Leadership Framework for the development of the leadership continuum in DEC schools.

1. Enabling
Adaptive
Achieving
Leadership, Agility and
Organisational Transformation

2. Key points of the session:
1. Leadership Pathways
2. Systems Leadership
3. Leadership Agility: Mindsets & Capabilities
4. Organisational Transformation

3. Leadership Pathways

4. Excellence and Innovation

5. Building educational cultures
of innovation and impact

6. From Reactive to Creative Mindsets

7. From personal efficacy to
collective efficacy

8. From personal to
organisational best practice

9. Building cultures of
excellence and innovation
• Personal Efficacy: the values, beliefs and
attitudes for personal best practice.
• Collective Efficacy: people working together to
create organisational best practice.

10. Builds Leadership Mindsets + Capabilities

11. Identifies
individual
leadership
needs
Ensures a
personalised
program of
leadership
development
Engagement in
leadership
courses and
personalised
coaching
programs
Achieving
Leadership
Credentials
Participating in
strategic
online learning
communities
Leadership
Pathways for
students,
staff & schools

12. Develops Systems Leadership

13. Systems Leadership – Efficacy
Achieving
Educational
Strategic
Organisational
Personal Efficacy
Adaptive
Interpersonal
Knowledge generation
and learning
Communication and
Inquiry
Culture and
Community
Enabling
Self awareness
Self Regulation
Social Intelligence
Collective Efficacy
Moral Purpose
Continuum
Integrates Leadership and Organisational Development

14. Achieving Leadership:
Developing Quality Leadership Capacity

15. Achieving Leadership
Developing Instructional
Leadership Capacity
• Leading School Planning
• Leading Evidence Seeking for Strategic Improvement
• Leading Standards for School Excellence
• Leading an Accomplished Community of Learners
• Leading a Culture of Engagement & Collaboration
• Leading Organisational Innovation & Effectiveness
• Induction Program
• Leading the First 100 Days Coaching program

16. Adaptive Leadership
Innovation, Leadership
Resilience and Learning Alliances

17. Adaptive Leadership
Innovation, Resilience &
Learning Alliances
• Leadership Catalyst
• Breakthrough
• Leading Transformation Mentoring
and Coaching program

18. Enabling Leadership
Developing sustainability & leadership legacy

19. Enabling Leadership
Developing Sustainability and
Leadership Legacy
• Mentoring Coach Accreditation program
• Systems Leadership Mentoring and
Coaching program

20. Provides personalised coaching
and leadership tools

21. Leadership Coaching Programs

22. ASPIRE

23. Because Leadership Matters

24. 1. Leadership Pathways

25. Key benefits
A focused systems leadership strategy
Inclusive leadership learning for teaching and non-teaching staff
Leadership learning caters to a range of individual and school contexts
Leadership and organisational development are integrated in one learning
continuum
Evaluation tools to guide strategic decision making
Provides new opportunities for Leadership Credentials and Tertiary Qualifications

26. Models of Leadership
• The trait model
• The situational model
• The management model
• The followership model
• The transformational model
Challenge: integrating the educational context

27. Importance of framing leadership
“However, it would seem that, within education,
a fifth model is needed, one which links
leadership with the ethics of educational
endeavour. This fifth model, a transformation or
moral model, would argue that the concept of
leadership should be linked to a concept of the
ultimate purposes of the school.”
(Mike Bottery)

28. 2. SYSTEMS LEADERSHIP
‘System leaders’ care about and work for the success of
other schools as well as their own. They measure their
success in terms of improving student learning and
increasing achievement, and strive to both raise the bar
and narrow the gap (s).
They are willing to shoulder system leadership roles in
the belief that in order to change the larger system, you
have to engage with it in a meaningful way.
Professor Emeritus, David Hopkins, author of
Every School A Great School

29. It involves:
• Developing and leading successful educational
and organisational improvements
• Acting as a curriculum innovator who
develops and sustains best practice across the
school system
• Building capabilities as a change agent to lead
transformative change within the complex and
rapidly changing local and global contexts of
the 21C learning environment

30. 3. Developing Leadership
Mindsets & Capabilities
Mindset + Capabilities = Leadership Impact
• Mindsets - leadership style, self-awareness and
organisational focus
• Capabilities - the practical skills, knowledge and
expertise that educators need to lead curriculum
development and implement Departmental
priorities to quality standards

31. Systems Leadership – Efficacy Continuum
Enabling
Adaptive
Achieving
• Self awareness
• Self Regulation
•Social Intelligence
• Collective Efficacy
•Moral Purpose
• Interpersonal
•Knowledge generation & learning
•Communication and Inquiry
•Culture and Community
•Educational
•Strategic
•Organisational
•Personal Efficacy
Integrates Leadership and Organisational Development

32. Leadership Agility: Achieving to Enabling
• Achieving
Are we doing things right?
Here’s what to do – operational procedures or rules
Focus on output and performance satisfaction
1-3 year timeframe
• Adaptive
Are we doing the right things?
Here’s why this works – insights and patterns
Appreciates different perspectives
3-5 year timeframe
• Enabling
How do we decide what is right?
Here’s why we want to be doing this – principles and a greater
motivation to contribute
Drive to transform self and others
5-10 year timeframe

33. Leader know thyself
Awareness Skills
Personal competence
(How we manage
ourselves)
Self-awareness
Emotional self-awareness
Accurate self-assessment.
Self-confidence
Independence, self-supportiveness
Time competence
Self-actualisation
Independence
Adaptability/flexibility
Less impulsiveness, neuroticism
Work performance
Social competence
(How we handle
relationships)
Positive social attitudes
Empathy
Altruism
Good relations with co-workers
Good relations with supervisors
Social extroversion
Collaborative, developmental
Orientation towards positive values
Less sensitivity to criticism
Zohar & Marshall (2001)

34. The importance of EQ & SQ
“Key components of emotional maturity are associated with
managerial effectiveness and advancement. Some of these
components include self-awareness, understanding one’s
strengths and weaknesses, and an orientation toward self-improvement.”
(Avery, 2004, p. 97)
“… findings indicate that higher levels of ego development
are associated with greater nurturance, trust, interpersonal
sensitivity, valuing of individuality, psychological-mindedness,
responsibility, and inner control.” (Hausler,
1993, pp.27)

35. IQ is about cognitive expertise in the workplace.
EQ emerges during relationship transactions –
supporting the development of empathy,
rapport and trust.
SQ, in contrast, is making a meaningful
contribution with compassion, integrity and
supporting the collective efficacy of colleagues
(Benefiel, 2005; Covey, 2004; Fry, 2003; Fry &
Malone, 2003; Reave, 2005; Zohar & Marshall,
2000).

36. 4. Organisational Effectiveness

37. Building cultures of
innovation & impact
• Personal Efficacy: the values, beliefs and
attitudes for personal best practice.
• Collective Efficacy: people working together to
create organisational best practice.

38. “It is not the strongest of the species that
survives, nor the most intelligent that
survives.
It is the one that is the most adaptable to
change.” (Charles Darwin)
38

39. The importance of agility

40. Combining the different lenses to build a
more complete picture of the individual,
“We articulate a clear team, or organisation
vision of what we want
the company to
achieve”
+
“A vision can genuinely drive
behavior that contributes to
improved results ”
“Our company has a vision
that I find inspiring”
“Staff, parents and
students understand
the school’s vision”

41. ©The Leadership Circle, LLC
20% 50% 80%
Results—ROI
Aggregate 360 Feedback Scores
Top 20%
+
0
-
-1K
+1K
+2K
to
+4K
Relationship between
Leadership Effectiveness & Results
Achieving Adaptive Enabling

42. Leadership Effectiveness &
©The Leadership Circle, LLC
Leadership Effectiveness
Creative Mindsets
Total Creating Score
R = 0.93
Rsq = 0.86
5.0
4.5
4.0
3.5
3.0
2.5
2.0
2.5 3.0 3.5 4.0 4.5 5.0

43. Leadership Effectiveness &
Leadership Effectiveness
©The Leadership Circle, LLC
Reactive Mindsets
Total Reactive Score
R = 0.66
Rsq = 0.44
5.0
4.5
4.0
3.5
3.0
2.5
2.0
1.0 1.5 2.0 2.5 3.0 3.5

44. Leadership Effectiveness &
©The Leadership Circle, LLC
Self Awareness
Leadership Effectiveness
Self Awareness
R = 0.80
Rsq = 0.64
5.0
4.5
4.0
3.5
3.0
2.5
2.0
2.0 2.5 3.0 3.5 4.0 4.5 5.0

45. Key elements of leadership effectiveness clustered
around 3 organisational challenges
Source:McKinsey Organisation Practice
Alignment
“Do the vast majority of people in
the organisation understand and
agree with where the company is
going, how it will get there, and what
it means for how they think and
what they do?”
Execution
“Is the organisation doing what it is
supposed to in order to achieve the
aligned direction? Is it doing it well
and can it respond to challenges?”
Renewal
“Is the organisation continuously
finding new things (and new ways to
do things) that create value?”
Direction
Coordination
& control
Accountability
External
orientation
Innovation
Leadership
Agility
Capability
Motivation
Environment &
values

46. Leadership Agility and Organisational Effectiveness:
Achieving, Adaptive and Enabling
46
• Differences between
management and leadership
• The educational environment
and its impact
1.
Leadership
Landscape
• How to get superior results with
staff, students and stakeholders
• Map out key relationships and
stakeholders
• Attaining personal efficacy as a
leader
2.
Achieving
• Identify relationship building
and influencing style
How to gain influence and
achieve results operating across
the school and beyond
• Assess effectiveness with peers
3.
Influence
• How to lead consistently and ‘walk
the talk’- contributing to the greater
system
• Living the vision and values of the
organisation
• Give direct reports confidence to act
with initiative
6. Enabling
• Attaining collective efficacy by
optimising motivational alignment
with the organisation
• Applying these principles to create a
motivational environment for others
5. Energising
• How to grow and motivate a team –
managing, leading and coaching
• Create a plan to build a high
performance team within and beyond
the school
4. Adapting

47. Bringing it together
• Global perspective: focus on the extent change in
practice leads to improvement in teaching and
learning.
• System perspective: focus on the extent system
reforms through a change platform and new
mindsets leads to improvement
• Leadership and Organisational perspective: how
leadership agility transforms organisations for the
better.
• School transformation: model of practice