NAME:

ODADTI
NG,
MOTMAI
NAHA. 3BSE-
B1

C.FOUNDATI
ONPI
LLARSOFSUCCESSFULLEADERS.

1. I
nspi
rat
ional
Leader
sasEnabl
ers
2. Cr
eat
ingaCul
tur
eofCol
l
abor
ati
on
3. Empower
ingTeamsf
orPer
for
manceExcel
l
ence
4. Dev
elopi
ngHi
gh-
Per
for
manceLeader
s/Teams
5. Shar
ingaCommonVi
sion
6. Ski
l
lsi
nChal
l
engi
ngt
heExi
sti
ngSy
stems/
Processes
7. Encour
agi
ngQual
i
tiesofaLeader
8. Model
l
ingBehav
iorofLeader

Act
ivi
ty2

Att
heupperr
ightcorneri
neachpageofthi
smodul
eisanadageabout
l
eader
shi
p.Gi
vey ourexpl
anat
ionf
oreachadage@ f
ive(
5)poi
ntseach.

1.Inspi
rat
ionalLeadersasEnabler
sthroughthestr
engthofthei
rvisi
onand
per
sonali
ty,Leader
sareabl et
oinspir
efoll
owerstochangeexpectati
ons,
per
cepti
ons, andmotiv
ationstoworktowardscommongoal s.

2.Creati
ngaCul t
ureofColl
aborati
on,l
eadersmustpr ovi
deanenv i
ronmental
whereemployeesarenotafr
aidtosharetheiri
deas.Leadersmustcreatea
cul
tur
ewher etheexchangeofideasisencourageandr ewar
ded.Teamwor k
andcoll
aborat
ionmustbeacent ralt
hemeoft hemissionstatement.

3.EmpoweringTeamsf orPer
formanceExcell
ence.Moti
vatedteamscanlead
toincr
easedproductiv
ityandall
owanor gani
sati
ontoachievehigherl
evel
sof
output
.Motivat
ionrepresent
sthewill
ingnessofanindi
vi
dualtoputhiseff
ort
s
i
napar ti
cul
ardirect
ionsoast oachi
ev ehi
sgoals.

4.Devel
opingHigh-Per
formanceLeaders/Teams.Team bui
ldingisacol
l
ectiv
e
ter
mforv ari
oustypesofacti
vit
iesusedtoenhancesoci
al r
elati
onsanddefi
ne
rol
eswit
hi nteams,oft
eninvolv
ingcoll
aborati
vet
askssuchasshar edVi
sion,
openandclearcommuni cat
ion.
5.Shari
ngaCommonVi si
on.Aclearv i
sionwillal
sohelptheteamst o
deter
mi nethei
rowndepartmentalobjectivesandtocoll
aboratewi t
hother
s,
astheywi l
lknowthatthey
'r
eallworkingt owardsthesamegoal .Whent he
team ofsimil
arint
erest
scomet ogetherandshar eacommonv i
sion,t
he
coll
ecti
veenergyautomati
call
yshoot sup.

6.Skill
sinChallengi
ngtheExi sti
ngSy stems/ Pr
ocesses.It
’si
mportantto
underst
andthepr ocessest hroughoutt het eamsandhowt heyworktogether
soyoucanf ocusonwhi chonesneedat tenti
onandwhi chmayneedt obe
di
sbandedorr ebuil
tcompl etely.I
tt akesconsistentcommunicat
ion,fr
om the
begi
nningtotheendoft heinitiat
ive,fortheprocesstosuccessf
ull
ydeliv
erit
s
i
ntendedbenefits.

7.Encour agi
ngQualit
iesofaLeader.Al eaderwithvisi
onhasacl eari deaof
wher etheywanttogo, howtogett hereandwhatsuccessl ookslike.Besure
toarticul
ateyourvi
sionclearl
yandpassi onately,
ensuri
ngy ourteam
understandshowt heiri
ndivi
dualeffor
tscont r
ibutetohigherl
evelgoal s.
Wor ki
ngt owardyourpersonalvi
sionwi t
hper sist
ence,t
enacityand
enthusiasm wil
li
nspireandencour ageotherstodot hesame.

8.Modelli
ngBehav iorofLeader
.Aleadercanbear ol
emodel tohi
st eam by
l
earningthediff
erencebetweenleadingpeopl
eandbossingpeoplear ound.
Leadersaresupposedt oguidethei
rteamswithutmostpati
ence,fi
rm butnot
aniron-
gripconvict
ion,andtheabil
i
tytobeconsider
atef
lexi
ble,whichis
vast
lydif
ferentfr
om justgivi
ngordersandlet
ti
ngteamsfendf ort
hemsel ves.
Act
ivi
ty1:
Int
hisact
ivi
ty,
kindl
yenumer
atesomeoft
hef
unct
ions
per
for
medbyevery
instr
uct
ionall
eader(
Pri
nci
pal
).Gi
veatl
east5f
unct
ionst
hen
explai
nbrief
ly.

Funct
ionsofaSchoolPr
inci
pal Br
iefExpl
anat
ion

1.Shapingavi
sionofacademi
c pr
inci
palsar
er esponsibl
eforest
abli
shing
successforal
lstudent
s. aschoolwi
dev i
sionofcommi tmentto
hi
ghstandardsandt hesuccessofal
l
st
udents.

2.Creat
ingacl
i
mat
ehospi
tabl
eto Eff
ecti
vepr i
nci
pal
sensurethatthei
r
educati
on. school
sallowbothadul
tsandchi l
dren
toputl
earningatt
hecenteroftheir
dail
yacti
vi
ties.
3.Cul
ti
vat
ingl
eader
shi
pinot
her
s. Principalswhogethi ghmar ksfrom
teacher sforcreat
ingast r
ongclimate
forinstructioni
ntheirschoolsalso
receivehi ghermarksthanot her
principalsforspur
ringleadershi
pin
thef aculty.
4.I
mpr
ovi
ngi
nst
ruct
ion. Eff
ectiv
eprincipal
sworkr
elent
lessl
yto
i
mpr oveachievementbyf
ocusi
ngont he
qual
ityofi
nst r
ucti
on.

5.Managi ngpeopl
e,dat
aand Wheni tcomestodat a,ef
fecti
ve
processes. principal
strytodrawt hemostf r
om
statisti
csandevidence,havi
ng" l
earnedt o
askusef ulquesti
ons"oftheinformation,
todisplayitinwaysthattell"
compel l
ing
stories"andtouseittopromot e
"coll
abor at
ivei
nquir
yamongt eachers."
Anal
ysi
s
Fr
om t
hepreviousacti
vi
ty,cat
egor
izetheli
stedact
ivi
ti
eswhet
her
t
heyar
eadmini
str
ative,
educat
ional,
orsupport
ive.
Admi
nist
rat
ive Educat
ional Suppor
ti
ve
1.Cul
ti
vati
ngl
eader
shi
p 1.Creati
ngacl
i
mat e 1.Creati
ngacl
i
mat e
i
nothers. hospit
ablet
oeducat
ion. hospit
ablet
oeducat
ion.

2.School
leader 2.TeacherEv
aluat
or 2.TeacherEv
aluat
or
Whyadmi
nist
rat
ive? Whyeducat
ional
? Whysuppor
ti
ve?
Becausei tholdsthe Becausei tal
lowbot h Becausei tchar acteri
zedby
l
eader si nallwalksoflif
e adultsandchi l
drento basicslikesaf et yand
andal lkindsof putlearni
ngatt hecenter orderli
ness, aswel lasless
organizat i
ons,publicand oftheirdail
yactivi
ti
es. tangibl
equal i
tiessuchasa
pri
vate, needt odependon "supportive,responsi ve"
otherstoaccompl ishthe atti
tudet owar dt hechildren
group'spur poseandneed andasensebyt eachers
toencour agethe thattheyar epar tofa
development . communi tyof
professionalsf ocusedon
goodi nstruction.
Abst
ract
ion
Howwi l
lyoudiffer
ent
iat
efunct
ionsofanorgani
zationall
eader(
Ex.
schoolprinci
pal,headofaschool)asadmi ni
strat
ive,educati
onal
,or
support
ive?Pleaseuseconceptmaporgraphi
corganizer.

School
super
int
endent

Admi
nist
rat
ive Suppor
ti
ve
Educat
ional
-Aschool -Aschool
-Aschool
superintendent superintendenti
s
superintendent
overseest hedaily alwaysr esponsi
ble
parti
cipateinthe
operationsandt he forhiri
ng,
developmentoft he
l
ong- r
angepl anning mai nt
aining,
boardpol ici
es,
oftheschool di
stri
ct. terminationsupport
programsandpl ans.
personnel .