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Performance-Based Ed.S.

Leadership Program

Performance-Based Ed.S. Leadership Program EDLE 7385 Leadership for Improving Schools Preparing to Lead Change 1

EDLE 7385 Leadership for Improving Schools Preparing to Lead Change

Online Seminar: January 13, 2014

Essential Questions:

What does it mean to be a leader? How do

effective leaders lead change?

How do key concepts from the work of Lewin, Shein, Argyris, and Maslow influence change leadership?

How does this class relate to the Performance-Based Leadership Residency?

Our mission is to

inspire and develop educational

leaders who can transform schools

into communities of inquiry

that pursue high levels of learning,

equity, and democratic ideals.

schools into communities of inquiry that pursue high levels of learning, equity, and democratic ideals. Introductions

Introductions

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Logic Model

“Leadership is second only to classroom instruction

among all related factors that contribute to what students learn at school” (Leithwood, 2004).

to what students learn at school” (Leithwood, 2004 ). Effective Leaders Conditions for Learning Effective Teaching

Effective

Leaders

Conditions

for

Learning

Effective

Teaching

Student

Success

Introductions

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Performance-Based Leadership is…

Providing developing and new school

leaders…

opportunities to practice and

demonstrate proficiency in real work, in

real time, in the real school working environment

support by a performance coach who provides specific feedback against clear,

written performance criteria

who provides specific feedback against clear, written performance criteria GA Professional Standards Commission, 2008 5

GA Professional Standards Commission, 2008

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Theory without action is

useless; Action without theory is costly.

6 Theory without action is useless; Action without theory is costly. Unknown Program Overview

Unknown

Program Overview

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What is Leadership?

Leadership is the art of mobilizing

others to want to struggle for shared aspirations.

Jim Kouzes & Barry Posner

Leadership is a mutual influence

relationship between leaders and

followers that results in collaborative actions to fulfill a shared purpose.

Linton Deck, May 2012

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Leadership is the art

of mobilizing others to

want to struggle for

shared aspirations.

- Jim Kouzes and Barry Posner

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Transformational Improvement

Successful leadership of

transformational improvement requires

attention to BOTH organizational and

personal change. Leadership development, then requires looking at not only the organization in which you will lead, but also at yourself.

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The Leadership Assignment:

Creating Change

The Nature of Change (5 Principles)

I. Prepare to lead

II. All healthy change is constructive when it

conforms to pacing requirements III.Change is personal

IV.Understand the rules that guide attitudes

toward change

V. The nature of change relates directly to

the influence of external and internal forces

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The Leadership Assignment:

Creating Change

I. Prepare to lead

The leader must understand HOW to change… the leader must personally experience the change process to

identify with the personal struggle

faced by followers.

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The Leadership Assignment:

Creating Change

II. All healthy change is constructive

when it conforms to pacing

requirements

Awareness

Learning, acquiring, practicing

Stability

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The Leadership Assignment:

Creating Change

III. Change is personal

The leader’s task is to focus on the person

as a way to address organizational needs.

Imposed change provides a façade of success; superficially, it appears as though imposed change worked.

Effective leadership calls for leader to

understand, facilitate, nurture and guide personal change.

We can only change ourselves not other

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The Leadership Assignment:

Creating Change

IV. Understand the rules that guide attitudes

Five Unspoken rules that guide attitude toward change.

1. We want others to change to meet our needs.

2. We change only when we believe we have no other choice.

3. We are comfortable with change when change

occurs at a pace that fosters predictable outcomes.

4. We change only when we are ready to change.

5. We seldom address the real source of needed change because of our desire to avoid potential

threat or embarrassment.

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The Leadership Assignment:

Creating Change

V. The nature of change relates directly to the

influence of external and internal forces

Addressing Internal Forces - Leaders should focus on the influence of member capabilities, leadership strategies, attitudes, value structures,

and personality.

Addressing External Forces - Leaders should examine policy, rules and interactions as potential

sources of influence.

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The Nature of Change

Three types of leaders:

Those who make things happen.

Those who watch things happen.

Those who say, “What Happened?”

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Change Readiness Assessment

1.

Effective change starts at the top.

2.

Leaders act and employees need to follow to make change happen.

3.

Employees are naturally resistant to change.

4.

Effective change can start anywhere in the organization

5.

People will want to change if they understand the reasons for the change.

6.

It is important to integrate the present context into any change.

7.

Understanding a person’s belief system has little to do with change.

8.

You don’t need a clear picture of the change. You just need to

start changing.

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Effective change starts at the top

FALSE

In true learning communities, leaders

encourage change to start

spontaneously at any level of the

organization.

For change to be fully realized, leaders must ACTIVELY engage AND support the change, once initiated.

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Leaders act and employees need to follow to make change happen.

FALSE

Effective leaders realize that their

attitudes toward employees is

crucial to the change process.

When a leader acts from a position

of superiority and fails to respect

the experiences of employees,

employees will resist change.

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Employees are naturally resistant to change.

FALSE

Resistance to change come from

anxiety caused by anticipated pain of

learning and adapting to new

behaviors.

Effective leaders must close the gap between their vision of the “Big” picture

and others’ narrower view of their own

reality.

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Effective change can start anywhere in the organization. TRUE Leaders that empower employees

to practice and share innovations

are better able to leverage

opportunities to improve.

Creating safe spaces for innovation

requires tolerance for imperfection

and ambiguity.

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People will want to change if they

understand the reasons for the

change.

TRUE

Effective leaders facilitate analysis of existing systems that create a sense of

urgency.

Analysis of intersecting trends of data

provides a foundation for validating a

need for change.

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It is important to integrate the present context into any change. TRUE Context is critical. While people need to see how a change fits with existing models, they also need to see how a new model is different.

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Understanding a person’s belief

system has little to do with change.

FALSE

When people really believe that

something is not possible, the find

ways (consciously and

unconsciously) to keep the change

from occurring.

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You don’t need a clear picture of the

change. You just need to start

changing.

FALSE

ALL successful change is grounded

in a clear vision of the expected

outcome.

Two reasons people commit to

change:

OR

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Change is not a natural part of life.

FALSE

Change IS natural.

Our ability to inspire and engage

others is dependent on our own

readiness to adapt and embrace

change.

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Leadership Characteristics that Facilitate Change

Multidimensional communication patterns

View of people as primary

impediments to change

Concern for the welfare of the

organization’s members

Awareness and control of emotional

reactions

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Leadership Characteristics that Facilitate Change Balance of control and flexibility Engagement in meaningful distributed leadership

Relationship building is at the core

of leading, facilitating, and

managing change.

Honesty and Integrity

Responsibility for failure

Assessment

Core Content Courses

Reflections, Portfolio Entry

Residency

Reflections, Portfolio Entries

Portfolio Presentation

ULead Performance Indicators

Leader Support Team Conferences

Reflection

Reflection is…

the “practice of analyzing one’s own action, decisions or products by focusing on the processes involved.”

Killion, J.P. & Todnem, G. (1991). A process for personal theory building. Educational Leadership, 48 (6) 14-16.

Reflection is not…

simply a summary of actions, decisions or products.

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Reflecting on Learning

Theory to Practice (T2P)

Review Brief (400 -500 words)

summary of key theory learned

Reflect Explanations of connections between the theory and past/current

experiences

Refine Specific descriptions of

actions related to the theory that apply

to current and future leadership roles

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Next Steps

Independent Readings

Calebrese Chapters 1 and 2

Videos in Course Den

T2P How do leaders prepare to be “Change Leaders?”

Due January 20 th 11:59 pm

Module II

Goes live on January 20 th