The document discusses the differences between leadership and management. It states that leadership and management are distinct but complementary systems, with leadership focusing on generating change and management on producing order and consistency. It also outlines four main practices of management - planning, organizing, implementing, and monitoring/evaluating - and four practices of leadership - scanning, focusing, aligning/mobilizing, and inspiring. Additionally, it proposes a taxonomy of leadership with nine levels related to different leadership roles and responsibilities in a school.

1. Leadership Models
Karl Donert, Director: Innovative Learning Network Ltd.
kdonert@yahoo.com
School on the Cloud WG1 meeting, Lithuania, December 15-17 2014

2. Leadership and
Management
• Leadership and management are two
distinctive, complementary action systems
• Each has its own functions and
characteristic activities.
• Both are necessary for success
• Leadership and management have
different functions and activities
2

3. Management practices
• Effective managers carry out four essential
management practices:
– they plan
– they organize
– they implement
– they monitor and evaluate
3

4. Management practices
• Plan:
– Professionals who manage - plan how to
achieve desired results and document these
activities in form of a workplan with set
objectives and outputs
• Organize:
– Professionals who manage - make sure that
resources are available for planned activities
and that the necessary structures and
systems exist
4

5. The Four Management
practices
• Implement:
– Professionals who manage - execute and
delegate execution of planned activities,
coordinating multiple efforts to achieve
desired results
• Monitor and evaluate:
– Professionals who manage - track activities,
outputs, and results and compare them with
what was planned and collect feed-back
5

6. Good management goes
with good leadership
• Mangers must learn to focus their people's
energy and resources on achieving
sustainable results that satisfy the clients
• Professionals who manage support their
staff and change ways of working in order
to overcome obstacles
6

7. Leadership Practices
• In contrast to management, leadership has
four main practices:
– Scanning
– Focusing
– Aligning and Mobilizing
– Inspiring
7

8. Creating a
Management
& Leadership
Framework
Source Unknown
8

9. Leadership and management
• Peter Matthews produces some very relevant
and interesting distinctions between
leadership and management in education
• Q. Does a hierarchy model work with
implementing the Cloud in education?
• Q. In groups consider what aspects of the
leadership taxonomy are most important to
influence …. What is the best way to do this.

10. 1. HOW DOES LEADERSHIP DIFFER
FROM MANAGEMENT?
View 1. Distinction (Kotter 1990)
• “Management is about producing order and
consistency”
– Minimum operating standards
– Quality assurance; monitoring, evaluation etc.
• “Leadership is about generating constructive
change”
– Raising expectations, doing things better
petermatthewsassociates@googlemail.com

11. HOW DOES LEADERSHIP DIFFER
FROM MANAGEMENT?
View 2. Hierarchy (Collins 2001)
Level 5: EXECUTIVE – Leaders build greatness through a paradoxical
blend of personal humility and professional will.
Level 4: EFFECTIVE LEADER – Catalyses commitment to and clear pursuit
of a clear and compelling vision stimulating higher performance standards.
Level 3: COMPETENT MANAGER – Organises people and resources toward the
effective and efficient pursuit of predetermined objectives.
Level 2: CONTRIBUTING TEAM MEMBER – Contributes individual capabilities to
the achievement of group objectives and works effectively with others.
Level 1: HIGHLY CAPABLE INDIVIDUAL – Makes productive contributions through
talent, knowledge, skills, and good work habits.
petermatthewsassociates@googlemail.com

12. A TAXONOMY OF
LEADERSHIP (1)
1. Leaders as managers; administering; assuring compliance;
taking responsibility for buildings and day to day
organisation
2. Leaders as leaders of people; team leaders; the school
community
3. Pedagogical leaders; taking responsibility for pedagogy and
shaping the curriculum
4. Accountable leaders; taking responsibility for the
educational performance of the school and standards
reached by students
5. Community leaders; working with and involving parents,
other agencies and the community
petermatthewsassociates@googlemail.com

13. A TAXONOMY OF
LEADERSHIP (2)
6. Distributive and developmental leaders; delegating
responsibility and accountability, challenging and
supporting, and developing leadership potential
7. Leaders of learning; developing the skills of staff and
students and parents as a learning community and
networking with other schools to share good practice
8. Executive leaders; taking responsibility for more than one
school
9. System leaders; schools leading schools; caring for the
education and well-being of students in other schools as well
as one’s own
petermatthewsassociates@googlemail.com

14. Now
2016
2018
Collaborative Innovation
Some projects
chose to run
independent of
the Cloud.
Not all the areas
will want to or
be able to
collaborate via
the Cloud Some collaborative projects will
embrace the Cloud and run with it.
Right now the Cloud
appears too esoteric for
some projects to
embrace
The early adopters will
be key to seeding the
concept and
demonstrating its merits.
School
Cloud implementation model
What aspects of leadership are most important
at different phases of implementation?