Chapter Three: Research
Building a leadership community based on a shared vision for success for all is a well thought out plan that takes time. Leadership communication requires that the content of the communication include a shared and compelling vision of success, a clear set of values, and honesty about performance. An effective leader must convey a sense of purpose to others, through the communication of a vision. This is done by communicating to others what is to be done, why it is important, how it will be done, and what action must be taken be each. People need a straight forward understanding of what is expected of them. Without this guidance, confusion and frustration that develops, when given an assignment or assigned to a team with little instruction. Richard DuFour approach using Professional Learning Communities (PLC) is a step in the right direction. One major emphasis in the
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“Will you look at that . . . even a blind squirrel finds an acorn once in a while.” When asked to explain, the grandfather said that the old expression means that if you work hard enough and are persistent, good things will happen. As the story goes, every once in a while something good would happen and the blind squirrel would stumble upon an acorn. (Many 2015). School districts across the country are living the parable of the blind squirrel. The districts need to find ways to work smarter, not harder. The mission and vision aren’t the only driving force in today’s school. Data is a critical aspects that is being addressed daily or should be. Looking at data has been and will be a challenge for a fixed mindset. A growth mindset according to Carol Dweck’s work will push a district to overcome the challenges. The old saying if at first you don’t succeed, try, try again. Being positive is just one good characteristic that she addressed for a “growth mindset”. Administrators that are focusing on the
My chosen leader for this assignment was my former director of the organization I currently work at, Pennyrile District Health Department, Jim Tolley. He had a vision of a big plan, and the future of not only the organization, but the communities that we serve. According to the requirements of an effective vision, I believe he was a leader to help the organization see and work towards the vision. Four requirements of a effective vision are: establish direction and mobilize the organization, communication, detail on employees part of the vision, and uplifting and inspiring (Manning & Curtis, 2008).
an article from Harvard Business School, five professors voice their views on leadership in action in the business world. This source is found to be credible because of the fact that a high level, well-known education site, publishes this article. David Thomas, one of the HBS professor’s states, “Your behavior, your actions, and your decisions are also ways of communicating, and leaders have to learn how to create a consistent message through all of these. It 's been said many times, but leaders lead by example." (Blagg and Young 1).
For example, under the component of purposeful we all for the most part had a commitment to the goal and activity we had to present, we also found a common ground with how we wanted to go about making a change towards structural racism. We did this by engaging the class with our topic 1. The Relational Leadership Model is a relational process
PLC at Work focuses more on a student-centered culture, and individual teachers meeting each week and following specific processes to ensure success for each individual student. Throughout the process, teachers list essential skills desired for each unit, how much time will be allotted, and how they plan to assess the knowledge. The team will then look at results and determine what did and did not work, and how to teach the concepts better if many students were unsuccessful. They also focus on how to challenge the high-achieving students. An important aspect of this model is that the teachers themselves will have a voice and choice of “when and how” they decide to teach such material.
During the course of my Noncommissioned Officer Academy course I have learned numerous terms, and theories that can assist me in doing my part to make the Air Force better. My vision statement is: Utilizing the correct tone as a team leader to inspire flexibility during conflict, and negotiations to optimize continuous improvement. Over the next 3 to 5 years, I believe that working towards this statement will cause a ripple effect among my airmen, and shape the future leaders of our Air Force. This will enable those I led to be more receptive to create change while maintaining relationships. Additionally, to achieve this goal relies on my ability to apply my vision because this plan will not happen overnight.
Through experience we develop and hone our leadership proficiency. I will set goals in the following three areas, to continue my growth and serve our team as a leader in the organization. 1. Leaders inspire commitment, and know they cannot command it. I will describe a compelling image of what our future could be like.
Shared Vision The promotion of our vision is not within an organization, but the church or the Body of Christ. The people are very much aware of the vision, because it is articulate throughout the ministries in all parts (Children Ministry and Nursery). We faithful agree with the vision, because the vision coincide with the mission. We acknowledge that our service is to God; as we are led by the Holy Spirit.
Path goal theory thoroughly examined the relationship between leaders and followers. It examine how leaders motivate subordinates in pursuit of objectives. It implied that leadership is not enforced on subordinates but exercised in conjunction with them, recognising that often leadership is wanted by those that are led, not imposed on them. Path goal theory emphasise on directive leadership which involved clear command, recognise and assign tasks, indicating how and when the task to be completed and the standards expected. This is a style of leadership that is familiar to most commanders and leaders.
A vision statement is nothing but a road map indicating what we want to become and guiding transformational initiatives setting a defined direction to achieve success. According to Roy T. Bennet, in his book “The Light in the Heart” mentioned that “Good leaders have a vision and inspire others to help them turn vision into reality. Great leaders create more leaders, not followers. Great leaders have a vision, share a vision, and inspire others to create their own.” This shows the importance of vision in any person’s life.
Looking into Professional Learning Communities within Indigenous groups Indigenous populations face multiple challenges when develop their literacy practices. Most of the time the indigenous languages spoken by these population compete in an unfair arena with a powerful language. Some of the indigenous languages have not developed a writing tradition by their own, and some other are endanger languages which need revitalization practices that avoid the loss of a language spoken for a particular community. The movements to promote multicultural and multilingual practices does not reflect the indigenous practices and beliefs (Reese, 2010). More over intercultural practices are promoted exclusively within indigenous communities; but, these practices
Effective leader build a strong and successful setting for children. Strong leadership, ethical practices and professional knowledge provides high quality educational outcome. I have strong leadership in my program and it builds respect, parent, teacher and community collaboration and a trusting and well nurtured relationship between teacher and students. Challenges and expectations are provided to help develop the highest outcome of education possible for all children. How do you envision this issue impacting your future work with children?
In the highly politicized education climate of modern public schooling, a superintendent is charged with moving a school system forward in terms of academic achievement, community building, and operational functions. Managing to accomplish this multifaceted task requires leadership that transcends oneself and moves the stakeholders of a system to embrace change with the leaders of an organization. Moving a school district toward its goals can be accomplished through uniting the components of the organization through a vision for the future. Leaders who are able to accomplish are described as Visionary Leaders. Superintendents often lead their communities through a vision setting process but there seems to be a disconnection between theory and practice in many schools at the site level.
First and foremost, the principal, which is me, has an extremely important role in fostering the development of a successful PLC. To ensure that PLCs are successful at my site I will begin by teaching my staff how to collaborate, assist the teams in developing their norms and protocols. For PLCs to be meaningful and insightful I must create an atmosphere of trust. Once that is established all
But organizational conditions sometimes blunt or wear down educators’ good intentions and actually prevent the use of effective practices. In some contexts, for example, high-stakes testing has encouraged a drill-and-practice form of instruction among teachers who are perfectly capable of developing deep understanding on the part of their students. Successful educational leaders develop their districts and schools as effective organizations that support and sustain the performance of administrators and teachers, as well as students. Specific practices typically associated with this set of basics include strengthening district and school cultures, modifying organizational structures and building collaborative processes. Such practices assume that the purpose behind the redesign of organizational cultures and structures is to facilitate the work of organizational members and that
There is no doubt that schools and school districts are under a lot of stress to remain off of school improvement. With the enactment of No Child Left Behind (NCLB) and various state initiatives, school districts across the nation feel as though they are under the gun to meet AMO, increase test scores, promote student engagement, make sure that students are college or career ready, etc. The pressure is high, and schools feel as though they are under fire not only by government, but the community and education circles, as well. School districts are constantly looking ways to improve student achievement, boost test scores and ensure that, when students graduate, they are college or career ready.