Educ. 262: Human and Administrative Behavior in Education

1. Principalship:
The Role in Context
Danilo Consolacion Lucilla
Reporter

2. SUB-TOPICS
Leadership as
Philosophy in
Action
Management and
Leadership
Leadership from a
Values Perspective
Hall’s Phases of
Consciousness
Shared Vision and
Authority
Implications for
Leadership
Development
Leadership and
Vision Roles and Function

3. Leadership as Philosophy
 Philosophy is a theory or
Philosophy is “a theory or attitude held by a person or
organization that acts as a guiding principle or behavior”.
A Theory: Theories evolve as new information is
understood. As leaders, we try; we are tested; and we
adapt as new information is learned.
An attitude: Attitude is about mindset. Leaders embrace a
mindset to keep focused, empathetic, positive, and
growth-oriented. Leaders need to be aware of their
mindset and how it impacts growth-self and team
members.
Guiding principles: Principles are the beliefs we hold
close, keeping us grounded and centered in how we lead.
Behavior: Behavior is where our actions come together to
match our words and our words match our actions.
Behavior is where trust is gained or lost NEXT

4. “I believe that an
effective leader is a
leader who goes to work
with a sense of urgency.
With clear purpose in
mind and a deep intention
in the heart - a leader
works the hardest and
gives the most. She leads
by example through
action”.
Marechiel Santos-Lang, 2015
BACK NEXT

5. LEADERSHIP BY EXAMPLE
SUCCESS IS IN THE DETAILS OF
COMMUNICATING VISION

6. VALUE-BASED LEADERSHIP
Four Principles
 Self-reflection. When leaders are able to reflect on what they
know they do well and where they have room for improvement, it
allows them to check in with their values and anchor themselves to
their principles. “Through self reflection, you do two things — the
right thing and the best you can do,” says Kraemer.
 Balanced perspective. Leaders who listen to all of their team
members not only make more informed decisions, but they are
more transparent when they make the final decision.
 True self-confidence. A truly self-confident leader is also
transparent — with herself and others.
 Genuine humility. While successful people can attribute their
accomplishments to a variety of factors, including their inherent
skills, luck and good timing; the truly humble remember where
they came from.

7. Hall’s
Phases
of
Consciousness Phase 1: Survival and Growth
Phase 2: Belonging
Phase 3: Self-initiating
Phase 4: Interdependent
Stages & Phases of Human Development (Source: Brian Hall)

8. Implications for Leadership Development
In order to respond effectively in
today’s highly changing environment,
organizations need managers that can
perceive, understand and effectively
work with complex and chaotic systems

9. Leadership is setting a new direction or vision for a group
that they follow, ie: a leader is the spearhead
for that new direction
Vision is a picture of the future for which people are
willing to work
It provides guidance to an organization by
articulating what it wishes to attain.
It serves as "a signpost pointing the way for all
who need to understand what the organization is
and where it intends to go" (Nanus, 1992).
vision not only describes an organization's
direction or goal, but also the means of
accomplishing it. It guides the work of the
organization.
NEXT

10. BACK
5 Reasons Why Vision Is Important In Leadership
“1) Vision shows us where we are
headed.
2) Vision provides motivation and
inspires us to keep on going.
3) Vision helps to keep us moving
forward and move through obstacles.
4) Vision provides focus.
5) Vision gives us meaning and
purpose to what we do.

11. Shared Vision and Authority
In addition to providing a picture of the future, a vision inspires people to
work to make it come true. It motivates people to join the campaign to
realize the desired vision. A leader's efforts to develop a shared vision have
been described as "bonding" by Sergiovanni (1990): leader and followers with
a shared set of values and commitment "that bond them together in a
common cause" in order to meet a common goal. In Chrispeels's (1990) report
of effective schools, she states "if a school staff has a shared vision, there is
a commitment to change." The concerted efforts of members of an
organization increase the possibilities of the vision's accomplishment. "A
vision is little more than an empty dream until it is widely shared and
accepted" (Nanus, 1992). Whether the vision begins with a leader's personal
concept or a group's consensual image of a school or district picture of the
future, it is important that there be a sense of ownership of the vision.
"Studies indicate that it is the presence of this personal vision on the part of
a leader, shared with members of the organization, that may differentiate
true leaders from mere managers.
" The shared vision becomes a "shared covenant that bonds together leader
and follower in a moral commitment" NEXT

12. DEVELOPING A SHARED VISION
Four steps to facilitate a collaborative
development of a shared vision
and written vision statement.
1. Know your organization - Clarify the nature and purpose
2. Involve critical individuals - Include those affected
3. Explore the possibilities - Consider possible futures
4. Put it in writing - Vision is committed to paper.
BACK

13. Leadership and Management
Leadership is setting a new direction or vision for a group that they follow, ie: a
leader is the spearhead for that new direction.
Management controls or directs people/resources in a group according
to principles or values that have been established.
“Leadership and management are often part of the same role because
there is a continual adjustment of the direction (leadership) and controlling
resources to achieve that direction (management)”.
Leadership without Management
Leadership without management sets a direction or vision that others follow,
without considering how the new direction is going to be achieved.
There can be leaders who don’t manage in the workplace.
Management without Leadership
Management without leadership controls resources to maintain the status quo or
ensure things happen according to already-established plans. For example, a sports
referee manages opposing teams to ensure they keep within the rules of the
game. However, a referee does not usually provide “leadership” because there is no
new change, no new direction.

14. Roles and Function
1. Instructional supervision
2. Personal formation
3. custody of school spirit and culture
4. School representation
5. Vertical and horizontal unity
6. Governance

15. INSTRUCTIONAL SUPERVISION
1. Teachers and teaching
1.1 Teacher selection and hiring
1.2 Syllabi and LPs
1.3 Classroom Mgt
1.4 Instructional aids and
materials
1.5 Faculty Development

16. INSTRUCTIONAL SUPERVISION
2. Learners and Learning
2.1 Student recruitment and
admission
2.2 Diagnosis
2.3 Achievement
2.4 Enhancement or
Remediation
2.5 Curricular programs (co/extra)
2.6 Textbooks, library and other learning
resources

17. Supervision of secretarial
work
1.Follow up major decisions
2.Linkage/dealings with
DepEd
3.Correspondence
(outside/within office)
4.Admission and enrolment

18. Supervision of secretarial
work
1.Follow up major decisions
2.Linkage/dealings with
DepEd
3.Correspondence
(outside/within office)
4.Admission and enrolment

19. Financial/Material resource mgt
1. resource utilization – human, fiscal, &
other materials
2. budget formulation and implementation
3. funds generation (IGPs)
4. scholarship and grants
5. accounting
6. inventory
7. building improvement and maintenance

20. PERSONAL FORMATION
1. Of parents
2. Of teachers
3. Of students
4. Of rest of personnel

21. CUSTODY OF
SCHOOL SPIRIT
AND
CULTURE
 POLICIES
 PROGRAMS
 ACTIVITIES
 DIRECTIONS

26. It’s not whether a principal
is a leader or a manager but
whether these two roles are
in balance and complement
each other.