Session 6 - 29.4.17

Leadership characteristics - 
Moving forward common goal,
Vision.
Collaboration and listening.
Challenging and reflecting.
Sharing knowledge.
Pilots and co-pilots - Pair programming. Distributing leadership.

Leadership styles
Person focused - pre 1950
Role focused - 1950-60
Process focused - 1970's +

Transactional Leadership -
Exchange - Dr Trump.
Engage with follower's motives and potential.

Pedagogical -
Look beyond pricipal  -

Distributed -

Agile and Servant -
listen, empathy, persuasion, awareness, healing, coaching, enleaching power

Tu Rangatira - Range of roles - Leadership and management are different.

Situational - Immature followers - edit your style of leadership.

Pedagogical Leadership

Underlying each of the dimensions is the need for positive relationship skills (relational trust), and the interrelationship of each dimension with the others.

The five dimensions are:

• Establishing and communicating learning goals and expectations

• Strategic resourcing allocated to priority teaching goals

• Direct involvement by leaders in planning, coordinating and evaluating teaching and curriculum

• Promoting and participating in teacher learning and development

• Ensuring an orderly and supportive environment so that teachers and students can focus on teaching and learning.

Analysis showed the impact of pedagogical leadership to be nearly four times that of transformational leadership.  Transformational leadership has traditionally emphasised vision and inspiration, while pedagogical leadership has emphasised the importance of establishing clear educational goals, planning the curriculum, and evaluating teachers and teaching.

Robinson et al. (2009) found that the closer the leaders are to teaching and learning, the more impact they had on students

Leaders play an active role in participating in pedagogical development - learning alongside their colleagues.

Fish Philosophy:

• Play. “How can everyday tasks be made fun and challenging? Play energises you and the people around you. What does this mean in terms of productivity for your team? “
• Make their day. “Think about a leader who has inspired you. For sure, they made someone’s day everyday! Look at grumpy people as a challenge. What will bring a smile to their face?”
• Be present. “Are you just going through the motions or are you present at work?”
• Choose your attitude. “Attitudes are contagious. Is yours worth catching?”

(Inspirational Coaching, 2017)

References

Ministry of Education. (2017). A model of Educational Leadership. Retrieved from: http://www.educationalleaders.govt.nz/Leadership-development/Key-leadership-documents/Kiwi-leadership-for-principals/A-model-of-educational-leadership

Robinson, V., Hohepa, M. & Lloyd, C. (2009). School Leadership and Student Outcomes: Identifying What Works and Why Best Evidence Synthesis Iteration (Executive Summary.) Retrieved from https://www.educationcounts.govt.nz/__data/assets/pdf_file/0017/60182/Chapter-1-Executive-Summary-redacted-2015.pdf

Inspirational Coaching. (2017). What are the four Fish principals?. Retrieved from: http://www.icoachu.com.au/fish/fish-principles.php

Coughlin, A & Baird,L (2013). Pedagogical Leadership. Retrieved from: http://www.edu.gov.on.ca/childcare/Baird_Coughlin.pdf

 According to Coughlin, A & Baird, L (2013), ‘Pedagogical leadership as leading or guiding the study of the teaching and learning process.’

https://www.kent.ac.uk/careers/sk/leadership.htm

 Your score is:
Authoritarian 25
Procedural 30
Transformational 38
Participative 42
Laissez Faire 39

Style	Authoritarian	Procedural	Transformational	Participative	Laissez-faire
Other names	Autocratic Transactional: the “transaction” is that the organisation rewards (pays) the team, in return for their work & compliance.	Task-orientated Bureaucratic Managerial Also related to authoritarian	Charismatic leadership is very similar, where the leader depends on his/her charisma & energy to inspire staff.	Democratic or Consulting	Delegative. Servant: A leader who is not formally recognized. Leads just by meeting the needs of the team. Whole team is involved in decisions.
Example	Napoleon	Florence Nightingale	Barack Obama	Nelson Mandela	Mahatma Gandhi
Amount of control	High: telling, directing, controlling.	High: telling, directing, controlling.	Medium: selling,  reasoning, persuading,   delegating.	Medium: selling,  reasoning,  persuading,  consulting.	Low: advising, counseling, participating, observing, joining.
What it involves	The leader has a lot of power over team members & has the right to reward good performance or punish members if they don't reach the agreed standard. They tell their team what they want done & how without often asking for advice from team members. Team members are given little opportunity to make suggestions, even if these would be in the team's interest. It should normally only be used occasionally The focus is on short-term tasks so it's more a a method of managing rather a true leadership style	Work “by the book”: team members follow procedures precisely.  Focuses only on getting the job done, & can be quite autocratic.  Little thought given to the well-being of team members Task Orientated vs relationship orientated: both procedural & transformational leaders are usually needed. "managers" focus on tasks while "leaders" focus on people.	The leader inspires team with their vision of what should happen. They supply the main goal, but allow members to choose their own way of reaching it. The leader is totally focused on organizing, supporting & developing the team.  The leader is always looking for ideas that move towards the organisation’s vision. Transformation leaders are very visible, & spend lot of time communicating. Communication is the basis for achievement by focusing the group on the required outcome. They don’t necessarily lead from the front, as they tend to delegate responsibility.	Builds consensus through participation: the leader makes the final decision, but the team to contribute to the decision-making process. The leader asks the team's opinions & uses these to make decisions. The team is kept informed & are allowed to discuss & propose changes to policy. The leader can't know everything: this is why you employ skillful team members. This style is not a sign of weakness, more a sign of strength your team will respect.	Team members make the decisions but leader is still responsible for these. Leader asks for the team's opinions. Team is left to make its own decisions which are then sanctioned by the leader. Leader participates in the discussion as a normal team member & agrees in advance to carry out whatever decision the group makes. Team members are left to get on with their tasks. Effective if the leader monitors what is being achieved & regularly communicates this back to the team.
When used	Works well when you're short on time, & team is well motivated For some routine & unskilled tasks. In a crisis. With difficult employees.	Tasks requiring great attention to detail. Appropriate for work involving safety risks such as working with machinery or where large sums of money are involved.	This is the most common modern leadership style.	When organisational flexibility & a sense of individual responsibility is needed, Where team working is essential When quality is more important than speed or productivity.	When you have confidence & trust in your team. Where team members are experienced & skilled; they can analyse the situation & determine what needs to be done & how to do it. (e.g. team of research scientists).
Pros	Can achieve results quickly In research done on this groups were found to be most productive under autocratic, but if the leader was absent work stopped.	Clearly defines the tasks & the roles required. Puts structures in place: planning, organization & monitoring is usually good.	Motivates the team to be effective & efficient. Tends to lead to good teamwork & creative collaboration. The enthusiasm & energy of a transformational leader is often infectious. Can communicate an inspirational vision of the future	Mutual benefit: allows members to feel part of the team & leader to make better decisions. Members feel in control & motivated to work hard. Increases job satisfaction by involving the team in decisions. Helps to develop team members' skills. Most consistent in quality & productivity	Increasingly necessary in a world where leaders achieve power on the basis of their ideals & values. You can't do everything so you have to set priorities & delegate some tasks.
Cons	Team doesn't gain from creativity & knowledge of members, so benefits of teamwork are lost. Staff can't improve their job satisfaction& may resent the way they are treated leading to high absenteeism & staff turnover. Serious limitations but still much used. Sometimes thought of as bullying but this isn't a valid authoritarian style.	The inflexibility & high levels of control exerted can demoralize team members, & reduce the organisation's ability to react to changing circumstances Similar problems to autocratic leadership: difficulties in motivating & retaining team members.	Procedural & transformational leadership are symbiotic. The procedural leaders (managers) ensure routine work is done well, while the transformational leaders focus on initiatives that add value. The transformational leader focuses on the big picture, but needs to be surrounded by people who take care of the details. Taken to extremes, can lead to failure to achieve the team's goals.	This style may result in indecision, & some team members may be left feeling confused & leaderless. As participation takes time things may happen more slowly than with an autocratic approach, but often the end result is better.	Often less effective in terms of quality and productivity than other methods. Not good in competitive situations. Often happens naturally in situations where managers are not exerting sufficient control.

Link between theory and style -
Style - practical/orperationalise the theories. Theory - Testable.

Theories - Styles - Attributes.

• Key competencies. 
• 21st century skills
• Growth mindset
• Emotional Intelligence. 

EQ - 

Sympathy vs Empathy

Sympathy - I feel you. 

Empathy - I understand you. 

Compassion - I want to help you.

Google interpretation.  

In groups suggest ways in which these tech might change educational practice in your own context: 

Project based - Away from defines of curriculum. 

Redesign Auckland - How could we make it better? 

Layers of plastic -CLIP - 100 x faster than 3D printing. 

4D printing - 

https://stephaneginier.com/sculptgl/

www.tinkercad.com

You can get 3D printing done off sight. 

Turnitin -required for essay based assignment. 

Feedback - Intergrating work of others into your work. Reflective piece, align with theory

Submit turn it in report and original doc essay - Then upload. 

Teaching criteria:

#5 

#5(i) 

#6(i)