servant leadership - leadership through the lens
DESCRIPTION
Dr Stuart Middleton's afternoon keynote for Leadership Through the Lens, Friday 1 July 2011TRANSCRIPT
Service: The Vocation of Educational Leadership
Leadership through the Lens: Meeting the Standard – Expectations of Leadership
Wellington - July 2011
Stuart MiddletonDirector External Relations
Manukau Institute of Technology, NZ
Centre for Studies in Multiple Pathways
MANUKAU INSTITUTE OF TECHNOLOGY
Servant Leadership
Distributed + Authentic
Servant Leadership
MANUKAU INSTITUTE OF TECHNOLOGY
Servant LeadershipPrincipal tenet is that it is the duty of a leader......
• to serve followers• to develop, enable and support team
members• Helping them to develop potential and
to deliver their best
MANUKAU INSTITUTE OF TECHNOLOGY
MANUKAU INSTITUTE OF TECHNOLOGY
The best school leaders . . . . • Providing an educational vision for the
school• Being supportive of staff• Keeping up to date personally• Facilitating staff development• Being knowledgeable• Using themselves as role models• Improving the school in all areas
MANUKAU INSTITUTE OF TECHNOLOGY
General literature would say . . . • Challenge the process• Inspire a shared vision• Enable others to act• Model the way• Encourage the heart
Kouzes and Posner
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What’s common? School Business
Have Vision VisionSupport Enable othersUp-to-dateStaff DevelopmentKnow your stuffBe a role model Model the wayImprovement Challenge the process
Encourage the heart
MANUKAU INSTITUTE OF TECHNOLOGY
What’s common? School Business
Have Vision VisionSupport Enable othersUp-to-dateStaff DevelopmentKnow your stuffBe a role model Model the wayImprovement Challenge the process
Encourage the heart
MANUKAU INSTITUTE OF TECHNOLOGY
What’s common? School Business
Have Vision VisionSupport Enable othersUp-to-dateStaff DevelopmentKnow your stuffBe a role model Model the wayImprovement Challenge the process
Encourage the heart
MANUKAU INSTITUTE OF TECHNOLOGY
So is change possible?Transformational Leadership is based on three assumptions
1. The way an organisation functions and the way people behave within it are largely an indication of the culture of an organisation.
2. That the culture of the organisation has a direct and predictable effect on the performance of the organisation and the effectiveness of those in it.
3. Changing the culture and the behaviour of those within it is a time-consuming process requiring the use of a mix of approaches over a period of time which involves considerable consultation.
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A model of change
Promoting Change
Legislation Definition Societal Pressures Policy
Change
Knowledge Aspirations Experience Skills
Resisting Change
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The Two Axis
Vertical Promoting Change
New challenge Acceptance ofNew policies Consensus of the changeNew procedures by many
Horizontal Resisting
Change
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Different responses• Some immediately captured by the
symbolism – quick responders – allies – love the symbolism of it all
• Come to be persuaded by evidence and argument – become solid supporters
• Those who hold out – coercive action probably the only course of action
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The Paradigm Shift
The old way
Uncertainty
The new way
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The Paradigm Shift
The old way
Uncertainty
Seeking paradigms The new wayI find it always helpsTo see people as ants
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What we call the beginning is often the endAnd to make an end is to make a beginning. . .
We shall not cease from explorationAnd the end of all our exploringWill be to arrive where we startedAnd know the place for the first time
T S EliotLittle GiddingThe Four Quartets
MANUKAU INSTITUTE OF TECHNOLOGY
www.stuartmiddleton.co.nzwww.EdTalkNZ.com
EdTalkNZStuart Middleton
MANUKAU INSTITUTE OF TECHNOLOGY
Ina te mahi he rangatira
Manukau Institute of Technology
Stuart MiddletonManukau Institute of Technology
www.stuartmiddleton.co.nz
www.EdTalkNZ.com