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Module 1: Leadership Capabilities

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.

One requisite of all successful leaders is that they are self-aware and possess a high emotional intelligence (EQ). To commence the Emerging National Leadership Programme, look within yourself and reflect on your practice before completing the Leadership Capabilities Assessment (LCA). Your feedback, aspirations and next steps will frame up your Term 1 mentoring discussion with your mentor.

 
 

Provocation/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.

 

https://docs.google.com/document/d/1lq_-8tmt_tufuRCH2eQOBF_bsi4UEWDV/edit?usp=sharing&ouid=117910191963913415564&rtpof=true&sd=true

Provocation/Task: Part 2:

What leadership capabilities would you describe as requisites for you to be most effective in your current leadership context- and why?

Share your answer in the comments section below (150 words max.)

 
 

Resources:

 

  2. 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

  3. “School Leadership and Student Outcomes: Identifying What Works and Why: Best Evidence Synthesis Iteration [BES]” Viviane Robinson, Margie Hohepa, and Claire Lloyd The University of Auckland. This is an enormous document but no need to read it all. The executive summary on pages 35-47 is quite sufficient! https://www.educationcounts.govt.nz/__data/assets/pdf_file/0015/60180/BES-Leadership-Web-updated-foreword-2015.pdf#page=38

  4. “Leading From the Middle: Educational Leadership for Middle and Senior Leaders” https://www.educationalleaders.govt.nz/Leadership-development/Key-leadership-documents/Leading-from-the-middle – There will be a big focus on this document in Module 6, so just skim over it for now to help you inform your reflections.

41 Responses

  1. I believe that there are several leadership capabilities that come together to make me be effective in my role. The one that I think is the most important, however, is building and sustaining high trust relationships. Creating these relationships builds a safe, positive environment that promotes growth and a space where team members feel comfortable seeking support and addressing challenges. Having open and honest communication ties into this and is important to convey goals, expectations, and feedback/feedforward. As an ASL for my Kāhui Ako, these are the areas that I believe are requisites for myself to become an effective leader.

    1. Absolutely. You and I have talked about the trickiness in your role, to make change and support others who work in different schools, who you don’t necessarily have really strong relationships with. I wonder if any of your fellow delegates have any ideas of how relationships like that can be built quickly and effectively?

  2. What leadership capabilities would you describe as requisites for you to be most effective in your current leadership context- and why?

    I am a Strategic leader in my school and have responsibility as Director of Student Services (Guidance and Pastoral), Trades Academy Manager and I also hold the Attendance portfolio. I feel that all the leadership capabilities are important in this context although a key aspect of leadership here is communication. In a large secondary Kura, this can be a challenge. Being open and transparent in communication is vital and inviting all types of feedback be it positive or constructive should be valued.
    Building strong relationships is also key. Valuing and supporting your colleagues to be effective practitioners should be high on the agenda. Taking the time to get to know one another can be challenging in an often time-pressured environment that busy schools bring.
    Heavy lifting and being present cannot be underestimated in a leadership role with students and staff.

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    1. Your portfolios are weighty and complicated Rich. You are quite right about communication. You have so many stakeholders and must at times be literally running! Your visibility will be of huge reassurance to the students and staff in your care.

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  3. There are four leadership capabilities that I think are the are currently the most effective in my context. The first is building and sustaining high trust relationships. I believe this underpins everything we do as leaders and as educators, and without it, even the best teams will fall apart. As a team leader strategic thinking and planning is also effective. Knowing where we are heading, why we are heading there and how we will aim to achieve it is so important for all stakeholders. It guides good quality practise in our team, ensuring we are monitoring success and focusing on what is important for our learners. As a leader of mathematics, one of the most effective is evaluating practises in relation to outcomes. Ensuring our teachers use data and information to guide best practise and consistency school wide. As a WSL, focusing on raising Māori achievement, ensuring culturally responsive practise is extremely important. Building everyone’s understanding of cultural heritage, Te Tiriti and what everyone brings to table will help build success for all.

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  4. As a School Leader, I feel several key leadership capabilities are essential for me to be effective in my current role. Firstly, strong communication skills are crucial for effectively conveying goals, expectations, and feedback to both staff and students. Effective decision-making abilities enable me to make informed judgments for the benefit of our school community. Being able to collaborate and build positive relationships with colleagues, students, and parents, fosters a positive environment, that supports growth and success. Being flexible is also vital, as it allows me to respond to challenges and changes that may arise in my kura. A commitment to ongoing learning and professional development ensures that I personally maintain best practice teaching and learning. I am focused on self-improvement improve and grow as a leader.

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  5. What leadership capabilities would you describe as requisites for you to be most effective in your current leadership context- and why?

    I wear many leadership hats in the school I am currently working in. There is senior leadership team that I support with, I am Year 11 Dean, and also currently am a co-teacher for our huge Poly group in the school. With all these roles, there are many important leadership skills to have in order to do each role well. Firstly, it is relationships with colleagues, staff, and students – these need to be built on strong foundations. Having strong, established, and positive relationships with everyone really does build your confidence in being able to do each role well and fulfil the responsibilities that come with each role. Secondly, good communication – this is so important to be able to positively and efficiently communicate with everyone. This leads to great collaboration between colleagues and enables positive relationships, as well as building a safe space for people to communicate freely. I do believe that also being strong with your personal values as well as the school values does make a difference to yourself as an individual in the environment, it builds you up to stay strong in a space that can stress you out! With the various leadership roles, it can cause burnout but if time is used wisely and you are also taking care of yourself, this will help with building your energy and stamina to be able to fulfil each roles well.

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    1. You have a big role Erica. Being the public face of the Pacifica community means you will have many calls on your time in ways others might struggle to comprehend. Teaching in a community with a strong values base that aligns with your own must give a certain cohesion to your life and make you feel less ‘scattered’.

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  6. Capabilities that we have already discussed and mentioned during the readings and the face to face are all valuable and key aspects to becoming a trusted and respected leader.In my kura and role I am typically building relationships with taiohi and kaiako alike. This year our kura has had a significant change in leadership and the school has changed dramatically. Management strategies that once were necessary are no longer applicable. Having the freedom to work on and to build connections within staff and grow understanding of our shared vision has been of value this year and we are already seeing the results and it’s only term 1. Part of this has been attending whanau hui, attending sports events, participating in conditioning (fitness) and whakapai (cleaning) duties alongside taiohi. Recently I sat after school with a colleague while she ranted about her ex and while this was not my ideal way to spend an afternoon I felt we grew closer as colleagues as I shared a burden with her that was weighing on her personally. I am growing in my capabilities. Some areas I think would be of value to our kura are executing collaborative ideas and implementing these with the consensus of staff and resilience to commit to the kaupapa.

  7. As a leader, several leadership capabilities stick out to me. Firstly, the value of role modelling high expectations of yourself and your work ethic, you can’t ask this of others if you aren’t prepared to put in the mahi yourself. Strong communication skills, and a shared understanding of how a team and myself work as individuals and together as a collective. Creating safe spaces for those positive relationships to organically develop and then continuing to nurture those relationships. Creating safe spaces allows for trust to flow. A leader needs to listen – not necessarily with the intention to solve a problem or find a solution but to merely be an ear. Ask for support, take on feedback, learn to be comfortable in uncomfortable spaces – show your team that you are human and admit when you don’t know something, channel and utilise other experts within your teams – this is a part of meshing everyone together and playing to strengths. Decision making and reflection are key leadership skills that are required to have success. Trust and empower others!

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    1. Yes you are right Wiki. People are continually watching and are very aware of people who say one thing and do another. Quite apart from your teaching colleagues, students too are very aware of double standards aren’t they. Your comments re listening are also pertinent.

  8. What leadership capabilities would you describe as requisites for you to be most effective in your current leadership context- and why?

    As an “emerging leader” in a small school within a diverse community, “building and sustaining high trust relationships” is of utmost importance.

    In particular, I feel called to work on our school’s relationship with the local marae – “ensuring culturally responsive practice”.

    I need to work hard on my own learning, and share that learning with my colleagues. I also need to be mindful of my wellbeing, and that of my family, as I strive to do justice to my many “hats”.

    Everyday I challenge myself to demonstrate: “moral purpose, optimism, agency, and resilience”. Some days that is easier done than others!

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  9. In my current leadership context, I believe that all leadership capabilities are important, but two stand out: Building and sustaining high trust relationships, and attending to your own learning. Being a middle management leader it’s crucial to role model continuous improvement through learning opportunities. This not only enhances my own abilities but also reinforces the value of growth to my team. I also believe that sustaining high trust relationships fosters an environment where team members feel comfortable seeking support and addressing challenges openly. By prioritising these capabilities, I hope I can create a culture of collaboration, growth, and trust within my team, ultimately leading to greater effectiveness and success.

  10. What leadership capabilities would you describe as requisites for you to be most effective in your current leadership context- and why?

    In my role in middle leadership, many learning capabilities are crucial to creating a positive and effective team. As a leader is important to be able to facilitate meetings that can inspire and encourage creativity in planning and therefore creating engaging and successful lessons. Another capability is leading by example. I have had strong leaders surrounding me who lead by example. This sets up high expectations for teachers around them and teachers who go into leadership opportunities have had this already modelled to them. It is equally important to reflect as a team leader, give feedback where necessary, and allow work colleagues to have the platform to reflect. I believe that effective leadership is much bigger than sharing knowledge it shapes teachers to make effective changes to their pedagogy and leadership.

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  11. For me, effective leadership in a school demands a diverse range of capabilities to inspire, guide and empower both educators and staff. A leader should possess strong communication skills and foster an open and transparent environment where ideas can be exchanged freely and any concerns addressed promptly. They must also demonstrate empathy and understanding, cultivating a supportive culture that values the well-being of all stakeholders. Decision making abilities are crucial to allow challenges to be met with confidence and fairness. Also, someone with a visionary mindset is crucial to be able to set clear goals and strategies to align with the school’s mission and drive for continuous improvement. Additionally, effective delegation skills are vital for upskilling other staff while nurturing the growth and development of team members.

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  13. Kia ora koutou, I am a curriculum leader within my kura and an ASL for our Kāhui Ako. I strongly believe the key to being a successful leader is establishing respectful, collaborative and trusting relationships. I know that in my own practice, the leaders that have made the most impact on my teaching, learning and leading are the ones that I have had good relationships with. To be effective voices need to be heard and ideas need to be shared to make change and grow a positive culture within a school. I am lucky that I have had great support and leaders who have both modelled this type of leadership and encouraged me to grow my confidence as a leader.

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    1. Jackie, I love that you have had great leaders who have modelled building collaborativeand trusting relationships as well as growing your confidence as a leader. Great schools grow great leaders!

  14. I have come from a place of exceptional leadership and moved into a space where it is not quite the same. Because of this, I feel like I have stepped-up into a role that isn’t mine to step into. I think to be an effective leader, you need to ensure you listen to your team and work collaboratively to get the best outcomes for both the learners and the staff. I have started to support my team by sharing everything I have and allowing them to take what they need. I feel that this approach helps by leading by example but there can be a downfall if they aren’t willing to reciprocate (a risk you need to be willing to take I guess) I have recently become a WST for our Kaahui Ako, so working with our community and extended whaanau to get the best for all of our learners is the goal… also sharing the vital knowledge and guidance from our whaanau back with our staff.

  15. I am currently wearing a bunch of different hats at school so organisation is the most important quality! As a Kāhui Ako ASL, I think being able to build consensus because we have so many stakeholders and the community has so many diverse needs. It’s important, too, to be able to grow our professional communities in this space, supporting our WSLs to lead and sharing ideas that lead to a stronger collection. In my senior leader role, I think our team is strongest when we are working together towards a common goal, being positive and just all “mucking in”. What I like about our school leadership at the moment is that it’s less hierarchical and more about everyone pitching in and doing what needs to be done for the school to function well. This fits with the school’s values.

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    1. It’s a particular pleasure working in a ‘special character’ school isn’t it Aimee. Having a strong value base makes many things a little easier.It sounds as if you’ve got a great team there. I look forward to meeting you.

  16. To be most effective in my current role, I relate this to our school whakatauki, which highlights the importance of pursuing excellence by ensuring I am keeping up to date with new initiatives, reviewing and revising our current practices to ensure our tamariki are achieving success and supporting our leadership team and staff to achieve this goal by working collaboratively.
    Establishing positive and meaningful relationships with tamariki, staff, whānau and the wider community is a key aspect, as I believe connections are important. Communication skills, as mentioned by others in this forum, are also key for fostering a supportive community where all staff work towards our school vision and goals. Being empathetic and taking time to listen also helps develop a high trust model and makes staff feel valued. Being a decision maker and having courageous conversations when needed. So many requisites that a leader requires in a school environment, as we wear many potae. (The list goes on, but a max of 150 words.)

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  17. I am in my 5th year of deaning this year and have followed my year group through to their Year 13 year. I would say that in this role, the number 1 thing I need to be an effective leader is the ability to form high trust relationships. I’m not only there to guide them through school, but often find those big life conversations happening in my office. My student’s whanau are also part of the journey so this capability extends into the community as well. The ability to work collaboratively is also needed, and this encompasses not only the teachers and myself but also the students and their whanau. It’s important for us all to work together, gather feedback and work on the next steps together to ensure the students succeed the best they can.

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  18. Kia ora I am a middle leader, being head of faculty of Physical Education and Health and also a Pastoral Dean. I see several key capabilities as essential for being effective in my roles. Modelling high expectations by ensuring I provide the best learning opportunities for my students first and foremost is key as HoF. Exploring different ways of delivering material, being flexible with facilities and supporting colleagues to ensure they strive to deliver quality lessons are all key. I understand the circle of influence I have and hope that my passion for this subject ensures it has value and worth amongst all subjects at our kura. In terms of my Pastoral role, creating connections with teachers as well as akonga, and their whanau is important to build meaningful relationships ahead of any matters that arise in terms of academic and pastoral concerns.

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  19. I am currently the Deputy Principal and am part of the leadership team with the Principal and AP. I am in my second year in this role and I think the following requisites are needed, Working collaboratively with my colleagues is vital to provide the best opportunities for our learners. We need to have common goals and values to provide consistency. I need to support my colleagues by helping to provide a positive and supportive environment where we all feel valued, listened to and a willingness to take risks. Part of that is being a positive role model that is willing to share the work load, lead by example and also ask for help when needed. None of us have all the answers but working collaboratively is the key to providing the best outcomes. I feel strongly about reflecting on the positives and the negatives and making sure we learn from them. Teaching is a busy and challenging job but so rewarding. Building those strong relationships with our staff is vital, I am excited to meet with others and learn from them to help me develop my leadership skills and make a difference in education.

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  20. As a middle leader, several key leadership capabilities are essential for me to be effective in my current role. Firstly, strong communication skills are crucial for effectively conveying goals, expectations, and feedback to both staff and students. Additionally, effective decision-making abilities enable me to navigate complex situations and make sound judgments for the benefit of our school community. Being able to collaborate and build positive relationships with colleagues, students, and parents fosters a supportive and cohesive environment conducive to growth and success. Adaptability is also vital as it allows me to respond flexibly to challenges and changes within our educational landscape. Lastly, a commitment to ongoing learning and professional development ensures that I stay informed about best practices and trends in education, enabling me to continuously improve and evolve as a leader.

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