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.
8 Responses
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.