Leaders must be close enough to others relate but far enough ahead to motivate them.
Agree with this statement at times you need to pretend.
This quote infers planning and that you are going somewhere and you know where you are going.
As lead teacher role you are a change agent
We have a start line and you as the leader are ahead. However not everyone is not at the start line. You can’t use a blanket approach as then you are not getting all the staff.
What strategies do I use to cover all the needs?
The implementation of e-share. However at the moment it is not covering all needs need to make sure next term it covers a wide area of abilities.
Principals of effective teaching apply to leading.
1. How do I see myself as the lead teacher?
Fix it person at times, the knowledge of everything and at times some people are disappointed when you don’t know. Guide and delegating tasks out to others.
2. How do others see me?
Helpful, having ideas to offer and a person to celebrate success that they have had with.
3. How do you know?
People sharing ideas with me, seeing ideas in class blogs on walls and sharing. Seeing growth in others.
Two types of change 1st order change and 2nd order change. 1st order are when people can still keep their beliefs but make little changes. 2nd order change is when people have to change their whole beliefs.
How are others having a say in ICT?
At the present time not much. This year we have had a delegation with team to do workshops. Next term will ask teachers what they want.
A leader cannot lead if the followers don’t follow. You get appointed from above but it will be unsuccessful if the followers won’t follow.
Power
Positional Power
Positional power, or authority, is conferred by a position or role within an organisiation. The follower responds to this kind of power because the person exerting it is able, by virtue of what they are and the role they fill, to direct the behaviour of the follower and to ‘punish’ any resistance of the power.
This type of power is commonly associated with management.
Personal Power
Personal power or influence may be exerted by individuals at all levels of an organisation, irrespective of the position they hold or the authority they are able to wield. The follower responds to this type of power because they acknowledge the value of the relationship they have with the person exerting it, and understand that failing to respond may have a detrimental effect on that relationship.
It is the type of power most commonly associated with leadership.
Knowledge Power
Knowledge power is based on the expertise of the person using it. Like personal power it can be wielded by individuals at any level of the organisation. Followers respond to this type of power because they accept that the greater the knowledge or experience of the leader gives them the right to guide their actions. They are inclined to follow the example of the leader and emulate them out of respect for their expertise.
When people are confrontational it doesn’t mean that they have a personal problem with you it is that the issue doesn’t sit comfortably with them.
Homework
1. Which power base do you predominantly use, and why?
2. Do both positional and personal power have a place in your leadership style? Describe the up sides and down sides of each.
Read The Five Practices Exemplary Leadership
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