3. Element of the model
Educational leadership
All educational leaders, including middle and senior leaders, are
responsible for leading in ways that:
improve outcomes for all students, with a particular focus on Māori
and Pasifika students and students with special education needs;
create the conditions for effective teaching, learning, and curriculum
delivery;
explore and promote the use of ICT and e-learning to open up new
ways of connecting, sharing, and learning;
develop schools as learning communities;
build networks within and beyond their schools to enhance learning
and achievement;
develop others as leaders.
School context
4. Manaakitanga, pono, ako, and
awhinatanga
Effective school leaders demonstrate these four qualities. They are
essential for school leaders who are focused on educational
leadership.
5. Leading change and problem
solving
Leading change and problem solving are key activities of effective
educational leaders.
6. Culture, pedagogy, systems,
partnerships, and networks, bounded
by relationships
School leaders work across these four interconnected areas of
practice. In order to be effective, they must be knowledgeable and
capable in all. Quality relationships are pivotal to effectiveness in all
four areas.
7. Analysis of Group Effectiveness
Leaders in team who are able to monitoring the
environment, encouraging innovative thinking, explaining
need for change, promoting envisioning change, and taking
personal risks, are required in nowadays organizations.
11. Short-Term Planning
determining how to use personnel and resources to
accomplish a task efficiently, and determining how to
schedule and coordinate unit activities efficiently.
12. Consulting
acting considerate, showing sympathy and support when
someone is upset of anxious, and providing
encouragement and support when there is a difficult,
stressful task.
13. Recognizing
providing praise and recognition for effective
performance, significant achievements, special
contributions, and performance improvements.
14. Developing
providing coaching and advice, providing opportunities
for skill development, and helping people learn how to
improve their skills.
15. Empowering
allowing substantial responsibility and discretion in work
activities, and trusting people to solve problems and
make decisions without getting prior approval.
16. Envisioning Change
presenting an appealing description of desirable
outcomes that can be achieved by the unit, describing a
proposed change with great enthusiasm and conviction.
17. Taking Risks for Change
taking personal risks and making sacrifices to encourage
and promote desirable change in the organization.
19. External Monitoring
analyzing information about events, trends, and changes
in the external environment to identify threats and
opportunities for the organizational unit.
24. Change Oriented
Envisioning Change Taking Risks for Change Encouraging
Innovative Thinking and External Monitoring
25. Leadership skill.
According to the American College Dictionary (1966), “A
skill is the ability to do something well that comes from
knowledge, practice, aptitude, and so forth.
26. Facilitative leadership model
Facilitative Leaders consider that, to be sustainable,
success must be measured equally across three
important dimensions: Results, Process, and
Relationship (RPR).
28. Results refer to the accomplishment of the task, or achievement
of the goal.
Process means how the work gets done, how it is designed and
managed, and how it is measured and evaluated.
Relationship refers to the quality of peoples’ experience in
relating to colleagues, customers, and the organization, including
importantly the level of trust and respect people exhibit for each
other and the organization.
29. Transformational leadership.
Transformational leadership is about implementing new
ideas, continual change to maintain relevance, staying
flexible and adaptable, and continually improving
relationships with those around them.
30. Wouldn’t it be wonderful to walk into a leadership
position and lead the charge toward efficiency,
effectiveness, and higher profits and production without
establishing and maintaining relationships with others?
I didn’t think so! It’s quite evident that an essential
element in leading others is building and maintaining
relationships with everyone in your organization, at
every level.
31. Charisma
Charisma is one of those leadership qualities that are
hard to define for everyone; like beauty, you know it
when you see it. It is a very individual preference that is
based on one’s own inherent values. If the leader is
truly transformational, his or her charisma is
characterized by high moral and ethical standards, and
trust for both leader and follower is built on a solid moral
and ethical foundation.
32. Inspirational motivation
Inspirational motivation involves the creation of a
compelling picture of the future, a desired future state
that which people may identify. By creating this vision,
the leader provides a means for people to develop
commitment, a common goal around which to rally, and
a way for people to feel successful.
33. Intellectual stimulation
provides transformational leaders with new ways of
looking at old problems by challenging existing
boundaries and the mental prisons in which people place
themselves.
34. Individual consideration
means treating everyone as individuals while providing
coaching, mentoring, and growth opportunities.
Editor's Notes
With good leadership skills, Task oriented, Relation oriented and Change oriented will all come to a group performance.
Bass (1985) suggests that transformational leaders build relationships by employing one or more of the factors associated with transformational leadership:
