of bad feeling.
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DEFINITION OF LEADERSHIP2. CONFLICT MANAGEMENT
NEGATIVE CONSEQUENCE OF COLLABORATING
1. Too much time spent on insignificant issues.
2. Ineffective decisions can be made by people with limited knowledge of the situation.
3. Unfounded assumptions about trust.
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DEFINITION OF LEADERSHIP2. CONFLICT MANAGEMENT
e) COMPROMISING (Middle Ground) Seeks to find a middle ground to partially satisfy both parties.
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DEFINITION OF LEADERSHIP2. CONFLICT MANAGEMENT
WHEN TO COMPROMISE1. When goals are important but not worth the
effort of potential disruption from more aggressive players.
2. When two opponents with equal power are strongly committed to mutually exclusive goals.
3. When temporary settlements are needed on complex issues.
4. When expedient solutions are needed under time pressures.
5. As back-up when collaboration or competition fail.
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DEFINITION OF LEADERSHIP2. CONFLICT MANAGEMENT
NEGATIVE CONSEQUENCE OF COMPROMISING
1. No one is completely satisfied.2. Solutions tend to be short-lived.3. Cynical climate: perception by both
parties that it is a “sellout”.4. Larger issues, principles, long term
values and the welfare of the organization can be lost by focusing on trivia or the practicality of implementation.
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DEFINITION OF LEADERSHIP2. CONFLICT MANAGEMENT
CONFLICT CONTROL
1. Use avoidance to ignore the issue.2. Use accommodating style to allow the
other person to resolve the issue.3. Structure the interaction so that a
triggering event is unlikely to occur. 4. Strengthen the barriers that inhibit the
expression of conflict.5. Avoid dealing with the person with
whom you are in conflict.
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DEFINITION OF LEADERSHIP2. CONFLICT MANAGEMENT
STEPS FOR CONFRONTING CONFLICT1. Explain the situation as you see it.2. Describe how it is affecting your
performance or the performance of others.
3. Ask for the other viewpoint to be explained, and listen to the response.
4. Agree on the issues independent of personalities.
5. Explore and discuss the issues, without reference to the problem.
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DEFINITION OF LEADERSHIP2. CONFLICT MANAGEMENTSTEPS FOR CONFRONTING CONFLICT
6. Agree on what each person will do to resolve the issues.
7. Try to agree on the problem. If there is no agreement, discuss issues some more.
8. Explore possible solutions.9. Agree on what each person will do to
solve the problem.
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DEFINITION OF LEADERSHIP
3. PROBLEM SOLVING & DECISION MAKING
“The measure of success is not whether you have a tough problem to deal with, but whether it is the same problem you had last year.”
John Foster, Former US Secretary of State
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DEFINITION OF LEADERSHIP3. PROBLEM SOLVING & DECISION MAKING
Problem Solving is the process of working through details of a problem to reach a solution to difficult or complex issues.
Problem solving involves critical thinking skills.
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DEFINITION OF LEADERSHIP3. PROBLEM SOLVING & DECISION MAKING
PROBLEM SOLVING HAVE 2 FEATURES IN COMMON: GOALS & BARRIERS
GOALS : Problem involves setting out to achieve some objectives or desired state of affairs and can include avoiding a situation or event.
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DEFINITION OF LEADERSHIP3. PROBLEM SOLVING & DECISION MAKINGPROBLEM SOLVING HAVE 2 FEATURES IN COMMON: GOALS & BARRIERS
BARRIERS : If there were no barriers in the way of achieving a goal, then there would be no problem. Problem solving involves overcoming the barriers or obstacles that prevent the immediate achievement of goals.
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DEFINITION OF LEADERSHIP3. PROBLEM SOLVING & DECISION MAKING
STAGES OF PROBLEM SOLVING
1. Problem identification.2. Structuring the problem.3. Looking for possible solutions.4. Making decisions.5. Implementation.6. Monitoring / Seeking feedback.
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DEFINITION OF LEADERSHIP3. PROBLEM SOLVING & DECISION MAKING
STEPS IN DEISION MAKING
1. Defining and analyzing the real problem.
2. Developing alternative solutions.3. Evaluating the alternative
solutions.4. Selecting the best solution.5. Implementing the decision.6. Follow-up
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