In taking the leadership style inventories, it was not surprising to see the results. After completing almost thirty years in education, the results revealed the use of several styles in my leadership role. The Leadership Legacy results indicated that I was tied on two types of styles. They were Truth-Seeker and Experienced Guide. Tied again for one point less were Ambassador and People Mover. One less point again revealed Creative Builder. My lowest area was Advocate. I thought this assessment was close to my own perceptions. As a Truth-Seeker, I value fairness and I try to use best judgment in handling challenges. I am process oriented, and I try to remain neutral and objective in dealing with issues. In the Experienced Guide leadership style, I have helped numerous colleagues problem-solve situations. I listen and provide several options in dealing with a situation. I keep a confidence. The next areas, Ambassador and People Mover are another part of my personality in the workplace. In the library environment, I have to work with everyone in a variety of situations and make it a win-win whenever possible. As a People Mover, I have had several opportunities to mentor new teachers and new librarians. Another style that I had strength in is the Creative Builder. I am someone who needs to change. I had the opportunity to help restructure the upper grades in a school to include a 3-4-5 multi-age grade level. Researching, developing and selling this concept took a lot of work. My weakest area in this leadership assessment was the Advocate. As the librarian, I tend to stay behind the scenes in a more service-oriented role. This year, I am a district library leadership team member and this has given me an opportunity to work on my advo... ... middle of paper ... ...fidence. Engaging in serious discussion can provide teaching opportunities. Encourage others to study important topics and share information. I will need to help others to organize their new knowledge. I think these assessments have been helpful in clarifying my leadership style. I am confident in how I look at challenges and researching solutions. I seek several solutions and points of view. I look for a win-win outcome whenever possible. I can hard line something when I have to, but I prefer to create the most positive outcome. I see leadership as a daunting challenge in a school. There are so many factors to consider and how each decision affects so many different aspects of the school environment. I know I need practice in presenting my vision and mission to a staff and being an effective leader to get a community to follow my lead.
Encarta Dictionary within Microsoft Word defines leadership as,” the ability to guide, direct, or influence people.” Expanding upon that definition, my personal definition is influencing people to follow to achieve a goal, regardless of how unpleasant. Leadership is not something that happens overnight, it needs to be cultivated over time. During that process, it is necessary to identify delinquencies and make adjustments. Reviewing the feedback provided by my LPI/360 assessment, the three areas identified I need to improve on are, praising people for a job well done, actively listening to diverse points of view, and becoming more visible within the workplace.
Leading organizations of school administrators offer educators various opportunities to encourage educators to become leaders. No Child Left Behind Act of 2001 (NCLB) has mandated that leaders be better prepared for the task of providing quality education to all. NCLB “… is forcing all educational stakeholders to face the weakness of contemporary school leadership and is making it impossible to ignore the need for higher quality principals” (Hale & Moorman, 2003, p.1). It is believed that all educators can be and are leaders in their own right. A leader is a visionary and has the ability to inspire others to aspire to greatness. Of the numerous opportunities that are offered, those that are most beneficial include but are not limited to leadership training programs, professional development, and creating shared leadership opportunities for teachers to become leaders. The systems “…that produce our nation’s principals are complex and interrelated – and governed by the states. Each state establishes licensing, certification and re-certification” (Hale & Moorman, 2003, p.1). States use the ISLLC standards “…as the framework for preparation programs and in service professional development of school superintendents, principals, and other leaders” (Hale & Moorman, 2003, p.3).
This was important to assess and it increases self-awareness and can be adjusted easily through conscience practice and efforts. This competency assessment centered around task behavior and relationship behaviors. Task behaviors are those that aide in accomplishing goals and helping followers and other group members achieve goal and objectives. (Northouse & SAGE, 2016, p.71). Relationship behaviors are behaviors that help followers feel more secure and comfortable with themselves and others in the work environment (Northouse & SAGE, 2016, p. 71). On this assessment, my technical score of 46 was only one point higher than my relationship score of 45. Thus, these two aspects are almost equal in my leadership style. I am more likely to lead with emphasis on tasks rather than relationship, but still able to have the significance of relationships within my leading. I believe the assessment is accurate its scoring, as I like to provide more structure and direction to my followers, by organizing their work and giving them definitive responsibilities and instructions. However, I also consider myself to be a warm leader who can motivating and encourage followers while also building up confidence and trust. It is important for a leader to be able to have a balance of both technical and relationship skill. The text describes this type of leader as one that is a team management type of leader (Northouse & SAGE, 2016, p.
This paper will profile Jeff Hawkins, Chief Technology Officer (CTO) for PalmOne, Inc. examining qualities that Mr. Hawkins exhibits that make him influential leader. The paper will also examine details of the business strategy that make this man an exceptional innovator and his contribution to eBusiness technology.
The last issue to address is leadership. This role is challenging, but with commitment and determination it can be done. Strategies that I can take to encourage great leadership is to first build trust and confidence by fulfilling the school’s mission, vision, policy, and working environment (Drexler, 2007) on a daily basis. To be involved in school activities, in the classroom, at PTO meetings, and community affiliations will establish strong leadership skills. Providing valuable feedback, strategically planning to improve the school, and encouraging community support are other strategies that can be used to enhance leadership.
Having completed this survey as truthfully as possible, my leadership style is deemed as that of a Participative (democratic) that leans somewhat on the Delegative (free reign) side. The Authoritarian (autocratic) score was far behind the previously mentioned two. I feel that this survey has accurately showed that I would lead with the democratic style that would encourage participation and discussions of the entire staff to create a relevant and safe workplace. If these two styles do not succeed, I would be adaptable to show and bring forth the Authoritarian side to accomplish the goals and requirements of my department. Communication and transparency are vital between staff and leadership to create cohesiveness that will enhance patient satisfaction and care. My leadership style and managing qualities are comparable and connect with that of the traits and styles of a few different management and leadership
In a quote from Tom Peters, he states that “ leaders don’t create followers, they create more leaders.” Working as a lead administrator in a building can have some powerful challenges, but as with anything, the approach is what makes the difference. A good leader will take advantage of the tools around them, knowing that every building has individuals who offer their very own strengths. In focusing on the individual teacher strengths of each specific teacher, a rapport can be built, but most importantly, the outcome will be a stronger building because of the process of spreading the wealth. Ultimately, no teacher in any building became a teacher without being a leader first, and as I have looked back on my own past upbringing through scouting by other educators, I see the outpouring of wealth of experience from those teachers just waiting to make a
I also took the DiSC Work of Leaders Profile to analyze my style. The results indicate I fall between Steadiness and Conscientiousness, leaning more towards Steadiness which gives me the style SC. The three leadership priorities closest to my style dot of SC reveal I am humble, inclusive and deliberate. This indicates I like a work environment of collaboration assisting others in achieving their goals. People see me as calm, reliable, dependable and sensible. ...
Based on the Electronic Self-Assessment of Leadership Behavior (e-SALB) results, I identified myself as being a transformation leader. I am strong in intellectual stimulation
The first assessment I completed was very eye opening for me as a leader. As expected, my score for the overall potential of my leadership was on the higher end of the scale because of my background and amount of experience I have in leadership positions. This assessment portrayed a very accurate depiction of my overall leadership potential because I have always placed emphasis on being very good at what I do while working hard to not follow a path that did not work the first time.
To evaluate my own personal leadership type, I used the Seven Habits Profile to evaluate different
The general personality traits, which are related to success both in and outside the workplace, are all inherent in my answers given in the Leadership Assessment Quiz. With statements such as, “it is easy for me to compliment others” and “team members listen to me when I speak,” it is apparent I possess these characteristics. Whereas my task- related personality traits associated with successful leadership, such as courage, still need to be developed. Not only do I know this in myself, but it is clearly pointed out throughout the test, with statements such as, “resolving conflict is an activity I enjoy” and “I would enjoy coaching other members of the team”.
In building leadership capacity it is important to ensure that there is broad-based skillful participation. We want the students, parents, community, and staff to be participants. This is important because it allows for staff to take responsibility for the growth and development for not only themselves but for their peers in doing the work of leadership. It is helpful to have the community working together towards the common goal as opposed to ...
It is my belief that anyone with a desire to change the world would be fortunate to work in education. By sharing my vision with others, and building upon my skills while seeking constant growth, I strive to take an approach to leadership that fosters an effective, nurturing educational environment for the entire school community. By creating this type of environment, as well as through embracing and enhancing my leadership strengths, it is my goal to contribute to society by inspiring people to become better not only as teachers and students, but as compassionate human beings.
After the self-assessments from the book, now I know what kind of leader I can be, what are the weakness I need to work on and how I can influence my team and the people outside my work environment. This course has taught me many different type of leadership style and one cannot be an effective leader but just following one specific style. To be an effective leader you need to assess the situation and act according to the situations.