SCHOOL HEADS DEVELOPMENT PROGRAM |

FOUNDATIONAL COURSE | MODULE 1

Leading
from Within
Module 1:

The School Head as Instructional Leader

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Leadership and
Management

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Leadership
There are many definitions of leadership, but
they mostly boil down to

inspiring

people

to move
toward

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a shared
vision

Management
There are many definitions of management, too, but
they mostly boil down to

PLANNING
ORGANIZING
CONTROLLING

activities

and resources

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to achieve
objectives

Managers

Leaders

count value

create value

create circles of power

create circles of influence

manage work

lead people

Harvard Business Review (Nayar, 2013)

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Source: http://www.championsforgrowth.com/leadership-and-management-complimentary-partners-forever-connected/

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Leadership or Management?

School Head calls for the SIP-SPT for the

submission of the SIP SY 2016-2019 on
30 January 2016.

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Leadership or Management?

School Head calls for a meeting to plan

the school budget for fiscal year 2016.

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Leadership or Management?

School Head sends a new teacher to

attend the Teacher Induction Program
(TIP).

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Leadership or Management?

School Head identifies least mastered

skills and organizes a team to conduct an
intervention program.

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Leadership or Management?

School Head discusses school

policies during the general
assembly.

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Leadership or Management?

School Head was able to solicit

donations from NGOs to sustain the
schools reading program.

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What is better: Leading

or Managing?

These are complementary.

Equally valuable.
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But you cannot

move up unless
who or what
you manage
moves up too!

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Leadership Pipeline
Passage 6

Passage 5
Passage 4

Passage 3
Passage 2

Passage 1
(Drotter, Charam, and Noel, 2001)
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The Leadership Challenge

(Kouzes & Posner, 1987)
How leaders get extraordinary things done
in organizations

How leaders turn challenging

opportunities into remarkable ones

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Qualities Admired by Constituents

(Kouzes & Posner, 1987)

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Qualities Admired by Constituents

(Kouzes & Posner, 1987)

Honest

Is that person truthful? Ethical? Principled?

Of high integrity? Do they have character?

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Qualities Admired by Constituents

(Kouzes & Posner, 1987)

Competent
To enlist in anothers cause, we must believe
that they know what they are doing If we
doubt the leaders abilities, we are unlikely to
enlist in the crusade.

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Qualities Admired by Constituents

(Kouzes & Posner, 1987)

Forward-looking
What will the company look like, feel like, be
like when it arrives at its goal in six months
or six years? Tell us in rich detail so we
know when we have arrived.

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Qualities Admired by Constituents

(Kouzes & Posner, 1987)

Inspiring

If a leader displays no passion for a cause,

why should others?

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Five Practices of Exemplary

Leadership
(Kouzes & Posner, 1987)

Images sourced from http://www.studentleadershipchallenge.com

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Five Practices of Exemplary

Leadership
(Kouzes & Posner, 1987)

Set the example behave in ways

consistent to shared
values
Achieve small wins build commitment
to action
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Five Practices of Exemplary

Leadership
(Kouzes & Posner, 1987)

Foster collaboration promote cooperative

goals and mutual
trust
Strengthen others share power, provide
choice, develop
competence, and
offer visible support

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Leader-Member Exchange
(LMX) Theory (Graen & Uhl-Bien, 1995)
in-group

out-group

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Leader-Member Exchange
(LMX) Theory (Graen & Uhl-Bien, 1995)
Role-taking

Happens when a new member joins the team.

Projects are assigned and skills are gauged.

Role-making

New members begin to work on their projects.

Sorting into in-group and out-group begins.

Routinization

Leader-member relationships begin to solidify.

In-group works to build more trust; out-group
begins to distrust or resent the leader.

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Five Practices of Exemplary

Leadership
(Kouzes & Posner, 1987)

Recognize
contributions to
success - link rewards
with performance
Celebrate
accomplishments value the victories

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Five Practices of Exemplary

Leadership
(Kouzes & Posner, 1987)

Envision the future imagine uplifting and

ennobling ends
Enlist others - attract
people to a shared
vision by appealing to
their values, interests,
hopes, and dreams
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Five Practices of Exemplary

Leadership
(Kouzes & Posner, 1987)

Search for
opportunities confront and change
the status quo
Experiment and take
risks - learn from
both mistakes and
successes
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Leadership Practices Inventory

(Kouzes & Posner, 1998)

SELF-ASSESSMENT

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Based on my LPI results

My strongest area is...
I can use this to respond to
the challenge....
My weakest area is......
When I strengthen this, this
will enable me to meet this
challenge.......
I will therefore......

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