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Sd45 Leadership Group Feb 2009
 

Sd45 Leadership Group Feb 2009

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    Sd45 Leadership Group Feb 2009 Sd45 Leadership Group Feb 2009 Presentation Transcript

    • Leadership in the Public Sector Building Leadership Capacity Series February 5, 2009 Geoff Jopson, Superintendent and CEO
    • Leadership in the Public Sector
    • Leadership in the Public Sector
      • Begins with vision—with an “audacious” goal
      “ We aspire to be the finest education system in the country —for our children, our employees, our community, and our world.”
    • In School District 45
      • In West Vancouver, this means providing:
      • Public education that is characterized by excellence
        • Where every school is a good school, and every school is an improving school
        • Where community expectations are met and where community support for public education is unmatched
    • Organizational Culture
      • What does the literature tell us about highly effective organizations?
      • • That at the heart of their success is a strong, supportive and positive organizational culture.
    • Organizational Culture
      • What is organizational culture?
      • • Put simply, it is how we do things around here
      • • At its worst
    • Organizational Culture
      • Characteristics of a culture where people and programs improve:
        • Collegiality – adults trust and respect each other
        • Efficacy – feelings of ownership, capacity to influence decisions, that what you’re doing makes a difference
        • High expectations – of self and others
        • Experimentation and entrepreneurship – new ideas abound and invention occurs
        • Trust and confidence – includes belief in leaders
    • Organizational Culture
      • Characteristics of a culture where people and programs improve:
        • Tangible support – culture of caring
        • Appreciation and recognition of improvement
        • Humour – caring expressed through kidding
        • Shared decision making – all participants
        • Traditions – celebrations and rituals
        • Open and honest communication
    • Organizational Culture
      • What evidence do we have that this is true in education?
        • “ Schools of Integrity – Early Findings”
        • Research on how exemplary schools balance both academic rigour and ethical development
    • Key Findings
      • In North America’s most successful schools:
      • The school “Head” as exemplar: tone at the top
        • Interviews and surveys in these schools consistently describe the Head of Schools as a person of integrity
        • Who understood the importance of relationships, authentic staff and student engagement, and a culture of collaboration
    • Key Findings
      • In North America’s most impoverished and challenging environments:
      • “ Good schools are intrinsically social enterprises that depend heavily on cooperative endeavours among varied participants who comprise the social community.
      • “ Trust is the connective tissue that binds these individuals together around advancing the education and welfare of children.”
      —“ Trust in Schools” Bryn and Schnider
    • Key Findings
      • The foundation of this trust is:
        • respect
        • integrity
        • competence
        • personal regards for others
      —“ Trust in Schools” Bryn and Schnider
    • Leadership in the Public Sector
        • What kind of leadership best fits the complex governance and diffuse power structures that characterize public education?
    • Leadership in the Public Sector
      • Collins, in his monograph “Good to Great and the Social Sector”, suggests that it is “Level 5” leadership that builds enduring greatness in an organization.
      • • Leaders who are ambitious first and foremost for the cause, the movement, the mission, the work
      • - not for themselves
      • • A unique combination of:
      • - personal humility - professional will
      • - modest, self-effacing
    • Leadership in the Social Sector
      • It is this compelling combination of personal humility and professional will that is the key factor in creating legitimacy and influence.
      • “ In the end, it is my responsibility to ensure that the right decisions happen – even if I don’t have the sole power to make those decisions, and even if those decisions couldn’t win a popular vote.
    • Leadership in the Social Sector
      • “ The only way I can achieve that is if people know that I’m motivated first and always for the greatness of our work, not myself.”