The document discusses creativity and leadership in educational institutions. It outlines four pillars of 21st century education according to UNESCO: learning to learn, learning to do, learning to live together, and learning to be. A creative leader of a school must be an innovator. The role of the school leader is important for the quality of education. A good leader models creativity and uses seven steps: open citizen, knowledge citizen, problem solving citizen, communicative citizen, creative citizen, cooperation citizen, and thinking and active citizen. Research was conducted on educational leadership that found directors need skills in management, strategic planning, and developing teacher competences while dealing with lack of time and stress.

1. Creativity and Leadership
at educational institution
Dr.paed. SANDRA RONE
Director of Jūrmalas Valsts ģimnāzija
Assoc. prof. Riga Teacher Training and Educational Management
Academy
sandrarone@yahoo.com
Jūrmala,16.08.2016

2. Four pillars of education in
UNESCO 21st Century report:
Learning to learn
Learning to do
Learning to live together
Learning to be

3. Illiterate in the 21st
century is not the one
who cannot read or
write, but he who does
not know how to learn;
to forget what he had
been taught and then
learn again from scratch.
Alvin Toffler
Creative leader of
school- innovator

4. What to do?
Application problems

5. Problem solving

6. Who am I ?

7. Target audience:
7th to 12th grade students-
innovation adopters:
 subject teachers, class
teachers
Questions:
What do you already know
about it?
What is your experience?

8. What will be our children's future
orientation ?

9. Model Creativity in Educational Establishment
7 STEPS
1.
Open
citizen
2.
Knowledge
citizen
3.
Problem solving
citizen
4.
Communicative
citizen
5.
Creative citizen
6.
Cooperation citizen
7.
Thinking and
active
citizen

10. Who are you?
Why are you here?

11. Sers Kens Robinsons
At present- in the world every education
system is being reformed, but it is not
enough. Reforms are no longer necessary
because they are just trying to improve
completely broken model. That's what we
need, is not evolution, but a revolution in
education. It must be transformed into
something else.

12. The quality of education
in the 21st century
The quality of education today and in
the future largely depends on
effective, strong and creative
leader.
That is why so important to
activate the role of the school leader.
Actualized is the role of a creative
leader as well as distributed
leadership.

13. Kingsland Elementary School Director David Lawrence
paid £ 20,000 per aircraft (half of the £ 40,000) as a
mobile classroom

14. Theoretical basis
Built on the British school leadership expert Tony
Bush;
West University Professor David James - Latvian
University lecturer;
Warwick University, UK Professor Ron Richie;
School leadership of the national college of Leeds in
the UK expert Maris Pūlis’s lectures - workshops-
practical workshops.


15. The quality of education in the 21st century
Theoretical basis
Methodological material "Fifteen Principles
of Leaders and Leadership Development" of
other Latvian school leaders and
stakeholders.

16. Good practice: City Academy Bristol
This school is good, development-oriented.
The school provides the visibility of a
harmonious and orderly environment,
differences in values,
students feel safe.

17. Good practice: The school where the children are not
taught how to learn.

18. The quality of education in the 21st century
During the period of 2011 to 2013, The
Centre of Management Sciences of Riga
Teacher Training and Educational
Management Academy conducted a study
within the frames of the project "Education
management: motivation to improve
educational leadership competences for the
comprehensive school directors and deputy
heads”.

19. The quality of education in the 21st
century
 In 2013, 11 educational leaders who
conduct schools up to 5 years, were
interviewed on educational management
issues. 11 questions were included in the
interview serving as the basis of
theoretical knowledge.

20. The main aim of the research
 To raise awareness of what it means to
be a school-head today.
 If a school leader is able to provide
creativity, what is considered to be
the basis of the quality of education.
 How should a school leader lead the
school today to promote the quality and
efficiency of the educational institution?

21. Theoretical basis
 To conduct analysis according to the
fifteen leadership principle
improvement methodology, as the
basis of educational quality assurance, the
Leading team of the researchers of Riga
Teacher Training and Educational
Management Academy prepared the
interview questions for the school
directors.

22. KEY WORDS
 Participation in school
management
 Leadership
 Distributed leadership
 Creative leader
 Challenges

23. Director and permanent changes
 The world's constant
innovations are introduced
into educational system,
occupying the schools’
administration effort
time, the schools’ resources
but the results remain
almost unchanged.
From 1980 to 2005,
(McKinsey report, 2007)
the US costs for education
increased by 73%.
bringing a positive development
in students’ academic
achievements.

24. Conclusion of
McKinsey
research
The McKinsey study authors
believe that the positive
dynamics of student
achievement will be
- when in classes
will work educators-
practitioners;
- the director will
be one of them.

25. NCSL research
results
(2006,England)
43% of deputy directors would
not want to take the place of
director;
70% of teachers do not want to
take the place of director.
To find directors for schools in
deprived areas and
disadvantaged social
environment is very complex.
The biggest part of the new
directors leave their jobs and
professions during the first 5
years of work, or do not bear
the stress and pace of work.
www.nationalcollege.org.uk

26. What is the role of leaders?
Leadership is attributed to learning together, but that does bring
possible targeted changes. This learning should be directed
towards higher aspirations and common goals;
Leadership is a complex task that requires skills, but every school
employee engaged in it can acquire knowledge, if the school
receives guidance;
After all, leadership is democracy in action. Be given to the value
of young people's views and opinions, which form the real school
life experience.

27. If the school is
suffering from
setbacks
Sometimes new leaders do not pass
the psychological burden, and they
often leave their jobs because they
do not meet their expectations.
In society there is an opinion that
school failure is the cause of being
lead improperly.
School failure is seen as a leader /
director personal failure and he
alone is called to account.

28. What is leadership?
Leaders have moral courage to gradually
restructure their schools, putting the higher level
goals and priorities in value terms.
Schools where efforts are united in wish to
learn together, school leaders renounce the
power, divide leadership among the other staff to
enable the school to succeed.

29. ” We cannot save education,
saving schools one at a time”
(Harris and Lambert, 2003)
 The principles are designed both for the beginners
starting work in one of the leading positions in school,
as well as for those who work with young leaders.
 The principles might be interesting also for the teachers’
educators and future teachers. They are rooted in the
theory and practice. On their basis are the ideas created
in leadership practices.
 The principles are based on the need of school leaders
to explore closer the current situation, taking into
account the rapidly changing situation in education in
Latvia.

30. Principle
The principles are attempt to solve the
paradox, although in many cases the people
agree on what a "good practice ” means, but
when it comes to professional work, often
what is very useful in one place, really fails
in the second, but in the other - not suitable
at all (James and Biesta, 2007).
The principles are meant for leaders who
want to build and develop their practice as
leaders, offering a possible action research
plan or steps. They are certainly not self-
sufficient, and to be truly useful, it is
necessary to use the principles in practice
and talk about them, exchanging experiences
with other colleagues in a spirit of friendly
criticism.

31. Principle
At this fast moving time arises a burning question
about each individual's ability to adapt to changing
requirements. Consequently, more complex
become the tasks of educational institutions, and a
crucial role plays skilful (creative) operations of the
leader, able to shift to a community-oriented
organization structure, and respond accordingly to
the time and demands of the society.

32. Points of view
The content of the interview included
11 questions about:
 work experience in educational
management,
 director candidates criteria,
 continuing professional development,
 necessary knowledge in management,
 management of creativity in today's
economic situation,
 school functioning fundamentals.

33. Research
Director (Director candidate) criteria:
 Education in school management.
 Education in business administration.
 Experience in management.
 Experience in organizational work.

34. Research: Schools operating framework
 To be a director-creative leader - is a
mission to serve their school, teachers,
students, and community.
 Democratic management style means
distributed leadership, teamwork.
 School should be:
1. Capable of change, and should be
flexible towards changes in the society.
2. Open to new ideas: e.g. e - class, the
EU-funded education projects, etc.

35. Research: Schools operating framework
3. Well-organized environment - positively
influence personal development.
4. Smart, knowledgeable teachers who are
engaged in activities not only in Europe but
also in the world.
5. School staff collaborates, continuously
improving their competences.

36. Very important is the school status in the community
City, region,community,
cultural and sports centre

37. Research: Cooperation
 Regular exchange of experiences with
other school directors of the city, local
community, within the framework of the
region and the country.
 Exchange of experiences with partner
schools in other countries.
 Successful cooperation with the city,
regional municipalities together to achieve
the targeted goals.

38. Lack of
time
Stress
Directors devote too much time
to maintain order in the
documents rather than school
management (Leadership)
School Director
How?
• Skills in management
Why?
• Skills in strategic planning
Whom?
• Teacher’s competences

39. The main points what directors need for
further Professional Development
Project management;
Accounting;
Record-keeping data.

40. Why do we have these problems?
There exist both the competition and
cooperation among schools.
One cannot develop a modern educational
system leading only a narrow scope of activities.
The school can only be developed mutually co-
operating with other schools.
Successful school leader can be appointed to
another school to help to recover from the set-
back.
All school activities must be based on social
values.

41. Ideal situation
Sshools
Distributed
Leadership
Cooperation
Common ValuesFair Competition

42. Conclusions
A good theory deserves that it is an
expression of respect that has been tested in
practice. I think it is important to look for
opportunities to implement these ideas in some
places outside the organization, as well as to
build models for other educational
establishments.
In Latvia today, we all should seek the ways to
do so, creating a leadership capacity in an
ambitious scale, using the inter-school
cooperation, to put
creativity on the basis of leadership to
ensure the quality of education in schools.
Leadership is inseparable with setting goals,
leading, drawing conclusions, and moving forward.

43. Kas jādara?
 Decline of one person responsibility.
Responsibility should be shared.
 Leadership / Management must be a
process with the involvement of every
employee.
 Its efficiency is not the collective
management abilities, but the capacity
to be formed in collaboration among
employees.
 This brings the common responsibility
that promotes the leader’s self-
regulation.

44. Does participation in
management promote
innovation?
When have you been
a participant in your
school work and
development?

45. Innovative activity of public opinion
Innovative activity of public opinion
Innovative activity of public opinion

47. Does advertising impact on the formation of
innovation?
STRĀDĀT PIRKT
PATĒRĒT MIRT

48. We will continue to consume "live in the old
way" - but everything is in order!

49. Edvards de Bono:
«Think outside the box, outside the limits !»

50. Benefits closer and
further perspective.
Open question discussions
with students:
What are the causes
of migration?
What does migration mean to
the people who stay at home?
What does it mean for the
people who leave their
homeland and live in
other countries?
What does it mean for the
people who are permanent
residents?
What is the treatment of
migrants?
What happens with the
migrants’ children?

52. "The larger the island of knowledge,
the longer the coast of wonder ”.
Let’s wonder about all possibilities of
Creativity in Leadership!

53. Thank you for
your attention!