Personal effectivenes how am i doing-jan '16
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Transcript of Personal effectivenes how am i doing-jan '16
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Personal Effectiveness-How am
I doing?Nascú
January 2016
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Anticipation Survival Disillusionment Rejuvenation Reflection
(Moir,E. New Teacher Centre Santa Cruz 1999)
Establishment phase-Year 1
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Tame, Critical and Wicked Problems Tame
Critical
Wicked
Follow the “Yellow Brick Road”
No waiting around, Decisions must be made
Complex, no right answer, no destination
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The PDST is funded by the Department of Education and Skills
under the National Development Plan, 2007-2013
Thinking About Leadership Leadership is not presented in roadmaps to
success
It is about positive influence
It is complex and draws heavily on personal knowledge, skills and traits
Leaders make a difference
© PDST, 20104
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Leadership Laws Based on Maxwell’s 21 Irrefutable Laws of
Leadership To be taken as a lens for looking at
leadership rather than a prescription No leader will display strength in all areas Meant as a way of looking at the profile
outlined on previous slide Each law can stand alone
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Maxwell’s Laws The Law of the Lid The Law of influence The Law of process
The Law of navigation The Law of solid
ground Law of Intuition Law of timing
Strengths/weaknesses He who thinks he leads , but
has no followers, is only taking a walk
Leadership is a journey not a destination
Need a vision
Trust Leaders see what
others cannot Timing is crucial
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The ‘Myth’ of the Complete Leader
Recent research is encouraging:
‘hundreds of people have struggled under the weight of the myth of the
‘complete’ leader! It is now becoming clear that an ‘incomplete leader’ who is authentic is likely to be more effective’
Ancona, Malone & Senge ‘In Praise of the Incomplete Leader (2011) HBR
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What does it mean to be Authentic?
Authentic leaders have been described as those who:
demonstrate a ‘passion’ for their purpose practice their values consistently lead with ‘hearts’ as well as ‘heads’
[George et al, Discovering your Authentic Leadership, (2012), Boston]
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Focus on life chances and opportunities-new JC
An advocate for students Firm but fair discipline .......
Hallmarks of purposeful relationship with students
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Are you a Director/Strategist/Presenter or a Mediator?
What are your strengths? What are your challenges?
What kind of leader are you?
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Domains Leading learning and teaching Leading school development Building culture, capacity and teams Professional growth and development Organisational Management
Self-evaluation of School Leadership-draft guidelines
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A well-functioning school requires leaders who:-
Create a culture of professional learning that fosters continuous improvement in learning, teaching and assessment as the core functions of the school
Teacher competencies Inclusion and equality of opportunity Professional responsibility and accountability Manage the school curriculum
Leading Learning and Teaching
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A well-functioning school requires leaders who:-
Establish and communicate a guiding mission and vision for the school and empower and support others in the achievement of the vision
Evidence-based school self-evaluation Build relationships Promote communication Manage and lead change
Leading School Development
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A well-functioning school requires leaders who:-
Promotes a learning culture that fosters improvement, collaboration, innovation and creativity and recognises and celebrates individual and collective contributions and achievements
Builds teams Student voice
Building culture, capacity and teams
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A well-functioning school requires leaders who:-
Maintain and further develop leadership competencies and awareness of leadership research through continuing professional development
Manage workload Critique practices Build professional networks
Professional Growth and development
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A well-functioning school requires leaders who:-
Manage human and physical resources and organisational structures and strategies to create and maintain a learning organisation
Ethical standards Safe –functioning Communities of practice in the area of
management and leadership.
Organisational Management
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Supportive Advisory Equal ...
Relationship with parents
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Leader Manager Coach Motivator .........
Relationship with Staff
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Inform Guide Advise Serve ......
Relationship with Board of Management
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A thought...... ‘if you please everyone, you aren’t making
enough progress’ Mark Zukerberg (Facebook)