marian college leadership team 2009
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Leadership and Change:Leadership Team Roles for 2009
Lawrie Drysdale
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Leadership
• Think of a leader you most admire.
• List the personal qualities that characterise this leader
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Knowing Your Role in the Show
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Map of the Tube in London
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Map of Hong Kong Underground
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Understanding Your Role
• Your role is a foundation or grounding for what is required.
• It shows how you fit into the organisation.
• It helps define your work relationship with your employer.
• It indicates what is expected.
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Knowing where you are
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Mapping your organisation
• Map your organisation– Show how you see the organisation– Show where you fit into the organisation
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Understanding your role
• Outline the tensions and issues of your role
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Perceived Tensions in the role• Being a meat-in-the-
sandwich
• Acting as gatekeeper
• Having to do a balancing act with people and priorities
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Role tensions
• Hands tied
• Being out on a limb
• Walking a fine line
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Taking a risk
• Stepping outside
• Defending : ideas, the school, teachers, students, principal
• Acting as a referee
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Taking risks
• Jumping through flames for staff
• Jumping off the deep end
• Pulling in different directions
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Key questions
• What does the organisation want you to do? • What are your responsibilities?• What do you need in order to do the job (skills,
qualifications, resources)?• What are the expected results? Outcomes• How will you know if you have succeeded?• How can you measure your achievements?
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Making the best of your role as Team Leader
• Developing your leadership role
• Making a difference
• Having an impact
• Enhancing your skills
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Goals• What are your goals for your
role?• short term? long term?• How do they fit in with the
school’s goals?• How are you going to share
your goals with your team?• How can your team members
also develop goals?
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Guiding conceptions of leadership
Leadership actions in the five key areas
Area 1
Area 2Area 3
Area 4
Area 5
CEO Leadership Framework
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CEO Leadership Framework
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• leadership • management
Leaders or managers?
Is leadership different to management?
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Leaders or Managers ?
Leadership– setting a direction
– aligning people
– motivating
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Leaders or Managers?
Management– planning and budgeting
– organising and staffing
– controlling and problem solving
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Making the role
• ...we must sail sometimes with the wind and sometimes against it – but we must sail, and not drift, not lie at anchor.
-Oliver Wendell Holmes
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Dare to be different
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Total Role Concept Role Concept
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Total Role Concept
Core Role
Expected Role
Augmented Role
Potential Role More
Tangible than Intangible
Management
More Intangible than Tangible
Leadership
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Leadership Style
B. Leadership Role dominates
A. Management Role Dominates
generic
expected
potential
augmented
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Challenge
Let the role dominateyou
You dominate the role
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Taking responsibility
• People are always blaming their circumstances for what they are. I don’t believe in circumstances. The people who get on in this world are the people who get up and look for the circumstances they want, and if they can’t find them, make them.
–George Bernard Shaw
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• You can’t build a reputation on what you are going to do
Henry Ford
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Building relationship
• Knowing yourself – self leadership
• Before you lead others you must lead yourself
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Roles
• What is my role?
• What are my goals (long and short)
• How am I going to achieve them?
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Creating a vision
• Create a vision for your role
• What do you need to get there?
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Managing up
• Set your own goals- and do self assessment
• Ask for feedback
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