1 / 55

Moral purpose of leadership

Moral purpose of leadership. Who’s who in leadership?. Levels of Leadership. Level 1 - Highly capable individual. This person makes productive contributions through his or her talent, knowledge, skills, and good work habits. Levels of Leadership.

lavey
Télécharger la présentation

Moral purpose of leadership

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Moral purpose of leadership Who’s who in leadership?

  2. Levels of Leadership • Level 1 - Highly capable individual. This person makes productive contributions through his or her talent, knowledge, skills, and good work habits.

  3. Levels of Leadership • Level 2 - Contributing team member. This person makes productive contributions to the group for the overall achievement of group objectives and works effectively with others.

  4. Levels of Leadership • Level 3 - Competent manager. This person can organize people and resources towards the effective and efficient pursuit of pre-planned objectives.

  5. Levels of Leadership • Level 4 - Effective leader. This person sees the vision of the organization. He or she commits to it because of the urgency of the vision and is able to raise performance standards to a new level.

  6. Levels of Leadership • Level 5 - Executive. This person builds greatness into the people and the organization by his or her humility and professional will.

  7. Levels of Leadership • The level 5 leader builds greatness through discipline • Disciplined people • Disciplined thought • Disciplined action

  8. Culture of Discipline • Disciplined people - first WHO then WHAT.

  9. Culture of Discipline. • Disciplined thought • Confront the brutal facts - but don’t lose hope

  10. Culture of Discipline. • Disciplined thought • Hedgehog concept • What is your PASSION - your core values?

  11. Culture of Discipline. • Disciplined thought • Hedgehog concept • What are you BEST - unique talents?

  12. Culture of Discipline. • Disciplined thought • Hedgehog concept • What is your RESOURCE ENGINE - fuel that drives your superior performance?

  13. Culture of Discipline • Disciplined action - create a culture of discipline.

  14. Culture of Discipline. • “When you have disciplined people, you don’t need hierarchy. When you have disciplined thought, you don’t need bureaucracy. When you have disciplined action, you don’t need excessive controls” (Fullan, 2003, p. 9)

  15. Self imposed roadblocks to school leadership • Skewed perceptions of limitations • Play it safe and avoid confrontation • Indifference • Unprepared for change • Teachers don’t want to change T/F? • System doesn’t want to change T/F?

  16. Self imposed roadblocks to school leadership • “If only” blaming the system for school failures. • Dependence on the system to solve problems • If only I had ____ our problems would be solve attitude • Internal battle to change the context - you can’t grow roses in concrete.

  17. Self imposed roadblocks to school leadership • Loss of moral compass • The loss of our original purpose leaves an emptiness in our job • Why am I here? What can I leave behind?

  18. Self imposed roadblocks to school leadership • Not taking charge of one’s own development • Places of learning • People of learning • Culture of learning • Principal must be the lead learner • Role of the internet

  19. Self imposed roadblocks to school leadership • The responsibility virus -This virus is the most powerful barrier to school leadership • Over responsibility - I don’t need you. I am responsible for success. CHARGE! • Under responsibility - It’s your responsibility. RETREAT! • Victimization attitude - someone else needs to help us - woe to us!

  20. Self imposed roadblocks to school leadership • The Kurdish Virus- victimization attitude - someone else needs to help us - woe to us!

  21. System imposed roadblocks to school leadership • Over-centralization (control) vs.. Decentralization (chaos) - there is no recognition on the part of the government that the principal can mediate to solve problems independent of itself.

  22. System imposed roadblocks to school leadership • The role of the principal is unknown. He must be able to lead a complex learning organization.

  23. System imposed roadblocks to school leadership • System doesn’t support leadership development for the school’s leadership team - at all levels!

  24. System imposed roadblocks to school leadership • Neglecting the legacy • Leaders are chosen for the wrong reasons and are expected to work miracles • What sustainable leadership are we leaving behind?

  25. System imposed roadblocks to school leadership • Neglecting a system change strategy • Improving infrastructure • Increasing accountability • Multiple programs are not quick fixes, but rather a band aid on a bigger problem

  26. System imposed roadblocks to school leadership • Neglecting a system change strategy • How does our strategy for change relate to student learning?

  27. Hierarchy of moral purpose • “Moral purpose of the highest order is having a system where all the students learn, the gap between high and low performance becomes greatly reduced, and what people learn enables them to be successful citizens and workers in a morally based knowledge society” (Fullan, 2003, p. 29)

  28. Hierarchy of moral purpose Individual School Region Society

  29. Hierarchy of moral purpose • Individual - caring for individuals, students, teachers is the starting point, but it is not enough to create a reaction for sustainable change

  30. Hierarchy of moral purpose • School - change can only occur when the principal creates a safe, trusting, supportive, and stable environment

  31. Hierarchy of moral purpose • Strong cultures are produced by relational trust that works inside and outside the school to produce results

  32. Hierarchy of moral purpose • Builds confidence in staff so that they can tackle new and uncertain issues

  33. Hierarchy of moral purpose • Encourages joint problem solving among teachers (takes time)

  34. Hierarchy of moral purpose • Mutual support and rewards for teaching beyond the book

  35. Hierarchy of moral purpose • Trust becomes a moral resource for the long term process of reform that demands sustained adult effort to maintain the vision and purpose of the school

  36. Nine improvement strategies of high performing-high poverty schools in Texas • Setting high expectations for all students • Sharing leadership and staying engaged • Encouraging collaboration among staff • Using assessment data to support student success

  37. Nine improvement strategies of high performing-high poverty schools in Texas • Keep the focus on students • Address barriers to learning • Reinforce classroom learning at home by engaging families

  38. Nine improvement strategies of high performing-high poverty schools in Texas • Employing systems for identifying interventions • Defining special education as the path to success in the general education program

  39. Hierarchy of moral purpose • Regional • School leaders have an obligation to change the context in their own schools and beyond by collaborating with counterparts in other schools, regions, and countries. This acts as a powerful change agent

  40. Hierarchy of moral purpose • This requires a big picture approach as opposed to a microscopic view of your context - leaders need to see both • Sharing information for lateral and vertical change - can’t wait for the system to get its act together

  41. Hierarchy of moral purpose • Society • School leaders need to know how things work at the top, even if it is changing all the time • Sharing information develops a deep, tough culture that is ready for change

  42. How to beat the system • The journey of the individual - taking a risk • Competence trust • Contractual Trust • Communication Trust

  43. How to beat the system • Competence trust • Respect people’s knowledge, skills, and abilities • Respect people’s judgment • Involve others and seek their input • Help people learn new skills

  44. How to beat the system • Contractual trust • Manage expectation • Establish boundaries • Delegate appropriately • Encourage servant leadership • Honor agreements • Be consistent

  45. How to beat the system • Communication trust • Share information • Tell the truth • Admit mistakes • Give and receive constructive feedback • Maintain confidentiality • Speak honorably

  46. How to beat the system • The journey of the individual - fear of failure! • Old values that grow fear • New Values that grow opportunity by learning from our mistakes

  47. How to beat the system • Old values that grow fear • Always needing to win • Maintaining control • Avoiding embarrassment • Staying in the box

  48. How to beat the system • New values that grow opportunities by learning from our mistakes • Informed choices • Internal commitment • Open testing • Being authentic

  49. How to beat the system • The journey of the system - strategy • Redefine leadership using the four levels of moral purpose

  50. How to beat the system • The journey of the system - strategy • Recognize the goal of continuing development by decentralizing

More Related