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Module 2 Leading in a Diverse System
- 1. 'Leading in a diverse system' “Control the controllables!”
- 2. Re-cap – Effective Middle Leaders?
- 3. Re-cap – Effective Middle Leaders?
- 4. Re-cap – Effective Middle Leaders?
- 5. Effective Team Leaders Demonstrate a particular combination of: • Personal Qualities • Leadership Behaviour • Professional Credibility • Management Skills
- 6. Would I lie to you? • Write down 3 statements about yourself on an index card only one of which is true • Example Keith: • “I’m a qualified aerobics instructor” • “I was the best man at Lord Sebastian Coe’s wedding” • “I survived the Herald of Free Enterprise ferry sinking on 6 March 1987” • 3 groups of 4. Read your statements in turn but do not reveal which are lies. Each member can ask you one question about any of your statements. Members each have one vote to select one statement they consider to be true. If they get it right they score a point. If not you get a point. Keep a record of the scores. The highest score wins!
- 7. Questions Wall About anything: Last session This session School issues Leadership Post it? Closing Gap Challenge Coach National College Anything you think we can help with
- 8. Module 2 Learning Objectives • Understand: • the relationship between context and middle leadership • how context is a multifaceted consideration • Goleman’s six leadership styles • Recognise: • when and how to use different leadership styles
- 9. Context is All: A Frame for Module 2 • Contexts are made of innumerable elements • Some elements are within control, others are not • There is no one way of responding to a particular context
- 10. The Importance of Context Context is often referred to in terms of the neighbourhood, or catchment area, on which the school draws, but context is more complex and multi-layered than this. It is about place, but also about people, policy and politics. The challenge for school leaders is to continuously negotiate a path through this intricate web of demands and expectations. It requires an acute understanding of how these various forces interrelate, as well as an ability to deal with the complexities and paradoxes that are contained within them. (MLDP Leading Learning and Teaching Closing the Gap page 15)
- 11. Task – Read the 5 statements below Which ones most strike a chord with you? • I find some colleagues more approachable and supportive than others • The depth of deprivation both economically and morally within pockets of our community presents significant challenge within our school • The constant political change agenda, target driven culture and criticism of teachers is very dispiriting • Some senior leaders at my school seem removed from the day to day reality of the classroom • There is considerable variance in learning outcomes across different cohorts in my area
- 12. “Control the Controllables” “You take control of that which you can control” - Steven Covey
- 13. Potential for leadership impact and leverage Teacher quality National issues Student School leadership and classroom and trends characteristics and policies practice High Low
- 14. Potential for leadership impact and leverage Pairs discussion • Q1 - What can be your impact on school leadership and policies? – consider implementation, accountability, monitoring • Q2 - How can you help change school policy and decisions? • Q3 – How can you influence student characteristics?
- 16. Task – How can middle leaders impact on the quality of teachers and classroom practice? Handy Hint – Marketplace activity p18 of ‘Closing 4 groups the Gap’ • On a flipchart consider ‘what’ middle leaders can do to improve teacher quality and classroom practice – 4 mins • 1 remains as market stall holder, others go off as 'knowledge gathers‘ to another stall. Question, talk, challenge stall holders you meet – 4 mins • Repeat above with a different market stall holder – 4 mins • Return to own stall – discuss and add ideas picked up – 4 mins • Grand promenade – look at each others stalls – 2 mins
- 17. Prioritisation Matrix • Look at your marketplace activity • Select 5 leadership activities you could implement in your school context (amend them if necessary) & write each on a post-it note • Think carefully and then place them on the prioritisation matrix • Which have you placed nearest to the top right corner?
- 18. YOUR TEAM
- 19. Diversity in Teams • Consider a team you lead/are part of • For each member of the team represent them with a colour and/or symbol/animal on a post it note (totally anonymous) • Stick them on a side of A4 titled ‘My Team’ & tac to wall
- 20. Daniel Goleman on leadership styles 1. Visionary, authoritative – focused on values and future scenarios 2. Coaching – the most effective learning relationship
- 21. Goleman’s six leadership styles 3. Affiliative – high quality relationships 4. Democratic – meaningful participation
- 22. Goleman’s six leadership styles 5. Target setting – outcomes oriented 6. Control – top-down command and control culture
- 23. Goleman argues the most effective leaders….. “Go beyond a mechanical process of matching their styles to fit a checklist of situations; they are far more fluid. They scan people individually and in groups, reading cues in the moment that tip them to the right leadership need and they adjust their style on a dime”
- 24. What do these styles look like? Visionary / Authoritative Coaching Affiliative Democratic Target setting Control Take a look at ‘the 6 leadership styles at a glance’
- 25. Leading on a dime ... -Can you adjust your style on a dime? - How confident are you in using alternative styles? Traits Position yourself around the room according to the traits signage What’s it like to be ... And how does it influence your leadership? What will you focus on?
- 26. Your leadership style What is your leadership style? What did you learn about yourself from the 360 degree diagnostic? Do you use the same style in all situations and with all people?
- 27. Leadership in Your School What are the prevailing leadership styles in your school? Do the leaders in your school always stick to the same styles? How does the school leadership context impact on your leadership?
- 28. In Summary… An effective leader will recognise that context matters and that context can provide opportunities. All contexts contain positive elements that can support learning, teaching and leadership “Control the controllables”
- 29. Module 2 Learning Objectives • Understand: • the relationship between context and middle leadership • how context is a multifaceted consideration • Goleman’s six leadership styles • Recognise: • when and how to use different leadership styles
- 30. Your questions answered The questions wall
- 31. Reflection Time Consider today's learning intentions What have I learned? What will I take away and blog from today's learning? What one thing will I do differently back at school tomorrow?
- 32. Next steps.... • Blog • Mod 2 & 3 reflections with coach • Initiate Leadership Challenge • Complete/reflect on 360 • Book Tues 17 April • Read around Module 4 • Enjoy the Easter holiday!
- 33. And finally... Safe journey home and have a good evening!
Notas del editor
- Have the life size leaders up on wall plus leadership quote posters
- Essential that we once again highlight the CRITICAL role that Middle Leaders have in school
- In the NC 'Making a Difference' project, effective team leaders were found to have a particular combination of: as per slide
- Read the statement Let’s pick out the different aspects of context The things that can affect the way in which you lead and work Catchment - socio-economic, aspiration, community Geography – dispersed – close communities – buses Leadership, governance, school structures – academy, trust, federation, part of a group, ofsted rating Leaders values, beliefs, approaches to leadership Politics, faith school
- Task – read the statements Decide which ones most concern you. You have 3 coloured dot stickers. Place all 3 against the statements that most strike a chord with your concerns and feelings as a teacher at your school. You can spread evenly or put more than one against a statement. Let’s look at the outcomes. Would anybody like to comment on why this is a major concern? Facilitate discussion. So how much can you influence change in this area?
- Take a look at this. Do you agree with it? Where can you maximise your time, effort and resources to make the biggest difference? Discuss in pairs What can be your impact on school leadership and policies? - policies - implementation - accountability - monitoring - implementing. How can you help change school policy and decisions? Influencing - join working parties, LMM discussions, present impact of strategies, leadership developments What about student characteristics? Can we influence these? RECORD ON 2 FLIPCHART PAGES 1) School leadership & policies 2) Student characteristics
- Let's focus on the the main area of impact. 4 groups This may help us with our ‘closing the gap – leadership challenge’
- This activity will help participants formulate ideas and strategies for their ‘leadership challenge’ Hand out a matrix for each participant Allow 5 mins for internalisation & invite all to write down thoughts for how this could be part of their ‘leadership challenge’ – individual activity
- Notice the diversity Establish the idea that there is diversity within a team What makes up diversity ? Personality, experience, culture, ambition, values, motivation, Understanding that one leadership style won’t work for everybody Invite a couple of people to talk about the diversity in their team. Remind to respect confidentiality – keep discussions around individuals as anonymous as possible 10 mins total time SO WHAT ARE THE IMPLICATIONS FOR LEADING & MANAGING THIS DIVERSE TEAM?
- New input: An interesting example of the importance of leaders getting their approach right is found in the work of Daniel Goleman on leadership styles. He classifies leadership approaches in 6 broad styles
- Goleman argues that using inappropriate styles creates ‘toxic organisations’. That is that inappropriate leadership behaviour can have a highly negative impact on school culture.
- Give them time to read through the styles at a glance sheet
- Move to big room Have 6 style posters placed around the room Ask group to go and stand at any style Ask them to consider: What traits are you demonstrating in this style? When might you use it as a middle leader? What might the impact be on your team if this was your predominant style? Break in to pairs/threes and consider your 360 diagnostic (if completed) What is your leadership style? What did you learn about yourself from the 360 degree diagnostic? Do you use the same style in all situations and with all people?
- Return to classroom Discuss in pairs the leadership context of your school – again respect confidentiality
- Before we move to the closing activity - time to see if we've answered your questions or if not if we can answer them now Jamie & Keith ask and answer alternatively. Some may be able to be answered by the group
- 'Plenary' Invite them to take a 'vow of silence' 5 mins of personal reflection - where next? Jamie - you could do this plenary
- Really important to do the last one!