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Tranformation leadership by dr. maina
This document discusses re-engineering the teaching profession and curriculum reforms for primary schools in Kenya. It focuses on areas like transformative leadership, 21st century skills, and curriculum reforms. The key points are: effective curriculum reforms require transformative leadership that understands organizational culture and frames change as an opportunity; curriculum reforms should nurture students' potential and focus on continuous assessment; and successful changes depend on strong leadership teams that groom future leaders and apply techniques like inspirational motivation and individual consideration.
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Tranformation leadership by dr. maina
- 1. RE-ENGINEERING THE TEACHING PROFFESSION INTHE 21ST CENTURY FOR EFFECTIVE CURRICULLUM REFORMS: Leadership in Transformational Change KENYA PRIMARY SCHOOLS HEAD TEACHERS ASSOCIATION (KEPSHA) CONFERENCE 9TH-12TH APRIL 2017 KASKAZI BEACH HOTEL, DIANI, KWALE COUNTY By Dr. Maina WaGĩokõ
- 2. Italian Proverb “A rottingfish begins to stink at the head.
- 3. REAL CHANGETAKES PLACEDURING CRITICAL MOMENTS – OVERTIME – AND IT ISTHESE CRITICAL MOMENTSTHAT WILL DETERMINE WHETHER CHANGE WILL STICK
- 4. Areas of Focus Transformative Leadership 21stCentury Skill Curriculum Reforms
- 5. CHANGE STICKS WHENLEADERS UNDERSTANDTHEIR ORGANIZATIONAL CULTURE SOTHEY CAN FRAME CHANGE IN A WAYTHAT ISVIEWED AS AN OPPORTUNITY AS OPPOSEDTO A THREAT
- 6. Curriculum Reforms • Nurturinglearners potential • Students to Learners • Teachers –Facilitators –Nurturers • Subject to Learning Areas • SummativeAssessment –Continuous Assessment • Balancing Assessment of Learning and Assessment for Learning • Values Based Education • Service Learning
- 7. LEADERS CANNOTTRANSFORMTHEIR ORGANIZATIONIFTHEY FIRST DO NOTTRANSFORMTHEIR OWN LEADERSHIP STYLE AND METHODS
- 8. Childhood and learning 1.Children are COMPETENT from birth. Their brains grow most between birth and about ten years of age 2. Children WANT to learn to become competent human beings. 3. Children NEED competent adults to help them to develop as competent adults themselves.
- 9. WHILE IDENTIFYINGTHE NEEDFOR CHANGE IS IMPORTANT,TAKING ACTIONABLE STEPSTO MAKE CHANGE AND EVOLVE AS A LEADER IS WHAT WILL REALLY DRIVE CHANGE INTERNALLY AND AFFECT ORGANIZATIONAL CULTURE
- 10. 21st Century Skills LearningSkills Collaboration and teamwork Creativity and imagination Critical thinking Problem solving Literacy Skill Technology Literacy Information literacy Media Literacy Life Skills Flexibility and adaptability Initiatives Social Skills Productivity Leadership
- 11. HOW SUCCESSFUL CHANGES WILLBE ADOPTED ISTIEDTO THE STRENGTH OFYOUR LEADERSHIPTEAM
- 12. Framework for 21stCentury Student Outcomes and Support Systems
- 13. FINDING PEOPLE WHOARETHE RIGHT CULTURAL FIT IS JUST AS IMPORTANT AS FINDING SOMEONE WHO HAS THE RIGHT QUALIFICATIONS
- 14. Leadership styles Tactical StrategicTransformational:
- 15. COMMUNICATING CHANGETOYOURTEAM MEMBERS ATTHERIGHT MOMENT WITHTHE RIGHT MESSAGES WILL HELPTO CREATETRANSFORMATION, STIMULATE BUY-IN AND INSPIRE EMPLOYEE ENGAGEMENT
- 16. The Components ofTransformationalLeadership PerformanceBeyond Expectation Intellectual Stimulation Individualized Consideration Inspirational Motivation Idealized Influence Perseverance Through Conflict
- 17. IDENTIFYING FUTURE LEADERSISTHE KEYTO MAINTAINING STRONG LEADERSHIP AT ALL LEVELS INYOUR ORGANIZATION
- 18. Strengths and WeaknessesofTransformational Leadership Weakness Strengths
- 19. ONCEYOU IDENTIFY POTENTIAL LEADERSINYOUR ORGANIZATION, IT IS IMPORTANTTHATYOU BEGIN TO GROOMTHEM FOR ADVANCEMENT
- 20. ApplyingTransformational Leadership 1.empowers followers rolemodel listener creates a vision change agent helper
- 21. UNDERSTANDING CRITICAL MOMENTSOFCHANGEAND HOWTO EFFECTIVELYCOMMUNICATEWITHTHE PEOPLE INTERNALLY IS ESSENTIALTO SUCCESSFULLY MAKINGTRANSFORMATIVE CHANGE HAPPEN
- 22. Characteristics that impactorganizational growth • 1. Internal motivation and self- management: • 2.The ability to make difficult decisions: • 3. Check their ego • 4. Willing to take the right risks: • 5. Organizational consciousness • 6. Adaptability • 7. Willing to listen and entertain new ideas • 8. Inspiration • 9. Proactive • 10.Visionary
- 23. John C Maxwell(2001)The 17th Irrefutable Laws of Teamwork, page 185 “The single biggest way to impact an organization is to focus on transformational leadership.There is almost no limit to the potential of an organization that recruits good people, raises them up as leaders and continually develop them.”
- 24. http://www.agakhanacademies.org/mombasa mainawagioko@ +254722721656 mainawagioko dr.mainawagioko mainawagioko.blogspot.com mainawagioko Maina WaGioko https://learningunpacked.wiki.com/ dr.mainawagioko MainaWaGĩokõ Ph.D. Vice Principal PD and Outreach Programme Manager Aga Khan Academy, Mombasa Visiting Faculty Harvard Graduate School of Education Global Facilitator Examiner and School Evaluator FACILITATORS CONTACT
Editor's Notes
- #11 Hanover Research recently analyzed six major educational frameworks designed to improve the development of 21st century skills. This included frameworks and critical skills listed by the Partnership for 21st Century Skills, Tony Wagner’s Seven Survival Skills, the Metiri Group’s enGauge framework, the Iowa Core 21st Century Skills, developed by the Iowa Department of Education, the Connecticut State Department of Education and the Assessment and Teaching of 21st Century Skills (ATC21S).
- #15 Leadership Styles Kevin Ford co-author of the upcoming book, "The Leadership Triangle" and CIO of Tag Consulting says he believes there are three kinds of successful leadership styles and that each one has its own place depending on the challenges you are facing: Tactical: These leaders are solving pretty straight-forward problems. "Tactical issues are solved by expertise. Tactical challenges are the daily bread of the operations-oriented manager," writes Ford in The Leadership Triangle. Strategic: These leaders are working towards the future with a vision. "Visionaries are different in that they tend to be creative or generative in their approach. They have the ability to see the future and predict specific trends," says Ford. Transformational: This leader is a facilitator who doesn't make decisions or establish strategic plans but, instead, facilitates a series of conversations among key stakeholders. "Transformational leaders are driven by a strong set of values and a sense of mission. Often times the strategic leader will have a vision but can't execute it because they can't deal with the transformative issues. A transformational leader has a more generalized vision, that's one of the common good or what's in the best interests of the stakeholders there. The big difference, according to Ford, "is that the transformational leader doesn't always know where things are going to wind up, only that it will be better than where we are today." There is a time and place for each style, Ford says, but when companies are looking for a turnaround or to keep from getting left behind many times a transformational leader is what they are looking for.
- #17 Transformational Leadership To use this approach in the workforce, one must first understand exactly what transformational leadership is. In the simplest terms, transformational leadership is a process that changes and transforms individuals (Northouse 2001). In other words, transformational leadership is the ability to get people to want to change, to improve, and to be led. It involves assessing associates’ motives, satisfying their needs, and valuing them (Northouse 2001). Therefore, a transformational leader could make the company more successful by valuing its associates. One successful transformational leader was Sam Walton, founder of Wal-Mart, who often visited Wal-Mart stores across the country to meet with associates to show his appreciation for what they did for the company. Walton gave “rules for success” in his autobiography, one of which was to show appreciation for associates with praise (Walton 1996). There are four factors to transformational leadership, (also known as the “four Is”): idealized influence, inspirational motivation, intellectual stimulation, and individual consideration. Each factor will be discussed to help managers use this approach in the workplace. Idealized influence describes managers who are exemplary role models for associates. Managers with idealized influence can be trusted and respected by associates to make good decisions for the organization. Inspirational motivation describes managers who motivate associates to commit to the vision of the organization. Managers with inspirational motivation encourage team spirit to reach goals of increased revenue and market growth for the organization. Intellectual stimulation describes managers who encourage innovation and creativity through challenging the normal beliefs or views of a group. Managers with intellectual stimulation promote critical thinking and problem solving in an effort to make the organization better. Individual consideration describes managers who act as coaches and advisors to the associates to reach goals that help both the associates and the organization. Effective transformational leadership results in performances that exceed organizational expectations. Figure 1 illustrates the additive effect of transformational leadership because managers must pull together the components to reach “performance beyond expectations” (Northouse 2001). 5 Things You Need to Facilitate Transformation 1. Intellectual Stimulation By rocking the boat and asking questions, transformational leaders are always challenging the status quo and aren't afraid of failure. They foster an environment where it's safe to have conversations, be creative and voice ideas, a place where all team members feel valued. They challenge cultural norms and work to inspire passion with their teams and peers. As Rucker puts it, they are adept at, "turning me moments into we moments." Shipley says that managers who have a command-and-control style of leadership can get a lot accomplished, but, he says, they achieve short-term. You can have great success but you can't maintain long-term success that way." A better approach, Shipley says, is to guide your team, but let them solve the problem on their own. 2. Individualized Consideration Is the golden rule flawed? Maybe not but consider this: Don't treat people how you want to be treated, treat them the way they want to be treated. People are different and what motivates and excites you is different from your peers and coworkers. "You have to learn to adapt your style to accommodate the skills and people on your team," says Rucker. 3. Inspirational Motivation Know where you want to go and create a vision or strategy to get there and then articulate, with optimism and passion, your vision to show them how all this matters in the big picture. "It's really the meaning behind why you're doing the job you're doing that's so important to communicate to people. I take great pride in understanding my employees and what motivates them," says Shipley. He offers this analogy: Two guys are digging a ditch, so I asked one of them, "What are you doing?" He says digging a ditch, what's it look like I'm doing? I asked the other guy the same question and he says, "I'm building a hospital." It's getting into the minds of the people so that they understand that whatever task they're doing, they're not doing that task, they're a part of something larger "They aren't digging a ditch or writing that code; they are transforming the way healthcare is delivered in this country," says Shipley. 4. Idealized Influence "Divorced from ethics, leadership is reduced to management and politics to mere technique," writes Burns. Transformational leadership requires decision-making that works towards the greater good. You need to be a mentor of sorts and lead by example. "Values-based leadership is necessary for driving sustainable change as this ensures that the results achieved are underpinned with a strong moral and ethical foundation, thus they can also stand up to any scrutiny or resistance to change," says Stewart. 5. Perseverance Through Conflict Experts agree that transformational change will create conflict. You're going to have people fight and/or ignore you. "You have to master the role by figuring out how you're going to get all these people to work with you. Doing that will change the position you have into the power you need to change the company," says Rucker. Are you ready to take up the mantle of the transformational leader? You don't have to be the boss to do so. "Anyone can be a transformational leader, it's all contextual and it's all driven by scale," says Ford
- #19 Strengths and Weaknesses of Transformational Leadership As with any theory or approach to leadership, strengths and weaknesses become evident. Northouse (2001) identifies the strengths and weaknesses of the transformational leadership approach as follows: Strengths are widely researched (using well-known leadership strategies), and effectively influence associates on all levels (from one-on-one to the whole organization); strong leaders identify and emphasize associates’ needs and values. Weak leadership may have too many components that focus superficially rather than identifying appropriate depth of engagement and treat leadership more as a personality trait than as a learned behavior; they have the potential for abusing power.
- #21 Because transformational leadership covers a wide range of aspects within leadership, there are no specific steps for a manager to follow. Becoming an effective transformational leader is an iterative process. This means that conscious effort must be made to adopt a transformational style. Understanding the basics of transformational leadership and the four Is can help a manager apply this approach. According to Northouse (2001), a transformational leader has the following qualities: empowers followers to do what is best for the organization is a strong role model with high values listens to all viewpoints to develop a spirit of cooperation creates a vision, using people in the organization acts as a change agent within the organization by setting an example of how to initiate and implement change helps the organization by helping others contribute to the organization
- #23 Transformational Leadership characteristics that impact organizational growth In order to put your organization in a position to grow effectively and on a consistent basis, leaders with the following characteristics not only make them an effective leader -- but also a transformational leader: 1. Internal motivation and self-management: Transformational leaders find motivation from within and use that as the driving force to effectively manage the direction of the company. The best natural form of motivation is to love what you do and ensure that your values are aligned with the organization you work with. 2. The ability to make difficult decisions: Difficult decisions are a part of being a leader. Transformational leaders do not back away or put off tough decisions. Difficult decisions are made easier when decisions align with clearly defined vision, values, goals, and objectives. 3. Check their ego: When placed in a position of power, it is easy to let your ego get the best of you. However, transformational leaders keep their ego in check and do not let it get in the way of doing what is best for business. The benefit of checking your ego ensures you put the company first over personal gain and encourages the best input from others within the organization -- because when the company succeeds, you as a leader also succeed. 4. Willing to take the right risks: Anyone can take a risk. Transformational leaders take calculated risks that more often than not result in positive outcomes. Trusting your instinct, as well as your team to gather the necessary intelligence is important. Trusting your gut is easier when you have taken the time to research, evaluate and inform your decisions with input from those around you. Failure to take the appropriate risks and make these difficult decisions will inhibit change and your ability to grow. 5. Organizational consciousness: Transformational leaders share the collective conscious of their organization. They understand what actions to take to evoke change, spur innovation, and make decisions that will create growth. Since their own values are aligned with the organization they share a joint purpose with the organization and do not just view their position in the company as just a job. 6. Adaptability: Transformational leaders are willing to adapt and are always seeking new ways to respond to a constantly changing business environment. They know that the second they stand still is when they will be passed by their competitors; which means they are open-minded to change and lifelong learners. 7. Willing to listen and entertain new ideas: It is a rare individual who can build an empire. Transformational leaders understand that success is a team effort and growth is derived from the willingness to be open and listen to ideas from all levels of their organization. Transformational leaders create intentional ways to listen to their team and incorporate their insights. 8. Inspiration: People want to be inspired. Transformational leaders have the ability to make those around rise to the occasion. Inspiration comes not just from a formal motivational speech or simple recognition for a job well done, but by treating people as individuals and taking the time to understand what motivates and inspires their team. 9. Proactive: Transformational leaders are proactive decision makers. They do not wait around for others to make decisions and then react. They are willing to take risks, try new things and take an innovative approach to growing the organization. However, they also understand how to manage risk and make decisions that are backed by research, multiple insights and are well thought out. 10. Visionary: Being a visionary is about setting a realistic and concise company mission, vision, and values that fit the culture of your organization. Transformational leaders have the ability not only to effectively communicate the vision, but also get every person to buy in and work toward that vision by communicating with passion and clearly emphasizing the direction they want the company to pursue. Transformational leaders constantly strive to have these characteristics. Developing these characteristics is what separates companies that are led by managers versus leaders.
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