Due: 48 hours before your first coaching session.
Ko ngā pae tawhiti whāia kia tata, ko ngā pae tata, whakamaua kia tina.
The potential for tomorrow depends on what we do today.
Module Objectives:
Upon completion of this module, participants will be able to:
- Identify their personal leadership strengths and areas for development.
- Set goal(s) with their kaiarahi to capitalise on strengths and work on areas for development.
- Identify what success will look like for the aforementioned goals and create an action plan to meet these goals.
Fundamentally, we (GCLA) believe that the best leaders lead out of who they are. Therefore, pop knowledge/thinking that encourages ‘fake it till you make it’ ideologies is juxtaposed with the very essence of the National Aspiring Leadership Programme, and how it is engineered.
Resources:
21 Century Leadership (The Innovator DNA)
https://www.youtube.com/watch?time_continue=4&v=Hy4oQh_Qyto&feature=emb_logo
Robertson, J. and Earl, L. (2014). Leadership learning: Aspiring principals developing the dispositions that count. Journal of Educational Leadership, Policy and Practice 29(2) 3-17.
https://research-repository.griffith.edu.au/bitstream/handle/10072/68835/102356_1.pdf?sequence=1
Analyses the reflections of over 200 participants in the National Aspiring Principals’ course to show the inter-relatedness of leadership capabilities, and the keystone roles of moral purpose and of supporting the capacity to be a change agent in developing leadership.
Simon Sinek: The Issue of Trust
https://www.youtube.com/watch?v=WmyfDfCc3_0
Robinson, V., Hohepa, M., & Lloyd, C. (2009). School Leadership and Student Outcomes: Identifying what works and why. Best Evidence Synthesis Iteration [BES]. Wellington: Ministry of Education.
http://www.educationcounts.govt.nz/topics/bes/resources/spotlight-on/spotlight-on-leadership
The Educational Leadership Capability Framework (2018) describes a set of core capabilities to guide leadership development in different spheres of influence, in early childhood education services, kura and schools. The educational leadership capability framework was developed for the Teaching Council by NZCER.
https://teachingcouncil.nz/assets/Files/Leadership-Strategy/Leadership_Capability_Framework.pdf
Task: Part 1
Open the following Google Document and make a copy. Reflect on each element of the Leadership Capabilities Assessment, indicating where you believe you are at on the continuum and a few notes in the ‘Term 1’ column to explain your thinking. This will form the basis for your first coaching session with your kaiārahi. We ask you to share this document with your kaiārahi 48 hours before your first coaching session.
Task: Part 2
What leadership capabilities would you describe as requisites for you to be most effective in your current leadership context – and why?
Please take time to read and reflect on the attached links before responding to the provocation in the comments. Your response should be 150 words or less.
Assessment:
- Self-reflection throughout the module.
- Discussion, goal setting and action planning with kaiarahi.
- Post on forum for Task 2.
- Peer feedback and discussion within the online forum.
23 Responses
I would say that the ability to build and sustain high-trust relationships, effective communication – whether it be for instructions, collaboration or courageous conversations and leading change are requisite to being the most effective leader in my current context. I have found that investing time in getting to know my team and communicating the vision and direction for our programme has been crucial in successfully navigating change in my area of leadership. Making an effort to know my team has also added ‘money in the bank’ for when I have needed to have courageous conversations.
Liezl, it is a very true statement that effective leaders of, for example change and managing conflict, invest in and prioritise building and sustaining high trust relationships and effective communication.
In my current leadership role I see relationships and communication as key.
Forming and developing genuine relationships with people close to me at my school, the other school leads I work with in our greater Kahui Ako and with our community are essential. This can only be done through building trust, being self aware and being in a position to add value. This has to be continually worked on, reflected on and adjusted to allow development and improvement.
Communication is also so important for me. Through being brave, taking risks when needed and having something to offer as well as making sure others are listened to, heard and their thoughts addressed. This links into building the relationships needed to work towards a common goal. From our PLG Marshall spoke about not having the easy conversation with the wrong person but having the tough one with the right person – so true. When this is done well the culture will be fostered and developed within these different groups.
The reasons you have given to support that establishing high trust relationships and communication are key to your leadership role are excellent Caleb.
To be effective in my leadership role as Middle School team leader, I believe the following capabilities are essential:
Firstly, having a genuine passion for leading others and being selfless—putting the team first and ensuring their best interests drive every decision make. Marshall Digg’s quote, “Leaders eat last,” has always resonated with me, reinforcing the idea that to be an effective leader, looking after my team before myself is important.
Secondly, vulnerability and risk-taking is important. As a leader, I need to feel comfortable with not having all the answers and accepting when things don’t go to plan. Modelling vulnerability encourages my team to feel confident taking their ow risks. I also think being reflective encourages continual growth, and learning from mistakes becomes normalised.
Thirdly, having empathy is crucial. Understanding and valuing the perspectives and emotions of every individual in the team builds trust, strengthens our relationships, and helps create a supportive and connected team.
Lastly, I think promoting joy fosters a positive, motivated team where people feel valued and inspired to contribute.
All these leadership capabilities create a continuous cycle of growth and empowerment. When leaders encourage risk-taking, questioning, and reflection, team members become more engaged and confident. This builds trust and strengthens relationships, which in turn fosters even greater collaboration, learning, and innovation—continuously reinforcing a strong team culture.
I concur with all that you have written Lindi.
Emotional Intelligence capabilities are a priority for all levels of leadership.
Lindi, I love your comment on having empathy. When people feel seen and can see an effort being made to be understood, it definitely adds to building high-trust relationships.
What leadership capabilities would you describe as requisites for you to be most effective in your current leadership context – and why?
In my current leadership position as LSC and SENCo I support a range of people including staff, students, parents and external community agencies. I believe that emotional intelligence, relationship building (trust) and communication skills are top of the list of the capabilities required in this context. Emotional intelligence helps to provide support of our staff and students and manage conflicts (particularly in my context with confrontational parents). Emotional intelligence fosters a positive culture. The ability to build strong relationships insures trust is established with staff, students, parents and external agencies. Clear communications and active listening go hand in hand with building relationships and trust.
Emotional intelligence is so helpful, especially when working with many different stakeholders. I agree that active listening is so important and in my experience goes a long way to getting to a positive outcome with confrontational situations.
Beth, I agree that EQ, relationship building and communication skills must be at the top of the list for all leaders. Love your last statement,
“Clear communication and active listening go hand in hand with building relationships and trust”.
What leadership capabilities would you describe as requisites for you to be most effective in your current leadership context – and why?
Communication stands at the very peak for me personally. Without effective communication skills, it is very hard to be a part of, let alone lead a team. With good communication, the doors to trust and performance of your team can be opened. Being able to share thoughts and feelings through tricky conversations can lead to developing a strong team who is happy and willing to be high performers.
Another important capability is adaptability – being able to adjust to the changing circumstances. This couldn’t be more evident than it is right now with the many changes that education is facing right now with the curriculum etc.
Femke, love the statement, “With good communication, the doors to trust and performance of your team can be opened”.
I agree that being adaptable is important for all leaders and teachers, particularly in the current educational environment.
I really enjoyed Simon Sinek: The Issue of Trust video. I liked the concept of the “circle of safety” and believe this is massive for leading effectively. When people feel protected from internal and external threats they can focus on their work and create an effective collaborative environment. He also stressed the importance of human connection in building trust. I can understand how this is essential to leading effectively. In summary, trust is not just an important part of leading, it is vital for success in any workplace. I have found that as I take on more responsibilities as school, having strong relationships, built on trust makes it easier to lead in new roles or to establish change. AfI also feel really lucky to have naturally built trusting relationships with those around me
After watching 21 Century Leadership (The Innovator DNA) video, I know I lean more towards being an innovator and would love to work on my executor side to become a developer in the middle of the discovery skills and the delivery skills. However, as they touched on in the video, it is important to have people with different strengths on a staff.
An excellent and true statement Amy – Trust is not just an important part of leading, it is vital for success in any workplace”.
The stronger our relationship with those that we lead the more effective and influential we are as leaders.
Kia Ora,
The two most important requisites for me to be most effective in my current leadership context are relationships and communication.
I am a firm believer that nothing can really be achieved until a strong solid relationship has been formed. I am aware that this takes time to foster and set up however enables more positive outcomes later down the track. This is with students, staff and whānau. It may look a lottle different between these groups but a strong relationship between myself and these individuals/groups are important.
Communication is critical for setting clear expectations, inspiring others, and ensuring alignment with team goals. Whether working with students, colleagues, or external partners, conveying ideas effectively fosters engagement and collaboration. This is a skill that I need to develop further as I often find it quite difficult having challenging conversations with staff and parents.
Caleb, I am looking forward to discussing with you ways to further strengthening communication skills and managing courages conversations.
I describe these leadership capabilities as requisites to be most effective in my current leadership context.
Building and sustaining high trust relationships.
– I believe that developing my competency to have and refine open-to-learning conversations is vital to being effective in my current leadership context as they build trust through shared vulnerability, respect, and honesty. They allow for expression without judgement and promote honesty by sharing information transparently.
– To build a capacity for change and agency/efficacy among those who I lead, I need to have trust. “Building relational trust is critical to harnessing the collective will.” (Robinson, V., Hohepa, M., & Lloyd, C., 2009) which is paramount to any significant impact.
– Dr Robinson is right when she states that “trust is a result and not a precursor.” It is based on daily interactions and people watching you. I believe that leaders who do not have courageous conversations are seen as less competent. If you are perceived as competent then you gain more trust.
Building and sustaining collective leadership and professional community.
– Being optimistic and thinking ‘above the line’ is a requisite to enthuse others. If those that I lead have a clear sense of purpose and are “provided with meaningful opportunities … to contribute to the work, including inquiry into its effectiveness,” (NZCER, 2018) then they are more likely to enjoy themselves and add value to the initiative which in turn helps drive greater successes for our ākonga.
Strategically thinking and planning.
– From watching the Innovator DNA video, I acknowledge that a combination of discovery and delivery skills are required to advance the vision and goals within the kura I work with. Specifically the delivery skill of planning, being able to break goals down into smaller tasks and the discovery skill of networking which will allow me to gain a variety of perspectives to facilitate the development of unique approaches.
Nicola, I love your thinking and the quotes to support your beliefs. High trust relationships should be the foundation of all the other leadership capabilities.
Kia ora team,
For me in my past leadership roles, I have tried to initiate change without having the trust relationships to help others move with me on the change. I love creating change, but I think that the most important requisite for me to develop is my ability to create trusting relationships. Through growing trust in my colleagues and community, I think that it will create a positive impact on my leadership and without it, I will not lead effectively. I really enjoyed Simon Sinek’s videos on this especially!
I agree – Simon Sinek’s words made me change my thinking about leadership/professional relationships; in that many of the skills are aligned to the approaches to relationships in real life. There is a section in ‘Dare to Lead’ dedicated to leading from the heart which builds on this notion and really resonated with me.
What leadership capabilities would you describe as requisites for you to be most effective in your current leadership context – and why? – Majority of my mahi is in the Deaning realm so is with students and managing their interactions with other colleagues and/or communicating with whānau so I believe the “building and sustaining high trust relationships” ranks the highest as all of our interactions where possible need to uphold the mana of all parties involved within this space we are always managing resources correctly; embodying our kura values. I also learnt that my leadership style is that of the executor! Was really interesting video that broke it down.
Dionne, I am looking forward to our first coaching session. I concur with your belief that building and sustaining high trust relationships ranks the highest as all our interaction need to uphold the mana of all parties.