Prof. Dr. Zaidatol Akmaliah Lope Pihie

Definition and role of educational leadership

Leadership is accomplishing something through other people that would not have happened if you weren’t there. And in today’s world, that’s less and less through command and control, and more and more through changing people’s mindset and hence altering the way they behave.

Today, leadership is being able to mobilize ideas and values that energize other people.

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Role of Educational LeadershipAssist community to create and align the

shared goalsGuide community to articulate its values and

beliefs

Managing harmonyCreate consensus among participants and to

describe how the individual roles and responsibilities of individuals merge into a collective

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Institutionalizing valuesConvert the shared goals into operational plans

for accomplishment Motivating

Help participants find meaning in their workEncourage participants to accept increasing

responsibility for making decisions about their work

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ManagingManage and regulate the daily operation of the

work place without interfering with instructional time

Accomplish the routine tasks with minimal interruption of the participant’s teaching & learning responsibilities

ExplainingExplain the rationale for participant’s actions

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EnablingTo provide the opportunity and the mechanisms to

achieve its shared goals

ModelingAccepting responsibility as head follower by

modeling purpose and values in thought, word and action

E.G. To present and demonstrate new teaching strategies

SupervisingApply formative assessment strategies to find out

whether the vision is being met, and to make adjustments to keep the vision healthy

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Manager leader as Information – Processing system

As monitor – external infAs monitor – internal infAs nerve centre DisseminatorSpokesmanStrategy maker

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Figure 1: The manager as Information-Processing System

Manager as Monitor

External information (through Liaison role)

from contacts, informers,peers, and expert.

Manager as Nerve Center

Manager as Disseminator

Information to Subordinates

Manager as Strategy Maker

Information for makingModels and plans for Identifying problems

and opportunities

Manager as Monitor

Internal information(trough leader role)from subordinates

Manager as Spokesman

Information to Outside

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Discuss Leadership’s RoleINTERPERSONAL: FIGUREHEAD LEADER LIAISON INFORMATIONAL: MONITOR DISSEMINATOR SPOKESPERSON

DECISIONAL: ENTREPENEUR DISTURBANCE HANDLER RESOURCE ALLOCATOR NEGOTIATOR

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RoleRole DescriptionDescription Identifiable Activities from Identifiable Activities from Study of Chief ExecutivesStudy of Chief Executives

InterpersonalInterpersonal

FigureheadFigurehead Symbolic head: obliged to Symbolic head: obliged to perform a number of routine perform a number of routine duties of a legal or social duties of a legal or social nature.nature.

Ceremony, status request, Ceremony, status request, solicitationssolicitations

LeaderLeader Responsible for the Responsible for the motivation and activation of motivation and activation of subordinates; responsible subordinates; responsible for staffing, training, and for staffing, training, and associated dutiesassociated duties

Virtually all managerial Virtually all managerial activities involving activities involving subordinatessubordinates

LiaisonLiaison Maintains self-developed Maintains self-developed network of outside contacts network of outside contacts and informers who provide and informers who provide favors and information.favors and information.

Acknowledgments of mail; Acknowledgments of mail; external board work; other external board work; other activities involving activities involving outsidersoutsiders

A Summary of Administrative Roles A Summary of Administrative Roles and Activitiesand Activities

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Role Description Identifiable Activities from Study of Chief Executives

Informational

Monitor Seeks and receives wide variety of special information (much of it current) to develop thorough understanding of organization and environment; emerges as nerve center of internal and external information of the organization

Handling all mail and contact. Categorized as concerned primarily with receiving information (eg: periodical news, observational tours)

Disseminator

Transmits information received from outsiders or from other subordinates to members of the organization; some information factual, some involving interpretation and integration of diverse value positions of organizational influence.

Forwarding mail into organization for informational purposes, verbal contacts involving information flow to subordinates (eg: review sessions, instant communication flows)

Spokeperson Transmits information to outsiders on organization’s plans, policies, actions, results, etc; serves as expert on organization’s industry

Board meeting; handling mail and contacts involving transmission of information to outsiders

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Role Description Identifiable Activities from Study of Chief Executives

Decisional

Entrepreneur

Searches organization and its environment for opportunities and initiates “improvement projects” to bring about change; supervises design of certain project as well.

Strategy and review sessions involving initiation or design of improvement projects.

Disturbance Handler

Responsible for corrective action when organization faces important, unexpected disturbances.

Strategy and review sessions involving disturbances and crises.

Resource Allocator

Responsible for the allocation of organizational resources of all kinds – in effect the making or approval of all significant organizational decisions.

Scheduling; requests for authorization; any activity involving budgeting and the programming of subordinates’ work.

Negotiator Responsible for representing the organization at major negotiations.

Negotiation.

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17Rujukan untuk exhibit 1: The Balanced leadership Framework: Connecting Vision with Action

By Tim Walters and Greg Cameron (2007)

Why Leadership Is Important?

Effective leadership encompasses seven foundation competencies

-Managing self -Managing communication -Managing diversity -Managing ethics -Managing across cultures -managing teams -managing change

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Introduction: Leadership and Management

Management is being able to develop a plan and manage according to the plan within a relatively short time horizon of one or two years

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Leadership is having the vision of knowing where to take your school over a longer haul, having that vision and setting the direction, getting everybody enthused about meeting the longer term goals, meeting the philosophies of the school and really making employees feel it (goals) inside them.

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A true leadership capability is where he can go infront of a group of people – talking to them enthused about things, setting the direction and getting the people to understand the goals

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Is leadership a trait that can be taught or is a person born with it?

It is a combination of both,It used to be said that leadership is something a person is born with. There is some truth in it esp. in small children

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But leadership also can be learned, and it has to be practiced

Conclusion: It is a combination of both

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Bincangkan :

BOSSES GIVE ORDERS

MANAGERS ACCOMPLISH THINGS

LEADERS CREATE VISION

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Managers are peaple who do things right (efficient)

and

Leaders are people who do the right things (effective)

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