Subject: Educ.

216 Supervision and Administration

Chapter 3: The Ideal Leader: A Contemporary P.R.I.N.CE.

PROACTIVE LEADER Takes risks Venturesomeness the mark of a high-impact leader is the ability to anticipate changing environments practice fearlessness and be prepared to lose before winning ready to act courageously at the right time & s/he anticipates the consequences of his/her actions. Launch innovations that are geared towards continuous school improvement. Posses striking courage, enormous enthusiasm and tremendous optimism that contaminate the other members of the school community. Can encourage his/her co-workers to contribute. Result oriented Appreciates the value of a vision to an organization Leader must be able to identify the groups goal and stay on task Emphasize a clear vision or super-ordinate goal Underscores the need for clear high performance standards in building an excellent team. Provide the guiding star for all members to follow. clear focus on curriculum, instruction, assessment and professional culture Intelligent Leader Ability to use good judgment, reasoning & thinking capacity in administering the organization. Possess seven domains of intelligence; linguistic, logical/mathematical, musical, spatial, bodily kinesthetic, interpersonal, intrapersonal. Touch the hearts & minds of the organizational members to make them strive for more competence and deeper commitment towards higher productivity. Aware of the proper way of approaching teachers, students, parents and other interested parties. The Network-Building Leader Aware that his/her visions for the organization will hardly materialize if s/he does not get the support of people. Spend time building goodwill. A visible presence in the community and frequent dialogue with the parents will make these people understand the needs of their children ins school. Establishing close rapport with superiors by doing legitimate favors for them, when requested, gives the leader a competitive advantage. Keeping excellent relations with the local government officials and other sectors & other sectors establishes a dependable reservoir of potential support particularly in terms of resource generation. Utilizes teamwork among the staff. The Credible Leader Honest, value driven and of unquestionable integrity. Do what they promise, so as to enhance integrity. Practices consistency in human resource management. Performs his/her job without coercion or manipulation. Steward accountable for the use of his/her power in extending the overall interest of the organization and the individual. The Empowering Leader Strengthens his/her own bases of power by sharing them with his/her co-workers. Assume responsibility for their own growth and in finding solutions to their own problems. Diversity and resistance should be recognized Open information access to all members and encourage extensive debate on policy and practice. Encourage the creation of self-managing task forces to plan and implement solutions to problems. Send representatives to attend routine administrative meetings, especially when s/he has to attend to more productive pursuits. Developing future leaders by mentoring and exposing them to actual job demands, like preparation of reports, assures the principal that the organization can run smoothly even in his/her absence.

Prepared by: MICHAEL B. MAGISTRADO Reporter

Submitted to: DR. YOLANDA SANTELICES Professor