The Principal: The Principal: Creative Leadership for Creative Leadership for Excellence in Schools Excellence in Schools By Gerald C. Ubben By Gerald C. Ubben Larry W. Hughes Larry W. Hughes Cynthia J. Norris Cynthia J. Norris This multimedia product and its contents are protected under copyright law. The following are prohibited by law: • Any public performance or display, including transmission of any image over a network; • Preparation of any derivative work, including the extraction, in whole or
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The Principal:The Principal: Creative Leadership for Creative Leadership for Excellence in SchoolsExcellence in Schools
By Gerald C. UbbenBy Gerald C. Ubben
Larry W. HughesLarry W. Hughes
Cynthia J. NorrisCynthia J. NorrisThis multimedia product and its contents are protected under copyright law. The following are prohibited by law:• Any public performance or display, including transmission of any image over a network;• Preparation of any derivative work, including the extraction, in whole or in part, of any images;• Any rental, lease, or lending of the program.
1. The Principal: A Creative Blend of 1. The Principal: A Creative Blend of Substance and Style Substance and Style
Social Systems Theory Social Systems Theory • The School Improvement PlanThe School Improvement Plan
The School: The Context The School: The Context for Leadership for Leadership
• Schools as Machines Schools as Machines • Schools as Organisms Schools as Organisms • Schools as Brains Schools as Brains • Reflection Reflection • School expectations School expectations • Tightly Coupled and Tightly Coupled and
1. 1. The Principal: A Creative Blend The Principal: A Creative Blend of Substance and Styleof Substance and Style
The Principal: The Role in The Principal: The Role in Context Context
• Leadership as Philosophy in Leadership as Philosophy in Action Action
• Espoused Values and Values Espoused Values and Values in Use in Use
• Leadership from a Values Leadership from a Values Perspective Perspective
• Shared Vision and Authority Shared Vision and Authority • Contrasting the Transactional Contrasting the Transactional
and Transformational and Transformational • Ethical Responsibilities of Ethical Responsibilities of
Transformational Leadership Transformational Leadership • Management and Leadership Management and Leadership • Roles and Functions Roles and Functions • Management and Leadership Management and Leadership
Assumptions of Assumptions of Transactional LeadershipTransactional Leadership
• Leadership is a Leadership is a function of function of organizational organizational position.position.
• Leadership is Leadership is goal-centered goal-centered and goals are and goals are driven by driven by organizational organizational needs.needs.
• Leadership is Leadership is bound within the bound within the context of the context of the situation (tasks, situation (tasks, responsibilities, responsibilities, and presented and presented problems)problems)
• Leadership is Leadership is dedicated to goal dedicated to goal achievement.achievement.
Transformational leadership is Transformational leadership is accomplished when leaders “delegate accomplished when leaders “delegate and surrender power and surrender power overover people and people and events in order to achieve power events in order to achieve power overover accomplishments and goal achievement”accomplishments and goal achievement”
Authentic accountabilityAuthentic accountability, the authority , the authority to match responsibility, is granted.to match responsibility, is granted.
Professional AuthorityProfessional Authority (craft (craft knowledge and personal expertise)knowledge and personal expertise)andand
Moral Authority Moral Authority (Obligations and (Obligations and duties resulting from shared values and duties resulting from shared values and ideas)ideas)added to…added to…
Moral Leadership: 4 Moral Leadership: 4 Substitutes for Leadership Substitutes for Leadership
AddedAdded School Norms–School Norms– A A
shared covenant shared covenant binds members binds members around common around common values and beliefs.values and beliefs.
The Professional The Professional Ideal–Ideal– Members Members accept responsibility accept responsibility for their for their professional professional development and development and service to students.service to students.
Collegiality– Collegiality– Members join Members join together in shared together in shared support while still support while still developing self-developing self-management and management and self-leadership skills.self-leadership skills.
Rewarding Work– Rewarding Work– Members see their Members see their work as meaningful work as meaningful and are accountable.and are accountable.
Such leadership occurs when one or Such leadership occurs when one or more persons engage with others in such more persons engage with others in such a way that leaders and followers raise a way that leaders and followers raise one another to high levels of motivation one another to high levels of motivation and morality. Their purposes, which and morality. Their purposes, which might have started out as separate but might have started out as separate but related …become fused.related …become fused.
Leadership is More Than Leadership is More Than Management for…Management for…
““It is oriented not just toward the It is oriented not just toward the development of more perfect development of more perfect organizational structures, but organizational structures, but toward a reconceptualization of toward a reconceptualization of life practices where common life practices where common ideals of freedom and democracy ideals of freedom and democracy stand important.”stand important.”
Engage with followers but from Engage with followers but from higher levels of morality…higher levels of morality… * Goals and values are enmeshed * Goals and values are enmeshed and leaders and leaders and followers are and followers are raised to higher levels of raised to higher levels of judgmentjudgment
Ask Ask from followersfrom followers…… Are involved in the creation of new Are involved in the creation of new
social realitiessocial realities- Foster, (1989)- Foster, (1989)
Such Leadership is Founded Such Leadership is Founded on Moral Relationships:on Moral Relationships:
It It critiquescritiques social conditions (and social conditions (and followers’ roles in maintaining those followers’ roles in maintaining those conditions).conditions).
It offers new possibilities It offers new possibilities (visions) (visions) for for social arrangements (and points out social arrangements (and points out followers’ roles in changing situations).followers’ roles in changing situations).
It helps to raise the followers’It helps to raise the followers’ consciousnessconsciousness regarding regarding what iswhat is and and what could bewhat could be..
Fosters an analysisFosters an analysis* Considers organizational history, purpose, * Considers organizational history, purpose, and and
power distributionpower distribution
* Reflects on institutional arrangements* Reflects on institutional arrangements Stimulates a visionStimulates a vision
* Encourages consideration of alternative ways* Encourages consideration of alternative ways
of operatingof operating
* Raises followers consciousness of social * Raises followers consciousness of social conditionsconditions
Leadership as CriticalLeadership as Critical
Examines previous conditions of Examines previous conditions of social life and subjects them to social life and subjects them to critique…Questions their critique…Questions their appropriateness for all individuals..appropriateness for all individuals..
Views human beings as capable of Views human beings as capable of reordering their present conditions reordering their present conditions (i.e. constructing their own reality)(i.e. constructing their own reality)
Is founded on the fact of moral Is founded on the fact of moral relationshipsrelationships
Is intended to elevate people to new Is intended to elevate people to new levels of moralitylevels of morality
Is oriented toward democratic values Is oriented toward democratic values within communitywithin community
Promotes self-reflection and yet Promotes self-reflection and yet interdependent membership within interdependent membership within community.community.
TransformationTransformation It is not a radical It is not a radical
restructuring of a restructuring of a social order; rather social order; rather it is (observed) in it is (observed) in small dosessmall doses in the in the activities of various activities of various groups and groups and individuals who individuals who hope to hope to makemake some sort of some sort of differencedifference..
It happens in It happens in everyday events– everyday events– When When commonplace commonplace leaders exert leaders exert some some effecteffect on on their situations…their situations…
- Foster, W. (1989, - Foster, W. (1989, pp. 52-53). pp. 52-53).
There is no enduring cooperation There is no enduring cooperation without the without the creation of faithcreation of faith, the , the catalystcatalyst by which human effort is by which human effort is enabled…enabled…
““CooperationCooperation, not leadership, is the , not leadership, is the creative processcreative process; but leadership is ; but leadership is the indispensable fulminator of its the indispensable fulminator of its forces.”forces.”
Leadership, in the final analysis, is the Leadership, in the final analysis, is the ability of humans to relate deeply to ability of humans to relate deeply to each other in the search for a more each other in the search for a more perfect union. Leadership is a perfect union. Leadership is a consensual task, a sharing of ideas and a consensual task, a sharing of ideas and a sharing of responsibilities, where a sharing of responsibilities, where a ‘leader’ is a leader for the moment only, ‘leader’ is a leader for the moment only, where the leadership exerted must be where the leadership exerted must be validated by the consent of the validated by the consent of the followers, and where leadership lies in followers, and where leadership lies in the struggles of a community to find the struggles of a community to find meaning for itself.meaning for itself.
Is a matter of art Is a matter of art rather than sciencerather than science
Is aesthetic and Is aesthetic and moral rather than moral rather than logical…logical…Leadership is:Leadership is: FeelingFeeling JudgmentJudgment SenseSense BalanceBalance
Fosters the Fosters the creative side of the creative side of the organization which organization which is is cooperationcooperation..
- Chester Barnard, - Chester Barnard, The Functions of The Functions of the Executivethe Executive, , 1968.1968.
The Artistry of The Artistry of LeadershipLeadership
Leadership is an Leadership is an artart, a performing art., a performing art.
And in the art of leadership, the artist’s And in the art of leadership, the artist’s instrument is the instrument is the selfself. Ultimately, . Ultimately, leadership development is a process of leadership development is a process of self-discovery and development.self-discovery and development.
Leadership artistry is an awareness of and Leadership artistry is an awareness of and faith in one’s own values, beliefs, and faith in one’s own values, beliefs, and abilities which form the basis for abilities which form the basis for mobilizing others toward higher purposesmobilizing others toward higher purposes
Lateral thinking- The Lateral thinking- The Opposite of Vertical Opposite of Vertical
Thinking (RHB)Thinking (RHB)1.1. Is Not Sequential.Is Not Sequential. Common method here is to Common method here is to
begin at the solution end rather than the begin at the solution end rather than the beginning end of the process. Jump to different beginning end of the process. Jump to different points and allow the fragments to coalesce.points and allow the fragments to coalesce.
2.2. Does Not Have To Be Correct at Each StageDoes Not Have To Be Correct at Each Stage. . Judgment is suspended. The end may justify the Judgment is suspended. The end may justify the means. May be wrong within the frame of means. May be wrong within the frame of reference in order to update it.reference in order to update it.
3.3. Is Not Restricted To Relevant InformationIs Not Restricted To Relevant Information. . Uses random or irrelevant information to Uses random or irrelevant information to perturb the system- something that cannot perturb the system- something that cannot normally happen within the system itself.normally happen within the system itself.
To the extent that To the extent that creativeness is creativeness is constructive, constructive, synthesizing, synthesizing, unifying, and unifying, and
interpretive, to that interpretive, to that extent does it extent does it
descend upon the descend upon the internal of the internal of the
Leadership is a function of organizational Leadership is a function of organizational positionposition
Leadership is goal-centered and goals are Leadership is goal-centered and goals are driven by organizational needsdriven by organizational needs
Leadership is bound within the context of Leadership is bound within the context of the situation (tasks, responsibilities, the situation (tasks, responsibilities, problems)problems)
Leadership is dedicated to goal Leadership is dedicated to goal achievementachievement
Is oriented toward social changeIs oriented toward social change Raises human consciousnessRaises human consciousness Requires a community of believersRequires a community of believers
“ “Leadership always has one face Leadership always has one face turned toward change and turned toward change and change involves the critical change involves the critical assessment of current situations assessment of current situations and the awareness of future and the awareness of future possibilities.”possibilities.”
Leadership is More Than Leadership is More Than Management for…Management for…
“ “It is oriented not just toward the It is oriented not just toward the development of more perfect development of more perfect organizational structures, but organizational structures, but toward a reconceptualization of life toward a reconceptualization of life practices where common ideals of practices where common ideals of freedom and democracy stand freedom and democracy stand important.” (Foster, p. 52 )important.” (Foster, p. 52 )
Examine current social conditions Examine current social conditions and question the appropriateness of and question the appropriateness of those conditions for all individualsthose conditions for all individuals
Believe that individuals are capable Believe that individuals are capable of improving their present of improving their present conditionsconditions
Engage with followers from higher Engage with followers from higher levels of moralitylevels of morality Goals and values are enmeshed Goals and values are enmeshed Leaders and followers are raised to Leaders and followers are raised to
higher levels of judgmenthigher levels of judgment Ask Ask from followers…from followers… Are involved in the creation of new Are involved in the creation of new
Principal RolesPrincipal Roles Instructional LeaderInstructional Leader Staff DeveloperStaff Developer Student AdvocateStudent Advocate Community Community
RepresentativeRepresentative Building ManagerBuilding Manager NetworkerNetworker YOU (Your Own YOU (Your Own
Custodial vs. Creative Custodial vs. Creative LeadershipLeadership
WHAT? HOW?WHAT? HOW? Transactional Transactional
leaders focus on leaders focus on improvement by improvement by tightly coupling tightly coupling (managing) (managing) objectives, objectives, curriculum, curriculum, teaching strategies teaching strategies and evaluation.and evaluation.
WHY?WHY? Transformational Transformational
leaders coordinate leaders coordinate through shared through shared values and beliefs. values and beliefs. They understand They understand that that autonomyautonomy in in classrooms is classrooms is necessary for necessary for fundamental fundamental change to occur.change to occur.