ANSWER SHEET (PAGE ________OF PAGES________) SCORE: ________

PROGRAM: MED MAJOR IN EDUCATIONAL LEADERSHIP

COURSE: MASTER IN EDUCATION/EDUCATIONAL LEADERSHIP
LASTNAME: MENESES FIRSTNAME: JOFEL CHRISTIAN MI: F
ID NO.: 19-5482-282 PROFESSOR: HIDALGO, REYNALD JAY F.

EDUCATIONAL LEADERSHIP AND CREATIVE STRATEGIES EDUCATION

1. Compare and Contrast:
a. Manager from a leader;

The main difference between leaders and managers is that leaders have people follow them
while managers have people who work for them.
A successful school head needs to be both a strong leader and manager to get his/her faculty on
board to follow them towards their vision of success. Leadership is about getting people to understand
and believe in your vision and to work with you to achieve your goals while managing is more about
administering and making sure the day-to-day things are happening as they should.

WHILE THERE ARE MANY TRAITS THAT MAKE UP A STRONG LEADER, SOME OF THE
KEY CHARACTERISTICS ARE:

 Honesty & Integrity: are crucial to get your people to believe you and buy in to the journey you are taking
them on
 Vision: know where you are, where you want to go and enroll your team in charting a path for the future
 Inspiration: inspire your team to be all they can by making sure they understand their role in the bigger
picture
 Ability to Challenge: do not be afraid to challenge the status quo, do things differently and have the
courage to think outside the box
 Communication Skills: keep your team informed of the journey, where you are, where you are heading and
share any roadblocks you may encounter along the way

SOME OF THE COMMON TRAITS SHARED BY STRONG MANAGERS ARE:

 Being Able to Execute a Vision: take a strategic vision and break it down into a roadmap to be followed by
the team
 Ability to Direct: day-to-day work efforts, review resources needed and anticipate needs along the way
 Process Management: establish work rules, processes, standards and operating procedures
 People Focused: look after your people, their needs, listen to them and involve them.

In order for you to engage your staff in providing the best service to your guests, clients or partners, you must
enroll them in your vision and align their perceptions and behaviours. You need to get them excited about where
you are taking them while making sure they know what’s in it for them. With smaller organizations, the challenge
lies in making sure you are both leading your team as well as managing your day to day operation. Those who are
able to do both, will create a competitive advantage.

b. Participative leadership from transformational leadership

Participative leadership is a style of leadership in which all members of the organization work
together to make decisions. Participative leadership is also known as democratic leadership, as
everyone is encouraged to participate.
Participative leadership generally follows these steps:
1. Discuss as a group. There is usually a leader who oversees the process. This leader facilitates a
discussion about the issue at hand or the decision that needs to be made.
2. Provide information. The leader shares all pertinent information for deciding with the whole
group.
ANSWER SHEET (PAGE ________OF PAGES________) SCORE: ________
PROGRAM: MED MAJOR IN EDUCATIONAL LEADERSHIP
COURSE: MASTER IN EDUCATION/EDUCATIONAL LEADERSHIP
LASTNAME: MENESES FIRSTNAME: JOFEL CHRISTIAN MI: F
ID NO.: 19-5482-282 PROFESSOR: HIDALGO, REYNALD JAY F.
3. Share ideas. The group shares ideas about how to solve the problem.
4. Process ideas and information. The leader summarizes the information and ideas for the group.
5. Make a decision. The group makes the best decision based on the information and ideas
presented.
6. Implement the decision. All members of the organization implement the decision.

The participative leadership decision-making process can take many forms, but the key element is
collective input from all members of the organization.
Participative leadership is most successful in organizations or companies that have defined roles
requiring little management or oversight, like universities, technology companies or construction firms.
However, participative leadership can be applied with varying levels of whole-group ownership to meet
the needs of any organization.

Meanwhile, Transformational leadership is defined as a leadership approach that causes change

in individuals and social systems. In its ideal form, it creates valuable and positive change in the
followers with the end goal of developing followers into leaders. Enacted in its authentic form,
transformational leadership enhances the motivation, morale, and performance of followers through a
variety of mechanisms. These include connecting the follower's sense of identity and self to the mission
and the collective identity of the organization; being a role model for followers that inspires them;
challenging followers to take greater ownership for their work, and understanding the strengths and
weaknesses of followers, so the leader can align followers with tasks that optimize their performance.

c. Traits theory of leadership from Process Theory of Leadership.

The trait theory of leadership suggests that certain inborn or innate qualities and characteristics
makes someone a leader. These qualities might be personality factors, physical factors, intelligence
factors and so on. In essence, trait theory proposes that the leader and leaders’ traits are central to an
organization’s success. The assumption here is that finding people with the right traits will increase
organizational performance. Trait theory focuses exclusively on the leader and neglects the follower.
In contrast, process leadership suggests that leadership is an event that depends on the interaction
between the leader and the follower. Process theory makes leadership available to everyone, rather than
restricting it to people with special qualities only. As a process it can be observed, learned and trained
(Northouse 2018: 7).

2. Briefly describe the knowledge, skills and attitude of an educational leaders, teachers and
learners in this very challenging times of pandemic.
While significant, the COVID-19 pandemic is unlikely to be the last crisis we will face in our lifetime,
and it’s not the first time that school leaders have been called upon to lead through times of ambiguity.
Challenges faced by school leaders have ranged from rebuilding after environmental disasters through to
supporting communities through economic, social, and emotional devastation. During these times, school
leaders have provided clarity and direction, built resilience and instilled hope as they remained focused
on the best possible outcomes for their students and school communities. Meanwhile, teachers and
learners must collaborate with the goals of the school head to make schooling better despite the crisis
we are facing at this very moment.
ANSWER SHEET (PAGE ________OF PAGES________) SCORE: ________
PROGRAM: MED MAJOR IN EDUCATIONAL LEADERSHIP
COURSE: MASTER IN EDUCATION/EDUCATIONAL LEADERSHIP
LASTNAME: MENESES FIRSTNAME: JOFEL CHRISTIAN MI: F
ID NO.: 19-5482-282 PROFESSOR: HIDALGO, REYNALD JAY F.
ACTION PLAN
PROBLEM OBJECTIVE/S TASKS TO DO TIME FRAME RESOURCES
Parent engagement is a Engage parents in the 1. Parent’s Orientation
challenge, parent does distribution and 2. Communication
not cooperate in the retrieval of learner’s System
claiming of modules. modules. 3. Distribution and All Year-Round School Funds
Retrieval Log
4. Memorandum of
Agreement
Low turn-out of Monitors learner’s 1. Provide learner’s
modules from learners. progress. monitoring tool.
2. Regular parent- All Year-Round School Funds
teacher-student
consultation
Teachers are not Adapts with the 1. INSET and SLAC
equipped with demands of 21st about technological August 3 – September
computers with internet Century students in adaptability School MOOE Funds
10, 2021
connection to facilitate times of pandemic 2. Trainings
learning.