Leadership in Education

1. Leadership in Education

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

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

4. Contd…. • Old-leadership Models Have Become Obsolete • Can not rely on the power of ‘Charisma’ • ‘top thinks and the local acts’ – can not work • Traditional view should give way to co-operative networking approach.

5. Contd… • Schools of yesterday and today are not the kind of schools we need for tomorrow • So We Need A New Paradigm Of Educational Leadership

6. THE NEW PARADIGM • 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 • Motivation • Inspiration • Fashioning opportunities

7. EMERGING CONCEPTS • 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.

8. LEADER Innovates An original Develops Focuses on people Inspires trust MANAGER Administers A copy Maintains Focuses on systems, structure Relies on control Who is a LEADER and Who is a MANAGER

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

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

11. LEADER Develops visions and strategies Seeks change Inspires people to change Takes risks MANAGER Develops detailed steps Seeks predictability Orders the employees to change Avoids risks Contd….

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

13. 2.The Benevolent Autocrat 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.

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

15. 4.The participatory democrat • 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.

16. Leaders Transactional/Transformational • Transactional Leadership • Maintains the organization – Control oriented • Transformational Leadership • Changes the organization • Help people to improve their practices

17. Researches Show that… • 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

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

19. Contd…. • Behaviour • Leadership behaviour should promote a spirit of excellence • Personal example is crucial since leader is always under public scrutiny • Unbiased performance

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

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

22. INTRODUCING AND SUSTAINING CHANGE • Change and Renewal • Resistance to change • Because of fear, distrust and unclear perceptions • ‘win small but win often’

23. Contd… • Skills • New technology and knowledge • A large number are becoming semi-skilled for new roles • Leader should bridge the gap through appropriate professional up gradation

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

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

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

27. Facing Political Barriers • 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) Isolate external ones 3) learn to negotiate 4) Stay firm with core values 5) Place interest of whole organization above all els

28. Contd… • Creativity – The Necessary Tools • Skills to generate ideas and products that are novel Attributes of Creativity • 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

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

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

31. SUMMING UP 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.

32. 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 Watch your culture Find your voice Know the score Keep it honest Ground without grinding Balance the load Leap first, ask later LEADERSHIP : SOME TIPS

33. THANK YOU