Professional Documents
Culture Documents
people that would not have happened if you werent there. And in todays world, thats less and less through command and control, and more and more through changing peoples mindset and hence altering the way they behave.
Managing harmony
Create consensus among participants and to describe
how the individual roles and responsibilities of individuals merge into a collective
Institutionalizing values
Convert the shared goals into operational plans for
accomplishment
Motivating
Help participants find meaning in their work Encourage participants to accept increasing
Managing
Manage and regulate the daily operation of the work
place without interfering with instructional time Accomplish the routine tasks with minimal interruption of the participants teaching & learning responsibilities
Explaining
Explain the rationale for participants actions
Enabling
To provide the opportunity and the mechanisms to achieve its
shared goals
Modeling
Accepting responsibility as head follower by modeling
purpose and values in thought, word and action E.G. To present and demonstrate new teaching strategies
Supervising
Apply formative assessment strategies to find out whether the
vision is being met, and to make adjustments to keep the vision healthy
As nerve centre
Disseminator Spokesman
Strategy maker
Manager as Monitor External information (through Liaison role) from contacts, informers, peers, and expert.
Manager as Strategy Maker Information for making Models and plans for Identifying problems and opportunities
FIGUREHEAD LEADER LIAISON MONITOR DISSEMINATOR SPOKESPERSON ENTREPENEUR DISTURBANCE HANDLER RESOURCE ALLOCATOR NEGOTIATOR
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INFORMATIONAL:
DECISIONAL:
Leader
Responsible for the motivation Virtually all managerial activities and activation of subordinates; involving subordinates responsible for staffing, training, and associated duties
Liaison
Maintains self-developed network Acknowledgments of mail; of outside contacts and informers external board work; other who provide favors and activities involving outsiders information.
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Description
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 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.
Handling all mail and contact. Categorized as concerned primarily with receiving information (eg: periodical news, observational tours)
Disseminator
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 Board meeting; handling mail and organizations plans, policies, actions, contacts involving transmission of results, etc; serves as expert on information to outsiders organizations industry
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Role Decisional
Description
Entrepreneur Searches organization and its Strategy and review sessions environment for opportunities and involving initiation or design of initiates improvement projects to improvement projects. bring about change; supervises design of certain project as well. Disturbance Handler Resource Allocator Responsible for corrective action Strategy and review sessions when organization faces important, involving disturbances and crises. unexpected disturbances. 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
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The Balanced leadership Framework: Connecting Vision with Action By Tim Walters and Greg Cameron (2007)
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competencies -Managing self -Managing communication -Managing diversity -Managing ethics -Managing across cultures -managing teams -managing change
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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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and
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