Leadership in Education 3122021 1 Leadership Power An

Leadership in Education 3/12/2021 1

Leadership? Power – An ability of changing the behavior of other persons by the manipulation of punishment & reward n Authority – Legitimized power. Power is an ability & authority is right. n Influence – An ability changing the behavior of other persons without the manipulation of punishment & reward by exemplar behavior or inspiration n 3/12/2021 2

INTRODUCTION n Challenges Before New Age Leaders u Dealing with human resource u Human behavior is complex u No tailor-made solution as each situation is unique u Different pressure groups: children, parents, teachers, authorities, management etc. u Without leadership skills head will end up 3/12/2021 frustrated. 3

Contd…. n Old-leadership Models Have Become Obsolete u Can not rely on the power of ‘Charisma’ u ‘top thinks and the local acts’ – can not work u Traditional view should give way to cooperative networking approach. 3/12/2021 4

Contd… Schools of yesterday and today are not the kind of schools we need for tomorrow n So We Need A New Paradigm Of Educational Leadership n 3/12/2021 5

THE NEW PARADIGM n n n Leader has a multi-dimensional role As a designer, teacher and steward Core lies in team building and empowerment Quality powered by engines of change and innovation Leader must acquire new skills u Motivation u Inspiration u Fashioning opportunities 3/12/2021 6

EMERGING CONCEPTS n n n Unprecedented changes in all field Emergence of knowledge society ‘Charismatic Leadership and ‘Bureaucratic Manager ship’ have lost relevance School is not like a manufacturing plant We neither ‘manage’ people nor ‘administer’ rules and regulations Such terms are only convenient labels for certain processes – hence to be used with caution. 3/12/2021 7

Who is a LEADER and Who is a MANAGER n 1. 2. 3. 4. 5. LEADER Innovates An original Develops Focuses on people Inspires trust 3/12/2021 MANAGER • Administers • A copy • Maintains • Focuses on systems, structure • Relies on control 8

Contd…. LEADER 6. Long range view 7. Asks how and when 8. Eye on the bottom line 9. Challenges the status quo 10. Owns people 11. Classic good soldier 3/12/2021 MANAGER 6. Short-range view 7. Asks what & why 8. Eye on the horizon 9. Accepts the status quo 10. Owns the rules 11. A good administrator 9

Contd…. LEADER 12. 13. 14. 15. Is interested in efficiency Organizes the staffs Emphasizes philosophy, core values Focuses on the future and goals 3/12/2021 MANAGER 12. 13. 14. 15. Is interested in Cost effectiveness Aligns people with directions Emphasizes tactics, structure and systems 10

Contd…. LEADER 16. Develops visions and strategies 17. Seeks change 18. Inspires people to change 19. Takes risks 3/12/2021 MANAGER 16. Develops detailed steps 17. Seeks predictability 18. Orders the employees to change 19. Avoids risks 11

Four Leadership Styles ----1. The Autocrat § He tells people what to do n The autocrat has little confidence in his subordinates n He distrusts them. He makes most of the decisions and passes them down the line. n He makes threats where necessary to ensure that his orders are obeyed. 3/12/2021 12

2. The Benevolent Autocrat n n n He sells his ideas to others He sees himself as a superior father figure who makes all the important decisions and then convinces his subordinates to go along with them. He may allow some decisions to be made by some subordinates within a framework set by himself. Rewards as well as punishments may be used to 'motivate' people. 3/12/2021 13

3. The Consultative Democrat consults with others before making his decisions He has confidence and trust in most people n n He communicates and consults widely with his employees. Before making decisions he will seek the views of his coordinates 3/12/2021 14

4. The participatory democrat n n n He shares the decision making process with others He has a complete confidence and trust in his colleagues. When a major problem arises or decision has to be made, all the relevant actors are called together to discuss the issues and the majority view is taken as the final decision. 3/12/2021 15

Leaders Transactional/Transformational n - Transactional Leadership Maintains the organization – Control oriented Transformational Leadership Changes the organization Help people to improve their practices 3/12/2021 16

Researches Show that… n - Principal are unsuccessful as ---Teachers do not cooperate Concept of supervision not clear Lack problems solving skills Show no interest in new ideas / programmes Political influence dominates education scene Ethics of impartiality gone Lack of communication skills Recent researches show lot of improvement in leadership styles of principals 3/12/2021 17

CORE ISSUES OF SCHOOL LEADERSHIP Learning u Leader as CLO (Chief Learning Officer) u Should be an example of life-long learner. n What Learning? u For personal and institutional growth u For value orientation u For acquiring expertise u For mastering strategies of leadership n 3/12/2021 18

Contd…. n Behaviour Leadership behaviour should promote a spirit of excellence u Personal example is crucial since leader is always under public scrutiny u Unbiased performance u 3/12/2021 19

Influencing and Inspiring People Motivation for the team to create a vision, own it and strive for its realization u Inspiration to make members proactive rather than reactive u Influence people to anticipate problems through planning exercise u To create a mindset to avoid ‘fire fighting’ culture u Motivation to create empowered team. u 3/12/2021 20

Contd… n Creativity and Systems Thinking u Encourage creativity and promote innovation u Nurture climate of experimentation u Function in an ambience of openness and transparency u Promote systems thinking – to see the ‘whole’ and perceive all the processes as instrumental in achieving desired results. 3/12/2021 21

INTRODUCING AND SUSTAINING CHANGE n Change and Renewal u Resistance to change u Because of fear, distrust and unclear perceptions u ‘win small but win often’ 3/12/2021 22

Contd… n Skills New technology and knowledge u A large number are becoming semiskilled for new roles u Leader should bridge the gap through appropriate professional up gradation u 3/12/2021 23

ROADBLOCKS BEFORE THE LEADER n When we challenge status quo, we will face hurdles What Are These Roadblocks? Status quo Comforts u Limited Resources, De-motivated Staff and u Opposition from vested interests. u 3/12/2021 24

Contd… n Overcoming Resource Barrier u Change demands resources u General complaint about resource crunch u Quality Leadership involves bringing about rapid, dramatic and lasting change with limited resources. u High benchmarking does not necessarily need abundant resources. u Quality Enhancement comes from processes designed to overcome constraints of space, time and finance. 3/12/2021 25

Contd… n Crossing Motivational Hurdle u Motivation should become an ongoing movement in the organization u Influence key people inside and outside the organization u Universal fact: all people can not be motivated at all times. u Motivating key influences saves effort needed to motivate each employee individually 3/12/2021 26

Facing Political Barriers u u u Organizational politics is an inescapable reality School is an integral part of community So it is subject to different pressures No point in complaining about it. Sensitive handling of pressure groups a ‘must’ Strategies: 1) Identify and silence internal opponents 2) 3) 4) 5) 3/12/2021 Isolate external ones learn to negotiate Stay firm with core values Place interest of whole organization above all els 27

Contd… n Creativity – The Necessary Tools u Skills to generate ideas and products that are novel Attributes of Creativity u u u Redefine problems Recognize how knowledge can both help and hinder creative thinking Take sensible risks Surmount obstacles Belief in one’s ability Tolerance to ambiguity 3/12/2021 28

LEADERSHIP AND STUDENTS n Changing work scenario necessitates development of certain leadership skills in students also. n These are : u Time Management: Systematic allotment of time and careful planning, t Students should also be taught the finer aspects of time management t u Ability to work under pressure Do not pamper and overprotect students t They will face challenges in adult life t Should be taught to work in challenging situations that will stand in good stead t 3/12/2021 29

Contd… n Managing Multi Tasking At The Same Time Today’s children find it difficult to cope with different tasks at the same time u It is a critical skill needed in the future u Tomorrow’s work place will need multidimensional work requirements u We should prepare our children for the future u n Communication skills u Have to be developed in formative years in school. 3/12/2021 30

SUMMING UP n n n CORE CONCEPTS OF LEADERSHIP Intellectualism: enhance respect and credibility Artistry: Vision, creativity and communication Spirituality: higher order perspective for holistic vision Subsidiary: willing surrender of power in the interest of organization Emotional Intelligence: managing moods of organization and handling relationships sensitively. 3/12/2021 31

LEADERSHIP : SOME TIPS n n n n n Being realistic and start with the truth Continuous learning Building pathways Self-motivation Training and mentoring the gifted Seek frank feedback Sniff out signals Gauge self-awareness Let your guard down Engage your demons 3/12/2021 n n n n Watch your culture Find your voice Know the score Keep it honest Ground without grinding Balance the load Leap first, ask later 32

THANK YOU 3/12/2021 33