Download SIG Leadership Training

SIG Leadership Training
April 3, 2012
Creating a Purposeful Community
Review from last training….
Share an example of 1st order change in
your school or district
 Share an example of 2nd order change in
your school or district
 4 Key Leadership responsibilities suffer
when involved in 2nd order change

◦
◦
◦
◦
Culture
Communication
Order
Input
Share examples of each

Culture:
◦ Have you as a leader provided differentiated
support for teachers based on their response
to the initiative?
◦ Created time for staff to discuss the change
and its implications?
Communication
Have you as a leader discussed
disagreements and contentions in staff
and team meetings?
 Probe for questions and concerns from
colleagues and bring them to the
leadership team for resolution?

Order
Have you as a leader modeled effective
mediation strategies?
 Have you as a leader been consistent in
using procedures that foster a sense of
stability?
 Have you as a leader taken an active role
in creating and implementing operational
procedures?

Input
Have you as a leader sought input from
staff.
 Have you as a leader worked to develop
“ownership” rather than “buy-in” for the
initiative?
 Have you as the leader been transparent
about the difference between decisions
and input?

What takes place inside the school


…….occurs within the CONTEXT of a
community….composed of parents, teachers,
and other staff members, central office
administrators, support personnel, the
school board, social agencies, and
businesses…..
The more this diverse community can join
together around a SHARED PURPOSE—
student achievement—the more sustainable
and effective a school’s change efforts will
be.
McREL’s Definition of a Purposeful
Community
Agreedupon
processes
Outcomes
that
matter to
all
Purposeful
Community
Use of all
available
assets
Collective
Efficacy
The research…..
A compelling body of research evidence
demonstrates the impact of leadership on
the development of these attributes of
“Purposeful Communities.”
 4 Interconnected characteristics of
purposeful communities

◦
◦
◦
◦
Outcomes that matter to all
Use of all available assets
Agreed upon processes
Collective efficacy
Outcomes that Matter to All
Leaders create a purposeful community
by developing a vision of meaningful
outcomes that they can achieve as a
community.
 What is it that we can do together that we
cannot do as individuals?”
 Which outcomes can only be
accomplished because the community
exists and works together?
 Examples:

Use of Available Assets
This is the development and use of tangible assets
that matter to all community members. For
example, computers, software, textbooks, science
laboratory equipment, personnel and financial
resources are all tangible assets that can be
measured.
 Intangible assets exist as well….these include
leadership, strategy execution, transparency,
customer reputation, innovation, and adaptability.
These intangible assets and the ability of the
community to capitalize on them are a reflection
of leadership at all levels of the community. (Kaplan &

Norton, 2004)
Agreed-upon Processes
Margaret Wheatley (1992) describes organizations in which
one can tell “what the organization’s value and ways of doing
business are by watching anyone, whether it be a production
floor employee or a senior manager.” There is consistency
and predictability to the quality of behavior.
 These organizations trust in the power of guiding principles
or values, knowing that they are strong enough influences of
behavior to shape every employee into a desired
representative of the organization.
 These processes bring “stability” within the community.
 These processes lead to patterns of communication,
relationships among community members, a sense of
individual well-being, connections between the school and
other critical institutions, shared leadership opportunities,
and a sense of order and discipline.

Collective Efficacy


This is a shared perception or belief held by
the group that they can organize and
execute a course of action that makes a
difference.
In schools with high levels of collective
efficacy, there is a shared belief among
teachers that collectively they will have a
positive impact on student achievement. (Goddard,
Hoy & Hoy, 2004)

It is, in fact, a better predictor of student and
school success than student socio-economic
status or race. (Goddard, 2003; Hoy, Smith & Sweetland, 2002)
Collective Efficacy is task specific…
For example, when faculty members perceive
their colleagues as being competent in
instructional strategies, there is a higher level of
collective efficacy than in schools where this
perception does not exist. Collective efficacy is
diminished when faculty members perceive their
colleagues as incompetent in particular curricular
or instructional areas.
 Collective efficacy, or a strong belief among
members that they can exert some measure of
control over their circumstances and make a
positive difference through their united effort, is
the characteristic that distinguishes a purposeful
community from other learning communities.

Why Collective Efficacy?






Sources of Collective Efficacy…
Mastery experiences: Efficacy grows when people experience
initial success & have opportunities to build on the success.
Vicarious experiences: Efficacy is strengthened when individuals
and groups have the opportunity to observe successful individuals
in situations with similar circumstances.
Social persuasion: Referred to as “normative press.” Influential
individuals within a group create high expectations and provide
encouragement and support to others to persist in pursuit of
desired outcomes.
Affective states: A shared sense of hope and optimism that the
group can accomplish its desired outcomes, even after
disappointments, is another key source of collective efficacy.
Group enablement: Groups build efficacy when they have
opportunities to provide input on challenges/problems and to
develop their own responses and solutions to these challenges.
What does this mean to you as a
leader?
Leadership responsibilities to create
purposeful community…out of the 21
McREL leadership responsibilities.
 Culture
 Ideals and beliefs
 Communication
 Visibility
 Input
 Relationships
 Situational Awareness

How does this information apply to
your DLT?

Ideas……..