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Practicing Leadership: Principles and Applications

Practicing Leadership: Principles and Applications. Chapter 14: Practicing Leadership: It’s Your Turn. Michael Loban: The Versatile Student Leader. Brake up personal habits and patterns to better fit different people, situations or environments Examine where you stand as a leader

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Practicing Leadership: Principles and Applications

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  1. Practicing Leadership: Principles and Applications Chapter 14: Practicing Leadership: It’s Your Turn

  2. Michael Loban: The Versatile Student Leader • Brake up personal habits and patterns to better fit different people, situations or environments • Examine where you stand as a leader • Find a steward to mentor you in an organization or field that interests you Chapter 14: Practicing Leadership: It’s Your Turn

  3. Michael Loban: The Versatile Student Leader To effectively lead conversations, the following actions are recommended: • Recognize people’s presence • Focus on figuring out where the conversation needs to head • Keep track of what people say, and how they say it • Pose questions, instead of giving advice or offering solutions • Summarize what has been covered • Focus on differences, and turn these differences into possibilities for innovative solutions • Divide work into manageable chunks • Offer people to the opportunity to lead particular work chunks based on their skill set and their input to date • Adjourn by acknowledging how much you learned from the group  Chapter 14: Practicing Leadership: It’s Your Turn

  4. Michael Loban: The Versatile Student Leader Changing faulty paradigms requires three steps: • Step 1-Determine what is important to you. Your ability to lead other people can only be mastered after you learn to lead yourself in a right direction. • Step 2- Start doing the work only after you have a visualization of where you are heading. If you want to learn how to deal with different people, and how to shift your leadership “transmission,” you need to be clear on what you are trying to accomplish. • Step 3- Be proactive. Change will not just happen, you have to work on it. On the other hand, learning also means doing; just like in alchemy – you come up with the result only when you mix different components at different quantities. Chapter 14: Practicing Leadership: It’s Your Turn

  5. Mary Satchwell: The ACE Theory of Leadership • Abilityrefers to the professional expertise and knowledge necessary to be an effective school psychologist, collaborative team member, student learning and behavioral support specialist, and research-based practitioner. This component embodies all of the principles necessary for professional certification, licensure, and career-long professional development, and should be attainable by any motivated school psychologist. Chapter 14: Practicing Leadership: It’s Your Turn

  6. Mary Satchwell: The ACE Theory of Leadership • Charismais defined here as the ability to engage or inspire others to action. While this is perceived as being a quality one either does or does not possess, I believe it is also possible to learn how to be charismatic by emulating exemplary individuals. Charisma and engaging others is essential for a school psychologist leader who is interested in implementing school-wide programming or systemic change. Chapter 14: Practicing Leadership: It’s Your Turn

  7. Mary Satchwell: The ACE Theory of Leadership • Empathy involves letting others know that you are aware of, understand, and care about their individual needs. Empathy should be practiced in a psychologist’s interactions with teachers in particular, but also with administrators, parents, students, case workers, paraprofessionals, and other colleagues. Empathy may be considered the most vital component of the ACE theory as it encompasses all of the collaborative interactions a school psychologist has with other education stakeholders and can help an individual access a large number of potential allies. Chapter 14: Practicing Leadership: It’s Your Turn

  8. Questions for Discussion and Review • What traits and behaviors are at the core of your personal leadership model? • What core personality traits do you bring to your personal leadership model? • What leadership skills to you possess and how do these skills enhance your model? • In your leadership model, what are a leader’s most important tasks? • What are the core values that your leadership model emphasizes? • In what ways does my leadership model reflect existing scholarship on leadership and in what ways is my approach unique to me? • What barriers and opportunities exist towards the implementation of my personal leadership model in my personal/social life? • What barriers and opportunities exist towards the implementation of my personal leadership model in my student/professional life? Chapter 14: Practicing Leadership: It’s Your Turn

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