This presentation aims to graphically support This presentation aims to graphically support position paper of the same Title to give a useful position paper of the same Title to give a useful overview of the issues presented, which in addition overview of the issues presented, which in addition is backed by current Leadership Theories. is backed by current Leadership Theories.

The concept of trying to identifying measures, the The concept of trying to identifying measures, the intention of seeking improvement through skillful intention of seeking improvement through skillful implication,I trust will be of interest to many other implication,I trust will be of interest to many other organizations where ‘change’ is needed. organizations where ‘change’ is needed.

A re - focus on teaching and learning, within the A re - focus on teaching and learning, within the International Middle School (within the Middle International Middle School (within the Middle Kingdom), through Pedagogic Leadership approaches. Kingdom), through Pedagogic Leadership approaches.

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A re - focus on learning and teaching A re - focus on learning and teaching within Middle School, through Pedagogic within Middle School, through Pedagogic

Leadership approachesLeadership approaches

Existing Situation (my insight)Existing Situation (my insight):- School is in China and is :- School is in China and is a Total Authorized IB School i.e with PYP, MYP & a Total Authorized IB School i.e with PYP, MYP & Diploma. It’s been around 10+ years.Diploma. It’s been around 10+ years.MYP programme, is often over-managed, some staff MYP programme, is often over-managed, some staff undervalued in terms of forfilling their potentials.undervalued in terms of forfilling their potentials.Classically daily routines have been order of the day with Classically daily routines have been order of the day with leaders over managing & staff feeling undervalued. leaders over managing & staff feeling undervalued.

Bennis & Nanus (1985) Bennis & Nanus (1985)

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Existing Situation: needs Existing Situation: needs to be more effective to be more effective

In terms of mastering routines & In terms of mastering routines & efficiency no real issues , but in efficiency no real issues , but in

terms of effectiveness: some terms of effectiveness: some people having ‘timid incapacities’ people having ‘timid incapacities’

Bennis & Nanus (1985) Bennis & Nanus (1985)

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Existing Situation:Existing Situation:

““iatrogenic”iatrogenic”

The example of the Doctor causing illness & The example of the Doctor causing illness & side affects through inappropriate side affects through inappropriate interventions, similarly I see some interventions, similarly I see some managers having been responsible for the managers having been responsible for the cause as well as the cure of the problem. cause as well as the cure of the problem.

Bennis & Nanus (1985) Bennis & Nanus (1985)

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New Directions / Needed:New Directions / Needed:

Charisma Charisma Instill pride, faith & respect, Instill pride, faith & respect,

as has gift for seeing what as has gift for seeing what

is really important; in touch.is really important; in touch.

Avolio & Bass (1988)Avolio & Bass (1988)

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Inspirational & Motivational Inspirational & Motivational

Increased & heightened motivational that Increased & heightened motivational that occurs from charismatic leadership if occurs from charismatic leadership if required. required.

Gronn (1995). Gronn (1995).

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Holism & Mission Holism & Mission

Sharing values, goals & beliefs to win Sharing values, goals & beliefs to win people over, requires skillful balance of people over, requires skillful balance of transformational & organization wide transformational & organization wide leadership leadership

Limerick, Cunnington & Crowther (1988) Limerick, Cunnington & Crowther (1988)

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Intellectual Stimulation Intellectual Stimulation

Leaders inspire a followers thinking & Leaders inspire a followers thinking & imagination imagination

Four ‘I’ of TF (Avolio et al., Bass & Avolio,1994b)Four ‘I’ of TF (Avolio et al., Bass & Avolio,1994b)A) Inspirational leadership:- arousal & heightening ofA) Inspirational leadership:- arousal & heightening of

Motivation among followers.Motivation among followers.

B) Individualised Consideration:- Subsequent treatment ofB) Individualised Consideration:- Subsequent treatment of

Individuals according to their needs.Individuals according to their needs.

C) Intellectual Stimulation:- Leaders influence on followersC) Intellectual Stimulation:- Leaders influence on followers

thinking & imagination.thinking & imagination.

D) Idealized Influence:- Identifying with leaders mission &D) Idealized Influence:- Identifying with leaders mission &

value.value.

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Idealised Influence Idealised Influence

This culminates from the leaders mission This culminates from the leaders mission & vision & vision

Burns (1978 p.454)Burns (1978 p.454)

Bass (1990a, p.22) Bass (1990a, p.22)

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‘‘Vision orientated’ Vision orientated’

Leaders viewed themselves as leaders not Leaders viewed themselves as leaders not managers i.e. concerned themselves with managers i.e. concerned themselves with organizing the basic purpose & general organizing the basic purpose & general direction direction

Bennis & Nanus (1985 )Bennis & Nanus (1985 )

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Attention through vision Attention through vision

Vision grabs: creating a vision which Vision grabs: creating a vision which people are inspired to focus & commit people are inspired to focus & commit Transforms purpose into action.Transforms purpose into action.

Bennis & Nanus (1985) Bennis & Nanus (1985)

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Meaning through communication Meaning through communication

Leaders get people aligned behind new Leaders get people aligned behind new proposals, motivating & articulating clearly proposals, motivating & articulating clearly through influencing & organizing meaning through influencing & organizing meaning for members of the organization. for members of the organization.

Bennis & Nanus (1985) Bennis & Nanus (1985)

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Trust through positioning Trust through positioning

Set up actions necessary to implement Set up actions necessary to implement vision of the leader. vision of the leader.

Bennis & Nanus (1985) Bennis & Nanus (1985)

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Deployment of self through positive Deployment of self through positive self regard self regard

Taoist story applicable: Change yourself, Taoist story applicable: Change yourself, so as not to be so vulnerable p.55.so as not to be so vulnerable p.55.

“…“…arriving at a human contact without arriving at a human contact without enforcing authority” Carlo Maria Gulinip.55 enforcing authority” Carlo Maria Gulinip.55

Bennis & Nanus (1985) Bennis & Nanus (1985)

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Accepting peoples emotional Accepting peoples emotional differences & orientations differences & orientations

5 key skills are mentioned by Bennis: a) accept 5 key skills are mentioned by Bennis: a) accept people as they are, not as you would like them people as they are, not as you would like them to be & further “enter the skin” of that person, so to be & further “enter the skin” of that person, so that you have a better understanding.that you have a better understanding.b) Approach relationships & problems in terms of b) Approach relationships & problems in terms of the present, rather than the past.the present, rather than the past.c) Treat courteously, strangers & casual c) Treat courteously, strangers & casual acquaintances alike. d) Trust in people e) Be acquaintances alike. d) Trust in people e) Be concerned with quality of work that emerges concerned with quality of work that emerges rather than whether or not you like them. rather than whether or not you like them. Bennis & Nanus (1985) Bennis & Nanus (1985)

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Empowerment Empowerment

Making employees feel significant for their Making employees feel significant for their organization & for common purpose. “that organization & for common purpose. “that occasional epiphany which occurs when occasional epiphany which occurs when an exquisitely complicated effort is an exquisitely complicated effort is coordinated & completed well.” coordinated & completed well.”

Bennis & Nanus (1985) Bennis & Nanus (1985)

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Theory Y Theory Y

People will exercise self –control towards People will exercise self –control towards an organization goal if he is committed to an organization goal if he is committed to them. them.

Hodgkinson (1991). Hodgkinson (1991).

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Judging motivational leadership Judging motivational leadership success success

“…“….change human nature, transform each individual, who by himself .change human nature, transform each individual, who by himself is a perfect and solitary whole, into a part of a greater whole…”p.73 is a perfect and solitary whole, into a part of a greater whole…”p.73 Hodgkinson (1991)Hodgkinson (1991)

To lead effectively leaders must transform and have a dedicated To lead effectively leaders must transform and have a dedicated following amongst:- teachers, parents, children. The gains must set following amongst:- teachers, parents, children. The gains must set forth a vision or plan, invested with commitment & with “moral forth a vision or plan, invested with commitment & with “moral

imagination”. Maxy & Caldas (1991imagination”. Maxy & Caldas (1991) )

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Away from Away from influencinginfluencing towards goal towards goal setting & achievement setting & achievement

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Transformation of people from Transformation of people from “objects” in the world to active self “objects” in the world to active self

–determining “subjects” –determining “subjects”

““conscious of themselves as active conscious of themselves as active deciding beings, bearing responsibility for deciding beings, bearing responsibility for their choices and able to explain them by their choices and able to explain them by referring to their own purposes, ideals and referring to their own purposes, ideals and beliefs beliefs

Smyth (1987)Smyth (1987)Fay (1977) Fay (1977)

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Need to penetrate the hidden Need to penetrate the hidden curriculum curriculum

Critical pedagogy of schooling in the Critical pedagogy of schooling in the importance of construction and analysis of importance of construction and analysis of meaning in everyday experiences. meaning in everyday experiences.

Giroux (1983) Giroux (1983)

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Empowering Empowering

Helping people to change their lives Helping people to change their lives

Fried (1980) Fried (1980)

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Leadership as an Act Leadership as an Act

It is an act that enables others and allows It is an act that enables others and allows them in turn to become enablers them in turn to become enablers

Watkins (1985) Watkins (1985)

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Action Action

By reflecting upon action, individuals and By reflecting upon action, individuals and communities acquire knowledge, skills & communities acquire knowledge, skills & concepts that empower them to remake & concepts that empower them to remake & reorder if necessary, the world in which reorder if necessary, the world in which they live. they live.

Schon, (1984) Schon, (1984)

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Cultural Conditioning? Cultural Conditioning?

Teachers need to make sense of what Teachers need to make sense of what they do through questioning their teaching they do through questioning their teaching in the social & political contexts in which in the social & political contexts in which they occur. they occur.

Shor and Friere (1987)Shor and Friere (1987)

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How they might work differently How they might work differently As a consequence of going into depth with As a consequence of going into depth with above, coming to a conclusion of how they above, coming to a conclusion of how they might work differently.might work differently.

Smyth (1987b) Smyth (1987b)

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Bonk and Zhang (2008) have developed a model to help instructors target different learning styles in their course activities. The R2D2 model — Read, Reflect, Display, and Do — appeals to a wider variety of students than text-only or lecture-only instruction. It calls on instructors to include elements in the framework of their courses that focus on the followingRead — targets auditory and visual learners / Reflect — targets reflective and observational learners / Display — targets visual learners / Do — targets tactile and kinesthetic learners

Benefits Benefits

Allowing them to connect in a real way Allowing them to connect in a real way with lived experiences of students daily with lived experiences of students daily lives amounts to a departure from lives amounts to a departure from prescribed (or suggested) curriculum prescribed (or suggested) curriculum

Green (1978) Green (1978)

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Thanks for considering…Thanks for considering…Reflecting upon these ideals within Leadership Reflecting upon these ideals within Leadership style I feel I need to adopt, instill, encourage and style I feel I need to adopt, instill, encourage and foster, I’m conscious that these are foster, I’m conscious that these are ideal traits ideal traits that should be prevalent in terms of relationship that should be prevalent in terms of relationship building between Leader and staff to enhance .building between Leader and staff to enhance .They are not in themselves seen as action They are not in themselves seen as action points or in particular order of importance of points or in particular order of importance of dominance. dominance. Rather I see them as Rather I see them as essential elementsessential elements, , characteristics of Leader & follower ideals, in characteristics of Leader & follower ideals, in terms of reflective motivated people, with terms of reflective motivated people, with common desire to improve pedgagogies of common desire to improve pedgagogies of teaching & learning.teaching & learning.

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Contin…Contin…

Contin…Contin… Bibliography Bibliography

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(All pictures photographs used with links, accessed between May 8(All pictures photographs used with links, accessed between May 8 thth – 14 – 14thth 2011) 2011)