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Assignment 2: Theory to Practice

by Courtney L. Teague EDD-9100S-OL4Educational Leadership Simulation

Nova Southeastern UniversityMarch 30, 2013IntroductionLeadership is present in every walk in life. Leadership is sometimes untitled and many people operate in their daily lives without realizing that they are exhibiting characteristics of leadership. For this assignment I chose to interview four leaders at my school and one leader within my city. I interviewed Leader A, who is a 5th year principal; Leader B ,an Assistant principal who has served as assistant principal for 20 years; Leader C, who is a physical education teacher who desires to become an administrator; and Leader D, who is the special education lead teacher with 11 years of experience. The city leader I interview has represented my area as my citys council woman for the last eight years. She is responsible for approving the City budget, enacting municipal ordinances, setting policy, appointing City Clerk, City Clerk Treasure, Police Chief, and the Mayor Pro Tem (personal communication, Mark 21, 2013). Along with being a city leader, she serves as team mom for her daughters soccer team. Gaston Middle SchoolGaston Middle School (GMS) is a Title I Distinguished School" located in a thriving suburban area. GMS is accredited by the Southern Association of Colleges and Schools, Council on Accreditation and School Improvement and is an Advanced Placement Certified School. GMS serves 939 students in middle grades sixth through eighth. Currently 89% of GMS families qualify for free and reduced lunch. Approximately 87% of the students are minorities of that 32% are Hispanic and 50% are female. Students are assessed yearly in technology, math, reading, language arts, science, and social studies to assess their strengths and weaknesses. There are over 73 teachers, 4 administrators, and two counselors at GMS. Class sizes range from 19 32 multi-ability leveled students. GMS performance has demonstrated gains in math and reading between 2006-2012 based on the Georgia Performance Standards. In 2012, GMS implemented Common Core Performance Standards, a more rigorous curriculum and initiative led by the state of Georgia. Common Core Georgia Performance Standards ensure that Gastons 73 full time teachers have a universal structure that will help them provide the tools for their students to have the desired knowledge, skills, and abilities to be successful within their public school tenure.Leadership styleAfter interviewing several leaders within in my school, I concluded that there are various types of leaders with varying leadership styles working collaboratively. The most important contribution a leader can make is the long term development of organizations and people so they are capable to adapt, change, prosper, and grow (Kouzes & Posner, 2002). I asked all of the leaders to describe their leadership style. The leaders responses ranged from situational coaching leadership to by the book. However, I do not agree with Leader As description of leadership style. The leadership style that she displays is authoritarian. Northouse (2012) stated that authoritarian leaders, emphasize that they are in charge, exerting influence, and control over group members (p.53). I also asked the leaders if their style changed based on events and situations and their responses ranged from no to yes. The leaders style is reflective of their ability to make decisions.

DecisionsIndividual decision-making reflects rationality. Time limits and other variables affect how problems are defined, goals are specified, data is gathered, alternative thinking, risk results, and consequence assessment (Zimmerman, 2012).There are leaders who demonstrated that root method or rational comprehensive method, which is were the leader confronts a given objective and chooses to the best objectives by formulating as many possible alternatives to achieve the stated objective. The leader assigns values that are logically selected and weighed in relative importance (Stillman, 2005, p. 221). The downfall to this decision making style is that time is not your friend when a decision needs to be made in a timely manner. This decision making style cannot be practiced when there are really complex problems. I asked the leaders to describe their decision making process and to reflect over their previous leadership experiences, and if they would have changed their decision method. Leader A is the schools principal and she serves as the committee member in several areas. Leader A describes her decision making process as considering pros, cons, policies, and procedures. However, she did agree that some of her past decisions could have been made differently. As the school principal, many of the schools decision are made by her and assuming the leadership team. Leader B described her decision making as the importance and urgency of the issue at hand. Leader B stated that Many of the decisions I make on a daily basis in my current job are based on federal and state laws and procedures within the county, so the answers are pretty cut and dry. As stated above, I like to process through the possible consequences and long-term effects of my decisions. Leader B believes in daily reflection of her actions, decisions, and consequences, and how it affects other stakeholders such as teachers, staff, and students. She is a constant learner. She stated, even those erroneous decisions have taught me a valuable lesson as a leader. Leader C describes her decision making by the book. However, I do not think she is aware of the threat that by the book may impose. Making decisions by the book may result in automatic cognitive thinking. Automatic cognitive thinking is called automaticity. One may ask what automaticity means, it is as simple as driving the same route to work, your brain is a making a decision that does not require critical thinking or analyzing the possibilities (Gerras, 2008). Leader C does not consider obstacles that may occur and considering that there are no guidelines in the book she may fail. Gerras (2008) stated that some decision makers make decisions on critical issues using automaticity as opposed to taking necessary time and investing the energy for a more deliberate thinking. Leader D describes her decision making process as analyzing the situation and employing prior experience. She also relies on the input from stakeholders such as parents, students, other administrators, and teachers. After gathering as much data possible she looks for multiple solutions that are always made based upon what is best for the student. The student is our customer and we must do what is right for the student, no matter how unpopular the decision may be. However, she feels that a good leader is reflective and understands that events will not go as planned. She reflects and ask herself, what could I do differently if the same or similar situation arises again. Leader D takes the problem solving approach that Northouse (2012) describes as skills that include identifying the problem, generating alternative solutions, selecting the best solution and implementing solution. After reviewing the various leaders decision -making processes, I agree that reflection is very important in leadership. Remembering every experience and learning from them is essential in making decisions that will have a major impact. Problem solving Problem solving references ones ability to take corrective action in a problem situation to achieve desired objectives (Northouse, 2012, p.93). Leader D said her decision making process depends on the urgency of the matter. Many of her daily decisions are based on strict federal and state laws and procedures within the school district, so the answers are rigid. Leader D stated that one problem that special education teachers at GMS face annually is administering the Criterion Referenced Competency Test (CRCT) annually. Many of the students with disabilities have varying accommodations, which places a strain on the school during the annual test. The school has a shortage of proctors available to administer the CRCT. Although it places a strain on the school, the school is responsible for providing all accommodations required by the students Individualized Education Program (I.E.P.). Problem solving begins with asking the involved stakeholders to state their areas of agreement and (Kouzes & Posner, 2002, p.272). As Kouzes & Posner suggested, Leader B seeks to listen to the specific details and ask clarifying questions to obtain a full understanding. Leader B seeks advice from other administrators and refer to the school districts policies and procedures in place for all stakeholders. Leader A and Leader C references districts protocol as well.

Collaboration There is always a need for human interactions. The are two prerequisites to a human moment: attention and physical presence (Kouzes & Posner, 2002, p.273). In person communication improves the probability that clarity and understanding with team members when criticism or opposition is expected. Leader C stated that collaboration with like-minded individuals is one of her motivations to come to work daily. Leader B stated that the weekly administrator meetings are formal meetings where they communicate about problems and experiences. It serves as an avenue for them to bounce ideas around and to share possible alternatives. Collaboration often is needed for making decisions that impact multiple stakeholders. The quality of the decision often depends on the quality of inputs provided during collaboration (National Defense University, n.d.)City of HiramThe city of Hiram was established as a railroad town in 1891. The city of Hiram his located in Paulding County, one of the most progressive counties in the United States. Hiram is located in northwest of Atlanta, Georgia (The City of Hiram, n.d.). The city of Hiram has a population of 3,600 (personal communication, March 19, 2013). The city of Hiram local government consists of a City Council, Mayor, City and Manager. I interviewed the City Council member for my area. She was the only City Council member to respond to my interview request. After communicating via email and reading her responses to the emails, I concluded that she is an inspirational selfless servant. Inspiring leaders inspire optimal performance to get extraordinary things in extraordinary times (Kouzes & Posner, 2002, p.31).

Leadership StyleThe City Council member described her leadership style as situational and people based. She stated that in her leadership experiences she feels that leadership is about learning and when you always reflect and question your decisions you may think that it could have been made differently. She stated that she is not in a popularity contest and she ins not worried about being liked for doing what others want her to do but she do what is best. She is inspired by various events in life. She said, I watch my kids soccer coach and the soccer team. I watch how the kids get on the field and communicate with each other to work towards making a goal. She understands that leadership occurs in the community and not only in a formal setting.Decision-makingAs a City Council member, she is responsible for collaborating with others to make important decisions. The City Council woman stated that her decision-making begins with the end in mind and she implements critical thinking throughout her decision making process. She thinks about the purpose of the city council. Critical thinking is important when making decisions. Critical thinking assists leaders to understand the influence of their decisions as a whole and warrants goal alignment and result accountability (Rezak, 2011). Political responsiveness is the belief that the government responds to peoples will as expressed through elected officials (Hays & Kearney, 2003, p.17). Problem Solving The City Councils woman approach to solving problems is not to conform to the norm. She wants to know the root of the problem and the events that led up to the problem. The antecedents are influential to the behavior and problem consequences. She stated that not all problems have solutions. I found that to be profound. Problem solving does not occur in isolation. She likes to listen to others experience. She shared a recent budget problem the city faced. The city operated in a budget deficit. She was not liked by her council members for requesting program evaluations to find money and reduce money being wasted on ineffective programs. CollaborationWhen the City Council woman was asked about collaboration, she stated that collaboration can possibly occur outside the four walls of because the needs may not be met if no one in the building or organization has that skill set. She feels that many people are leaders without the title and it is important to go out into the community to seek them. The City Council member stated that it is important to celebrate victories and to be visible. Increasing human interaction causes increased optimism and credibility (Kouzes & Posner, 2002). While communicating and collaborating with others, one must be careful not to become part of an interest group. Interest groups can influence decision- making and have conflicting goals and leadership styles (French & Folz, n.d.; Stillman, 2005).ConclusionSometimes I think leaders confuse management with leadership. There are various leadership styles at GMS and I could only imagine being in the weekly administration team meetings. The strangest things is that one of the leaders is not invited to the meetings, however, her role is very important and her actions drastically impacts the success of the school. Whatever decisions are made impact more than just the decision makers. Management is doing things right; leadership is doing the right things. " -Peter Drucker. Every organization has success and issues. GMS leadership style reflects Hirams city council. Not everyone agrees with decisions, however, the decisions influence more than just the council. The city council members are placed in their roles to represent their community.

ReferencesFrench P.E. & Folz, D.H. (n.d.). Executive behavior and decision making in small cities. Retrieved from web.utk.edu/~dfolz/arpa.pdf Hays, S.W & Kearney, R.C. (2003). Public personnel administration problems and prospects. (4th edition). Saddle River, NJ: Prentice Hall

Kouzes, J. & Posner, B. (2002). Leadership the challenge (3rdedition).San Francisco, CA: Jossey-Bass

National Defense University. (n.d.). Retrieved from http://www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-dm/pt3ch12.html

Northouse, P. G. (2012).Introduction to Leadership: Concepts and Practice.Thousand Oaks: Sage.

Rezak, C.J. (2011). Developing critical thinking in todays leaders no room for old-school leadership development in the new normal. Retrieved from http://www.brandchannel.com/images/papers/530_paradigm_learning_wp_critical_thinking_0911.pdf

Stillman, R.J. (2005). Public Administration (8th edition). Houghton Mifflin: Boston, MA

Zimmerman, P.B. & Kanter, R.M. (2012). Decision making for leaders. A synthesis of ideas from Harvard University advanced leadership initiative think tank. Retrieved from http://advancedleadership.harvard.edu/Portals/115252/docs/Decision_Making_ThinkTank_Final.pdf.

Appendix

Leader interviewsLeader A

1. How would you describe your leadership style? collaborative2.Does your leadership style change based on situations and events? If so, how? yes; depends on situations and needs3.Reflecting over your leadership experiences, do you think there were decisions that could have been made differently? yes4.When you are a faced with a problem, how do you solve it? consider pros, cons, policies, procedures5.Does collaboration amongst other leaders (inside or outside the building) influence your decision making? yes6. Do you study the leadership styles of other leaders in other fields? yes7.Do you believe quitting before completion is a sign of weakness or a sign of strength? Please explain. neither; reasons vary8. Describe your decision making process. consider pros, cons, policies, proceduresLeader B 1.How would you describe your leadership style? Straightforward and honest are two words that come to my mind. I have high expectations for myself and for those I lead.2.Does your leadership style change based on situations and events? If so, how? Absolutely, my leadership styles changes every year when I change grade levels. There are differences in the students maturity level at each grade level, as well as differences in the teachers personalities at each grade level. In addition, there are different responsibilities at each grade level, so my approach has to be different in how to handle these tasks. Just like teachers have to look at each student individually for their strengths and weaknesses, so must I look at students and teachers at each grade level.3.Reflecting over your leadership experiences, do you think there were decisions that could have been made differently? Always!! A good leader takes time to reflect on situations that sometimes dont go as plannedI will think back and ask myself what could I do differently if the same or similar situation arises again.4.When you are a faced with a problem, how do you solve it? First, listen to the specific details and ask clarifying questions to obtain a full picture of the situation. If I dont have prior knowledge from a previous similar situation, I seek advice from other administrators. After gathering this information and using the CCSD policies and procedures in place for administrators, teachers and students, I am able to make a decision.5.Does collaboration amongst other leaders (inside or outside the building) influence your decision making? The administrative team at Floyd meets every Monday to discuss ongoing issues and tasks. We bounce ideas off of each other in this formal meeting. In addition, I call the other assistant principal to ask her advice or to see if she has encountered a similar situation. We text each other sometimes at night to talk about our day and situations we encountered.6. Do you study the leadership styles of other leaders in other fields? Yes, I have read many professional books; some are related to the field of education and some are related to other fields, such as the military leadership, corporate leadership, books written by other school districts or superintendents. A good leader tries to keep informed of current research and seeks out ways to improve their leadership.7.Do you believe quitting before completion is a sign of weakness or a sign of strength? Please explain. I dont believe in quitting. I believe in compromise, where I may have to compromise and accept something different that I had in mind; something that is not against my beliefs as a person and professional. I dont remember a time when I threw up my hands and quit on a task.8. Describe your decision making process. First, I like to take a close look at specific details of a situation, also taking into consideration my prior knowledge or history. Next, I may ask for some input from stakeholders, such as teachers, parents, students, or other administrators. After gathering as much data as I can, I then look for multiple solutions that are always made based upon what is best for the student. The student is our customer and we must do what is right for the student, no matter how unpopular the decision may be.Leader C 1.How would you describe your leadership style? By The Book2.Does your leadership style change based on situations and events? If so, how? No3.Reflecting over your leadership experiences, do you think there were decisions that could have been made differently? No4.When you are a faced with a problem, how do you solve it? Follow protocol5.Does collaboration amongst other leaders (inside or outside the building) influence your decision making? Yes6. Do you study the leadership styles of other leaders in other fields?Yes7.Do you believe quitting before completion is a sign of weakness or a sign of strength? Please explain. Weakness. You must finish what you started.8. Describe your decision making process.Evaluate the situation ,weigh the out comes ,Consider my values ,then I decideLeader D 1.How would you describe your leadership style?I adapt my leadership style based on the situation. I would prefer to be a coaching type, where I teach others how to think for themselves, be self-sufficient and build success, but in this current position, I am a pacesetting leader, where I model for others exactly how I wish for them to perform.2.Does your leadership style change based on situations and events? If so, how?When adults are willing to learn and grow, I can use more of a coaching style, but when adults are defiant or unmotivated, I must use a different style. At times I have felt that my position encourages a delegative leadership role, where I am not at liberty to make decisions but just lend support to the teachers. 3.Reflecting over your leadership experiences, do you think there were decisions that could have been made differently? Most definitely! I reflect daily on my actions, decisions, and the consequences of those actions and decisions in regards to how they affect teachers, staff, and students. Fortunately, even those erroneous decisions have taught me a valuable lesson as a leader.4.When you are a faced with a problem, how do you solve it?I prefer to have a moment to process the problem, particularly the root cause of the problem, to see if my proposed solution will actually solve it permanently or temporarily. It often seems that when I follow the easier, faster solution I end up with bigger issues than when I started. For example, when we administer the CRCT test we always have a shortage of proctors to accommodate students. Each year the problem occurs and we have to plan well in advance but some problems we are unable to plan too far in advance because of the fluctuating numbers of students in the transient school. 5.Does collaboration amongst other leaders (inside or outside the building) influence your decision making?Of course. Collaborating with like-minded professionals is what keeps me coming to work every day.6. Do you study the leadership styles of other leaders in other fields?Not regularly, but I do enjoy reading leadership research.7.Do you believe quitting before completion is a sign of weakness or a sign of strength? Please explain.If the project is a worthy effort, and there is a definitive end to it, then it is a sign of strength to persevere towards the end. If the project is not worthy or is not within my ability to complete, then quitting is also a sign of strength, because I am being honest with myself about my abilities. 8. Describe your decision making process.It depends on the urgency of the matter. Many of the decisions I make on a daily basis in my current job are based on federal and state laws and procedures within the county, so the answers are pretty cut and dry. As stated above, I like to process through the possible consequences and long-term effects of my decisions.City council leader

1. How would you describe your leadership style? My leadership style. I would like to think of myself as a person who is about doing what is right for the people. I know that it is not a popularity contest and I am not worried about being liked for doing what others want me to do. However, I want others to understand the mission. 2. Does your leadership style change based on situations and events? If so, how? Yes, my leadership style changes based on the situation. All leadership styles are not appropriate for certain situations. 3. Reflecting over your leadership experiences, do you think there were decisions that could have been made differently? Always. Leadership is about learning. When you learn you always reflect and replay situations and decisions and think about how they could have been differently. 4. When you are a faced with a problem, how do you solve it? It depends on the problem. Not all problems have solutions some just have alternatives. As a city council woman, it is about representing other people. I put myself in their shoes. I ask myself, how would I feel if it were me? I think about the long-term consequence. I try to find the root of the problem and dont result to quick fixes. The events that led up to the problem are important to know. I research and I call people in different fields to listen to their opinions and experiences. I do not fall into the group think disaster where I just listen to my fellow council members and agree with their solutions just for the sake of it. I also like to collaborate with others to hear their experiences. For example, Hiram was operating in a budget deficit. Decisions had to be made of which programs to cut. Quite naturally the youth and senior programs were the first up on the chopping block. That was a major problem. Funding was available, an evaluation of programs just had to take place. My fellow members thought it was a waste of money but I fought until it happened. As a result, no youth and senior programs funding was cut. 5. Does collaboration amongst other leaders (inside or outside the city) influence your decision making? Yes it does. I know it may be a little off subject but I like to celebrate the victories of others so I have to be visible in the community. Lets be real collaboration cant occur within the four walls, because the needs may not be met if no one in the building or organization has that skill set. Many leaders do not have the official title of leader so I have to go and talk to them and collaborate with them to help them so they could help the city implement the mission and purpose. 6. Do you study the leadership styles of other leaders in other fields? Believe it or not! I watch my kids soccer coach and the soccer team. I watch how the kids get on the field and communicate with each other to work towards making a goal. 7. Do you believe quitting before completion is a sign of weakness or a sign of strength? I think quitting is a sign of maturity. If you know it is your weakness why continue to cause frustration when the task at hand could be completed by someone else who has the strength. 8. Describe your decision making process. My decision making process begins with the end in mind through critical thinking. I think about the purpose of the mission of the city council and my morals and values. I look at possible alternatives and the effects. I also think about removing the barriers that can influence the decision making process for myself and others.