141107 leadership and organisational development
DESCRIPTION
Leadership Framework for the development of the leadership continuum in DEC schools.TRANSCRIPT
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Enabling
Adaptive
Achieving
Leadership, Agility and Organisational Transformation
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Key points of the session:
1. Leadership Pathways
2. Systems Leadership
3. Leadership Agility: Mindsets & Capabilities
4. Organisational Transformation
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Leadership Pathways
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Excellence and Innovation
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Building educational cultures of innovation and impact
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From Reactive to Creative Mindsets
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From personal efficacy to collective efficacy
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From personal to organisational best practice
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• Personal Efficacy: the values, beliefs and attitudes for personal best practice.
• Collective Efficacy: people working together to create organisational best practice.
Building cultures of excellence and innovation
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Builds Leadership Mindsets + Capabilities
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Identifies individual leadership
needs
Ensures a personalised program of leadership
development
Engagement in leadership
courses and personalised
coaching programs
Participating in strategic
online learning communities
Achieving Leadership Credentials
Leadership Pathways for
students, staff & schools
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Develops Systems Leadership
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Achieving
Educational
Strategic
Organisational
Personal Efficacy
Adaptive
Interpersonal
Knowledge generation and learning
Communication and Inquiry
Culture and Community
Enabling
Self awareness
Self Regulation
Social Intelligence
Collective Efficacy
Moral Purpose
Systems Leadership – Efficacy Continuum
Integrates Leadership and Organisational Development
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Achieving Leadership:
Developing Quality Leadership Capacity
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Achieving Leadership
Developing Instructional Leadership Capacity
• Leading School Planning • Leading Evidence Seeking for Strategic Improvement
• Leading Standards for School Excellence • Leading an Accomplished Community of Learners • Leading a Culture of Engagement & Collaboration • Leading Organisational Innovation & Effectiveness • Induction Program • Leading the First 100 Days Coaching program
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Adaptive Leadership
Innovation, Leadership
Resilience and Learning Alliances
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Adaptive Leadership
Innovation, Resilience & Learning Alliances
• Leadership Catalyst • Breakthrough • Leading Transformation Mentoring
and Coaching program
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Enabling Leadership
Developing sustainability & leadership legacy
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Enabling Leadership
Developing Sustainability and Leadership Legacy
• Mentoring Coach Accreditation program • Systems Leadership Mentoring and
Coaching program
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Provides personalised coaching
and leadership tools
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Leadership Coaching Programs
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ASPIRE
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Because Leadership Matters
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1. Leadership Pathways
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Key benefits
Provides new opportunities for Leadership Credentials and Tertiary Qualifications
Evaluation tools to guide strategic decision making
Leadership and organisational development are integrated in one learning continuum
Leadership learning caters to a range of individual and school contexts
Inclusive leadership learning for teaching and non-teaching staff
A focused systems leadership strategy
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Models of Leadership
• The trait model
• The situational model
• The management model
• The followership model
• The transformational model
Challenge: integrating the educational context
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Importance of framing leadership
“However, it would seem that, within education, a fifth model is needed, one which links leadership with the ethics of educational
endeavour. This fifth model, a transformation or moral model, would argue that the concept of leadership should be linked to a concept of the
ultimate purposes of the school.”
(Mike Bottery)
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2. SYSTEMS LEADERSHIP ‘System leaders’ care about and work for the success of other schools as well as their own. They measure their
success in terms of improving student learning and increasing achievement, and strive to both raise the bar
and narrow the gap (s).
They are willing to shoulder system leadership roles in the belief that in order to change the larger system, you
have to engage with it in a meaningful way.
Professor Emeritus, David Hopkins, author of Every School A Great School
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It involves:
• Developing and leading successful educational and organisational improvements
• Acting as a curriculum innovator who develops and sustains best practice across the school system
• Building capabilities as a change agent to lead transformative change within the complex and rapidly changing local and global contexts of the 21C learning environment
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3. Developing Leadership Mindsets & Capabilities
Mindset + Capabilities = Leadership Impact
• Mindsets - leadership style, self-awareness and organisational focus
• Capabilities - the practical skills, knowledge and expertise that educators need to lead curriculum development and implement Departmental priorities to quality standards
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Systems Leadership – Efficacy Continuum
Enabling
Adaptive
Achieving
•Self awareness
•Self Regulation
•Social Intelligence
•Collective Efficacy
•Moral Purpose
• Interpersonal
•Knowledge generation & learning
•Communication and Inquiry
•Culture and Community
•Educational
•Strategic
•Organisational
•Personal Efficacy
Integrates Leadership and Organisational Development
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Leadership Agility: Achieving to Enabling
• Achieving Are we doing things right? Here’s what to do – operational procedures or rules Focus on output and performance satisfaction 1-3 year timeframe
• Adaptive Are we doing the right things? Here’s why this works – insights and patterns Appreciates different perspectives 3-5 year timeframe
• Enabling How do we decide what is right? Here’s why we want to be doing this – principles and a greater motivation to contribute Drive to transform self and others 5-10 year timeframe
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Leader know thyself Awareness Skills
Personal competence
(How we manage
ourselves)
Self-awareness
Emotional self-awareness
Accurate self-assessment.
Self-confidence
Independence, self-
supportiveness
Time competence
Self-actualisation
Independence
Adaptability/flexibility
Less impulsiveness, neuroticism
Work performance
Social competence
(How we handle
relationships)
Positive social attitudes
Empathy
Altruism
Good relations with co-workers
Good relations with supervisors
Social extroversion
Collaborative, developmental
Orientation towards positive values
Less sensitivity to criticism
Zohar & Marshall (2001)
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The importance of EQ & SQ “Key components of emotional maturity are associated with managerial effectiveness and advancement. Some of these components include self-awareness, understanding one’s
strengths and weaknesses, and an orientation toward self-improvement.” (Avery, 2004, p. 97)
“… findings indicate that higher levels of ego development are associated with greater nurturance, trust, interpersonal
sensitivity, valuing of individuality, psychological-mindedness, responsibility, and inner control.” (Hausler,
1993, pp.27)
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IQ is about cognitive expertise in the workplace.
EQ emerges during relationship transactions – supporting the development of empathy, rapport and trust.
SQ, in contrast, is making a meaningful contribution with compassion, integrity and supporting the collective efficacy of colleagues (Benefiel, 2005; Covey, 2004; Fry, 2003; Fry & Malone, 2003; Reave, 2005; Zohar & Marshall, 2000).
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4. Organisational Effectiveness
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Building cultures of innovation & impact
• Personal Efficacy: the values, beliefs and attitudes for personal best practice.
• Collective Efficacy: people working together to create organisational best practice.
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“It is not the strongest of the species that survives, nor the most intelligent that
survives. It is the one that is the most adaptable to
change.” (Charles Darwin)
38
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The importance of agility
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Combining the different lenses to build a more complete picture of the individual,
team, or organisation “We articulate a clear
vision of what we want
the company to
achieve”
+
“A vision can genuinely drive
behavior that contributes to
improved results ”
“Our company has a vision
that I find inspiring”
“Staff, parents and
students understand
the school’s vision”
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©The Leadership Circle, LLC
50% 80% 20%
Re
su
lts—
RO
I
Aggregate 360 Feedback Scores
Top 20%
-
+
0
-1K
+1K
+2K to
+4K
Relationship between Leadership Effectiveness & Results
Achieving Adaptive Enabling
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©The Leadership Circle, LLC
Le
ad
ers
hip
Effe
ctive
ne
ss
Total Creating Score R = 0.93 Rsq = 0.86
5.0
4.5
4.0
3.5
3.0
2.5
2.0 2.5 3.0 3.5 4.0 4.5 5.0
Leadership Effectiveness & Creative Mindsets
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©The Leadership Circle, LLC
Le
ad
ers
hip
Effe
ctive
ne
ss
Total Reactive Score R = 0.66 Rsq = 0.44
5.0
4.5
4.0
3.5
3.0
2.5
2.0
1.0 1.5 2.0 2.5 3.0 3.5
Leadership Effectiveness & Reactive Mindsets
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©The Leadership Circle, LLC
Le
ad
ers
hip
Effe
ctive
ne
ss
Self Awareness R = 0.80 Rsq = 0.64
5.0
4.5
4.0
3.5
3.0
2.5
2.0
2.0 2.5 3.0 3.5 4.0 4.5 5.0
Leadership Effectiveness & Self Awareness
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Key elements of leadership effectiveness clustered around 3 organisational challenges
Source:McKinsey Organisation Practice
Alignment “Do the vast majority of people in the organisation understand and agree with where the company is going, how it will get there, and what it means for how they think and what they do?”
Execution “Is the organisation doing what it is supposed to in order to achieve the aligned direction? Is it doing it well and can it respond to challenges?”
Renewal “Is the organisation continuously finding new things (and new ways to do things) that create value?”
Direction
Coordination
& control
Accountability
External
orientation
Innovation
Capability
Motivation
Environment &
values
Leadership
Agility
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Leadership Agility and Organisational Effectiveness: Achieving, Adaptive and Enabling
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• Differences between management and leadership
• The educational environment and its impact
1. Leadership Landscape
• How to get superior results with staff, students and stakeholders
• Map out key relationships and stakeholders
• Attaining personal efficacy as a leader
2. Achieving
• Identify relationship building and influencing style
How to gain influence and achieve results operating across the school and beyond
• Assess effectiveness with peers
3. Influence
• How to lead consistently and ‘walk the talk’- contributing to the greater system
• Living the vision and values of the organisation
• Give direct reports confidence to act with initiative
6. Enabling
• Attaining collective efficacy by optimising motivational alignment with the organisation
• Applying these principles to create a motivational environment for others
5. Energising
• How to grow and motivate a team – managing, leading and coaching
• Create a plan to build a high performance team within and beyond the school
4. Adapting
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Bringing it together
• Global perspective: focus on the extent change in practice leads to improvement in teaching and learning.
• System perspective: focus on the extent system reforms through a change platform and new mindsets leads to improvement
• Leadership and Organisational perspective: how leadership agility transforms organisations for the better.
• School transformation: model of practice