leadership: applying differentiated support to your own school context
DESCRIPTION
Leadership: Applying Differentiated Support to Your Own School Context. Blackboard Collaborate Communication Tools. 3. Collaborate Tools. Sliders adjust mic and speaker volume Press to Talk and activate Video. Participant Tools: Emoticons Step Away Raise Hand Polling. Chat Tool. 4. - PowerPoint PPT PresentationTRANSCRIPT
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Blackboard Collaborate Communication Tools
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Collaborate Tools
Sliders adjust mic and speaker volumePress to Talk and activate Video
Chat Tool
Participant Tools:EmoticonsStep AwayRaise Hand Polling
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Participant FeaturesAudio Setup Wizard Audio Setup Wizard
Audio & Video Settings
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Testing the Audio Setup Wizard
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Participant FeaturesAudio & Video
Volume Controls
Video On and Off
Talk On and Off
Video Preview
Keep the Talk and Video off when not speaking.
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Questions?① Please raise your
hand.
② Wait to be called on.
③ Turn on Talk (and Video!) button.
④ Ask your question.
⑤ When done, please turn off Talk button.
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Connections to Survey Results
Q7.1b There is an atmosphere of trust and mutual respect in this school.
Q7.1c Teachers feel comfortable raising issues and concerns that are important to them.
Q7.1d The school leadership consistently supports teachers.
Q7.3a The school leadership makes a sustained effort to address teacher concerns about leadership issues.
Q6.5 Teachers have an appropriate level of influence on decision making in this school.
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Objectives• Examine and reflect on your own leadership style preference
• Reflect on your leadership approach to a situation at your school
• Deepen understanding of how to adapt leadership style to meet learner need
• Apply new learning in your school context• Generate an action plan to implement a desired school initiative
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Forum Norms
Use chat freely
Provide feedback often
Raise hand to speak
State name before speaking
Turn off microphone
Refrain from multi-tasking
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Some Initial Context
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A Leadership Style Framework
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S1:Directing
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S2:Coaching
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S3:Supporting
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S4:Delegating
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What is Your Leadership Preference?
Which style do you tend to gravitate towards as a leader?
A.DirectingB.CoachingC.Supporting D.Delegating
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Supervising is Situational!!!• Your leadership preference has nothing to do with
what leadership style may be needed to best support a teacher
• The choice is made by considering a number of factors
• Teacher experience, readiness, competence• Teachable moment• Motivation• Trust
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Reflecting On YourSchool’s Context
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Levels of DevelopmentD1
Low Competence, High Commitment
““Enthusiastic Beginner”Enthusiastic Beginner”21
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Apply
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Levels of DevelopmentD2
Some Competence, Low Commitment
““Disillusioned Learner”Disillusioned Learner”23
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Apply
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Levels of DevelopmentD3
Moderate to High Competence, Variable Commitment
““Reluctant Contributor”Reluctant Contributor”25
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Apply
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Levels of DevelopmentD4
High Competence, High Commitment
““Peak Performer” Peak Performer” 27
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Apply
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S3
S1S4
S2
Low Supportive and Low DirectiveBehavior
High Directive and Low SupportiveBehavior
High Directive and High SupportiveBehavior
High Supportive and Low DirectiveBehavior
DEVELOPMENT LEVEL OF FOLLOWER(S)
THE FOUR LEADERSHIP STYLES
DIRECTIVE BEHAVIOR
(High)
(High)(Low)
SUPPORTIVE BEHAVIOR
Peak Peak PerformerPerformer
Reluctant Reluctant ContributorContributor
Disillusioned Disillusioned LearnerLearner
Enthusiastic Enthusiastic BeginnerBeginner
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When optimal leadership is applied…
• Teachers feel supported in new tasks and empowered in tasks they are familiar with
• The potential for trust and mutual respect to take root increases
• Improved trust enables teachers to ask more questions and raise issues
• Educators save time
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Planning
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Trajectories of Supervision and Teaching Practice
Teacher Stage of Development
Purpose of Process
Locus of Control
Supervision Style
Supervision Models
Developing Proficient Accomplished DistinguishedUnsatisfactory
Quality Assurance Professional Learning Professional Learning Quality Assurance
Supervisor Support Provider Teacher
Directive Collaborative Facilitative
S1:Directing S2:Coaching S3:Supporting S4:Delegating
D1 D2 D3 D4
Traditional Supervision Consultation Collegial Problem Solving
Mentoring Cognitive Coaching Peer Alternative Models
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Considerations
• How can you empower higher skilled staff to acknowledge their abilities and support the development of others within the school?
• In what ways can district supports be leveraged to enhance your initiative?
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Considerations
• In what ways do already established systems and processes enhance or hinder your efforts (planning time, collaborative groupings, faculty meetings, etc)?
• In what ways can you gather evidence of impact that can further refine your plan along the way?
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• Need to add K church’s thing on evaluation for the session
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