1. DEFINISI DAN PERANAN KPEMIMPINAN PENDIDIKAN
Prof. Dr. Zaidatol Akmaliah Lope Pihie

2. Definition and role of educational leadership
Leadership is accomplishing something through other people that would not have happened if you weren’t there. And in today’s world, that’s less and less through command and control, and more and more through changing people’s mindset and hence altering the way they behave.
Today, leadership is being able to mobilize ideas and values that energize other people.

3. Role of Educational Leadership
Assist community to create and align the shared goals
Guide community to articulate its values and beliefs
Managing harmony
Create consensus among participants and to describe how the individual roles and responsibilities of individuals merge into a collective

4. Institutionalizing values
Convert the shared goals into operational plans for accomplishment
Motivating
Help participants find meaning in their work
Encourage participants to accept increasing responsibility for making decisions about their work

5. Managing
Manage and regulate the daily operation of the work place without interfering with instructional time
Accomplish the routine tasks with minimal interruption of the participant’s teaching & learning responsibilities
Explaining
Explain the rationale for participant’s actions

6. Enabling Modeling Supervising
To provide the opportunity and the mechanisms to achieve its shared goals
Modeling
Accepting responsibility as head follower by modeling purpose and values in thought, word and action
E.G. To present and demonstrate new teaching strategies
Supervising
Apply formative assessment strategies to find out whether the vision is being met, and to make adjustments to keep the vision healthy

7. Manager leader as Information – Processing system
As monitor – external inf
As monitor – internal inf
As nerve centre
Disseminator
Spokesman
Strategy maker

8. Figure 1: The manager as Information-Processing System
Manager as Monitor
Internal information
(trough leader role)
from subordinates
Manager as Monitor
External information
(through Liaison role)
from contacts, informers,
peers, and expert.
Manager as
Nerve Center
Manager as
Disseminator
Information to
Subordinates
Manager as
Spokesman
Information to
Outside
Manager as
Strategy Maker
Information for making
Models and plans for
Identifying problems
and opportunities
Figure 1: The manager as Information-Processing System

9. Discuss Leadership’s Role
INTERPERSONAL: FIGUREHEAD
LEADER
LIAISON
INFORMATIONAL: MONITOR
DISSEMINATOR
SPOKESPERSON
DECISIONAL: ENTREPENEUR
DISTURBANCE HANDLER
RESOURCE ALLOCATOR
NEGOTIATOR

10. A Summary of Administrative Roles and Activities
Description
Identifiable Activities from Study of Chief Executives
Interpersonal
Figurehead
Symbolic head: obliged to perform a number of routine duties of a legal or social nature.
Ceremony, status request, solicitations
Leader
Responsible for the motivation and activation of subordinates; responsible for staffing, training, and associated duties
Virtually all managerial activities involving subordinates
Liaison
Maintains self-developed network of outside contacts and informers who provide favors and information.
Acknowledgments of mail; external board work; other activities involving outsiders

11. Identifiable Activities from Study of Chief Executives
Role
Description
Identifiable Activities from Study of Chief Executives
Informational
Monitor
Seeks and receives wide variety of special information (much of it current) to develop thorough understanding of organization and environment; emerges as nerve center of internal and external information of the organization
Handling all mail and contact. Categorized as concerned primarily with receiving information (eg: periodical news, observational tours)
Disseminator
Transmits information received from outsiders or from other subordinates to members of the organization; some information factual, some involving interpretation and integration of diverse value positions of organizational influence.
Forwarding mail into organization for informational purposes, verbal contacts involving information flow to subordinates (eg: review sessions, instant communication flows)
Spokeperson
Transmits information to outsiders on organization’s plans, policies, actions, results, etc; serves as expert on organization’s industry
Board meeting; handling mail and contacts involving transmission of information to outsiders

12. Identifiable Activities from Study of Chief Executives
Role
Description
Identifiable Activities from Study of Chief Executives
Decisional
Entrepreneur
Searches organization and its environment for opportunities and initiates “improvement projects” to bring about change; supervises design of certain project as well.
Strategy and review sessions involving initiation or design of improvement projects.
Disturbance Handler
Responsible for corrective action when organization faces important, unexpected disturbances.
Strategy and review sessions involving disturbances and crises.
Resource Allocator
Responsible for the allocation of organizational resources of all kinds – in effect the making or approval of all significant organizational decisions.
Scheduling; requests for authorization; any activity involving budgeting and the programming of subordinates’ work.
Negotiator
Responsible for representing the organization at major negotiations.
Negotiation.

17. Rujukan untuk exhibit 1:
Rujukan untuk exhibit 1: The Balanced leadership Framework: Connecting Vision with Action By
Tim Walters and Greg Cameron (2007)

18. Why Leadership Is Important?
Effective leadership encompasses seven foundation competencies
-Managing self
-Managing communication
-Managing diversity
-Managing ethics
-Managing across cultures
-managing teams
-managing change

19. Introduction: Leadership and Management
Management is being able to develop a plan and manage according to the plan within a relatively short time horizon of one or two years

20. Leadership is having the vision of knowing where to take your school over a longer haul, having that vision and setting the direction, getting everybody enthused about meeting the longer term goals, meeting the philosophies of the school and really making employees feel it (goals) inside them.

21. A true leadership capability is where he can go infront of a group of people – talking to them enthused about things, setting the direction and getting the people to understand the goals

22. Is leadership a trait that can be taught or is a person born with it?
It is a combination of both,It used to be said that leadership is something a person is born with. There is some truth in it esp. in small children

23. But leadership also can be learned, and it has to be practiced
Conclusion: It is a combination of both

24. Bincangkan :
BOSSES GIVE ORDERS
MANAGERS ACCOMPLISH THINGS
LEADERS CREATE VISION

25. and Managers are peaple who do things right (efficient)
Leaders are people who do the right things (effective)