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KURSUS LEADERSHIP FOR LEARNINGWITHIN THE SUBJECT PHASE 1 & 2

Tarikh / Hari : Januari & Mei 2008Tempat : Bangunan IPBA, Lembah Pantai, KLPenganjur : English Language Teaching Centre /

ELTC, KL & JPNJFasilitator : 1. Puan Azlina Ahmad Kamal

ELTC Department2. Puan Kamariah Samsuddin

ELTC DepartmentTarget : Guru-guru BI Sekolah RendahBil. Peserta : 28 orang dari Johor


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Considering Current Realities &Role Expectations

i) The responsibilities for the Head ofEnglish Panel

ii) Surat Pekeliling Ikhtisas Bil. 4/1986 iii) Role for the Head of Panel : monitoring,

mentoring, administering & managing.

iv) Acknowledge the responsibilities as theHead of Panel to your team members.


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Defining Leadership : Leader,Where Art Thou ?

i) There are many leaders, not just one.Every person at every level who, in one

way or another, acts as a leader to agroup of followers. ( cited from Goleman etal, 2002 )

ii) Differences between a manager and aleader by John Kotter & Warren Bennis


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Manager Vs Leadership


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Manager Vs LeaderJohn Kotter

Copes with complexity Plans & budgets Organises & staffs Controls & problem

solvesWarren Bennis

Promotes efficiency

Is a good soldier Accepts status quo Does things right

John Kotter

Copes with change Sets a direction Aligns people Motivates people

Warren bennis Promotes effectiveness Is his/her own person

Originates Challenges the status

quo Does the right thing


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Creating My Leadership Profile

i) The qualities in a leader. friendly, capable,understanding, etc. ii) The styles of a leader Autocratic,

Bureaucratic, Charismatic, etc iii) Styles under microscope Factors affect a

leadership style : environment / circumstancescontext, working team, culture, time factor /

deadline, co-operation, etc. iv) Thus, leadership styles not fixed, can be

more than one at a time & apply differentstyles at different contexts.


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Leadership Styles :

Autocratic Bureaucratic Charismatic Democratic Laissez-faire People-oriented / Relations-oriented Servant Task-oriented Transactional Transformational


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Autocratic leadership :

Absolute power over employee / teammembers

Team members have little opportunity formaking suggestions

Leads to high levels of absenteeism andstaff turnover

People tend to resent being treated likethis


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Charismatic Leadership : Appear similar to transformational style Leader injects huge doses of enthusiasm into

his/her team Very energetic in driving other forward Believe more in himself / herself than the team Success of a task is tied up with the present of

leader.

Carries a great responsibility Need long term commitment


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Democratic Leadership :

Invites members to contribute decision-making Increase job satisfaction in team Helps to develop peoples skills

Members feel in control of their own destiny Participation takes time, but outcomes better Suitable approach where team working is

essential Emphasis on quality of work


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Laissez-faire Leadership :

French phrase = leave it be Members work on their own with their work

Effective : if leader often monitors what isbeing achieved Usually members are those very

experienced and skilled self-starters Managers are said not exerting sufficientcontrol


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People-oriented Leadership :

Opposite of task-oriented leadership Focus on organizing, supporting &

developing the members Participate style leads to a good teamwork

& creative collaboration


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Task-oriented Leadership : Focus on getting job done Quite autocratic Actively define the work & the roles required Put structure into place, plan, organise and

monitor Spare little thought for the well-being of team

Suffer many of the flaws of autocratic style Difficulties in motivating and retaining staff


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Transactional Leadership : Starts with an idea that agree by members to

obey their respective leader totally on a job Transaction pays members in return for their

effort and compliance

Leader give team members some control ontheir income/reward by using incentives thatexpect higher productivity in return

If work doesnt match to pre -determinedstandard, leader has right to punish

Team members have little job satisfaction A way of managing rather true leadership style


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Transformational Leadership : A true leader inspires members constantly

with shared vision of future Are highly visible & spend time

communicating

Do not always lead to the front Tend to delegate responsibilities amongst

team Enthusiasm is often infectious Generally supported by his/her details

people


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A good leader :


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The Power of Purpose : Articulating Values & Vision

i) What I value most ( both work & personal ).Select the 5 most important to you as guidesfor how to behave or as components of a

valued way of life. ii) Are your value about education linked toyour leadership styles ?

iii) All leaders consciously or unconsciouslyemploy values as guides to interpretingsituations and suggesting appropriateadministrative actions. ( cited Begley, 2003 ).


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iv) As the Head of Panel; our valuesinfluential on :

What you want for the children in school The management of staff How relationships are managed with

community in & around the school. v) Thus, a leader should always be cleared

and consistency with his / her goals; as well

as to make others understand them too.


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Coming To Grip With Change

i) What is change?ii) Sometimes we change because of :

ourselves/ self change or of others.Thus, we always act upon as : agentor recipient of change.

iii) Reasons for change : for betterment, to be accepted, etc.


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iv) How did you feel with the compliments/ comments that others given to you ?

State the feelings / emotions.v) What is the impact play on you after

knowing what others see on you ?vi) Cited from Elizabeth Kubler :-

Ross Change Curse :

ShockDenialFrustration DepressionExperimentsDecision

Intergration


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vii) Why do we need to know thiscurse ?

helping others overcome obstacles understand people and situations raising awareness anticipate potential conflict

give appropriate intervention give appropriate support


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Workshop : Managing Learning

Define a Learning Community :

A group of educations workingtogether collaboratively as

learners to improve achievementfor all students.


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The underlying principles

Learning as the central to aneducational organization its own

staff must be engaged in theprocess which in term benefitedthe students too.


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Characteristics of a LearningCommunity

Shared values and vision,

collaboration, mutual trust,respect, supportive, openness,etc.


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Learning Community Activities

Shared planning such as lessonplans, shared articles on

professional insights, attendingtraining program together, sharingthe responsibility for making /collecting materials, etc.


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Direct Benefits

Saves time, increase quality ofideas, build a sentiment of shared

responsibilities and commitmentto one anothers learning, etc.


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Workshop : Preparing For Thelearning Project

i) Plan, implement and monitor aproject within the department / panelat school.

ii) A maximum of 4 weeks to observe

the progress of a project planned.


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iii) Keep a diary / log all of youractivities in elation to the project.

iv) Write a short description of yourproposed project. For eg : Title,

Target Group, Aims, Description ofthe Project, ImplementationSchedule ( Start date, End Date,

Activity & Remarks ) & Monitoring.


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