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A Little Girl’s Dream

A Little Girl’s Dream. Baby Picture of Myself A Current Picture of Myself. A 21 st Century Educational Leader. Once upon a time there was a little girl who dreamed of owning her own in ground swimming pool. On August 9, 1997 the wedding of Jim and Jane.

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A Little Girl’s Dream

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  1. A Little Girl’s Dream Baby Picture of Myself A Current Picture of Myself A 21st Century Educational Leader

  2. Once upon a time there was a little girl who dreamed of owning her own in ground swimming pool.

  3. On August 9, 1997 the wedding of Jim and Jane.

  4. August of 2002Jane L. CoughenourAssistant PrincipalCornell Intermediate School

  5. May 4, 2004Jane L. Coughenour is called into meet with the Superintendent and Assistant Superintendent

  6. My Swimming Pool • Picture of My Swimming Pool

  7. The strokes I learned as I swam through the IDPEL program This presentation will be focused around the work of Peter Senge. I have attempted to develop my leadership style based on his Five Disciplines of a learning organization. (Fifth Discipline, 1990)

  8. According to Peter Sengelearning organizations are: …organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together. (1990: 3)

  9. Transformational Leadership Bass views the transformational leader as proactive, they attempt to raise the awareness levels of followers about inspirational collective interests, and help followers achieve unusually high performance outcomes. (Hoy and Miskel, 2005 pg. 397)

  10. Professional Strands’ Practica Checklist InstructionsStandard 1: Leadership, Values, and EthicsLeaders are the most important and powerful influence on the culture of an organization and are responsible for creating credibility and trust. It is obvious that employees contribute more when they are working for something they believe in.

  11. Professional Strands’ Practica Checklist InstructionsStandard 1: Leadership, Values, and Ethics There is more to work than is commonly assumed. There is rich opportunity here for leaders to appeal to more than just the material rewards. Great leaders, like great companies and countries, create meaning, not just money. Kouze and Posner (1987)

  12. Disciplines of a Learning Organization Systems Thinking Personal Mastery Building Shared Vision Mental Models Team Learning

  13. Systems Thinking The cornerstone of the learning organization. Systems Thinking integrates all of the disciplines, fusing them into a coherent body of theory and practice. Systems thinking has the ability to comprehend and address the whole, and to examine the interrelationship between the parts.

  14. We plant trees not for ourselves, but for future generations. CAECILIUS STATIUS, 220-168 B.C.

  15. Personal Mastery Organizations learn only through individuals who learn.

  16. Professional Strands’ Practica Checklist InstructionsStandard 5: Leadership and District CultureEncourage all staff to work to their fullest potential. Provide material and financial support when available. Provide professional development to all staff in a variety of matters and subjects. Instill in all children the belief that they can achieve anything they set their mind too. Give children the education that will make them successful citizens.

  17. One of the most life-enhancing abilities we can develop is the process of enjoying the journey. We want so much to be living the reality we seek that we sometimes forget that Life IS the Journey and the Journey IS Life.

  18. Mental Models The deeply ingrained assumptions, generalizations, or even pictures and images that influence how we understand the world and how we take action.

  19. A man is but the product of his thoughts. • What he thinks, he becomes. • Mahatma Gandhi (1869 - 1948)

  20. Building Shared Vision The capacity to hold a shared picture of the future we seek to create.

  21. Professional Strands’ Practica Checklist InstructionsStandard 7: Curriculum Design, Implementation, and Evaluation A Design/Leadership Team within MASD provides an open, inclusive forum to discuss school improvement issues and to make collaborative decisions.The teams have minimum membership requirements and general protocols that are meant to broaden the decision-making base, encourage trust, and provide confidence to tackle problems large and small. In order for the teams to function effectively, each member must make a commitment to attend the monthly meetings, at which all voices are considered equal.

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