1. An Educational Leadership Framework Based on Traditional and Contemporary Leadership Theories TNG Cheong Sing Monash University 1

2. Traditional leadership theories Trait approach – Personalities, motives, values & skills of natural leaders, but none of these traits was superior (Stogdill 1948) Behavioural approach – Task-relationship dichotomy for leadership behaviour such as consideration & initiating structure (Stogdill & Coons 1957), concern for people & production (Blake & Mouton 1964), employee & job centric behaviours (Bowers & Seashore 1966) Contingency approach Contextual factors influencing leadership processes, such as characteristics of environment, subordinates & tasks (House 1971), task structure, leader-member relations & leader’s position power to evaluate subordinates’ performance (Fiedler 1964), amt of relevant information possessed, importance of decision, subordinates’ acceptability of decision (Vroom & Yetton 1973), subordinate maturity (Hersey & Blanchard 1977) 2

3. Contemporary educational leadership theories Transformational leadership – Shared decision-making, teacher empowerment, understanding & encouraging change, team work, see complete picture, continuous school improvement, foster school community’s sense of ownership (Leithwood 1992) Strategic leadership – Relationships between external environment & organization’s mission as well as implementation (Maghroori & Rolland 1997) 3

4. Other contemporary educational leadership theories Educative leadership – Cultural proficiency (Lindsey, Robins & Terrell 2003) Organizational leadership – Enhancement of capability to accomplish effective work collectively (Heifetz 1994) – Leadership from school principals, teachers, administrators & parents have +ve effects on school performance (Pounder, Ogawa & Adams 1995, p. 567) 4

5. Generic organizational leadership functions Align tasks with objectives & strategies Build commitment, optimism, trust & cooperation Develop & empower subordinates Encourage & facilitate collective learning Interpret complex events Organize & coordinate activities Promote social justice & morality Secure resources & support Strengthen collective identity (Yukl 2006) 5

6. Teachers as Leaders framework 1.Prepare students for better future 2.Achieve authenticity in teaching, learning and assessment practices 3.Facilitate communities of learning 4.Confront barriers in cultures & structures of schools 5.Translate ideas into sustainable actions 6.Nurture success culture (Crowther et al. 2002) 6

7. Themes for literature on teacher leadership 1.Individual teacher leader roles 2.Teacher leader’s on-the-job learning 3.Conceptualization of teacher leadership being central to building professional communities & renewing school cultures (Lieberman & Miller 2004) 7

8. Derivation of personal leadership framework Shared leadership counters possibly Western cultural bias attributing organizational performance to individual heroic leadership (Yukl 2006) Diversity leading standardization parallels replacement of universal personal leadership theories with contingency organizational leadership theories, superiority of shared over heroic leadership 8

9. Derivation of personal leadership framework (cont) Flawed processes more responsible than individual failures for not satisfying expectation when nurturing success culture in schools (Crowther et al. 2002) Without unrealistic expectation for individual to take responsibility for organizational failure, shared leadership with subordinate empowerment is more effective than heroic leadership (Bradford & Cohen 1984) Conduct leadership research in specific organizational context (Dachler 1984; Drath 2001; Gronn 2002) 9

10. Personal leadership framework for university academics University academic leadershipTeachingResearchAdministration Convey convictions for better world Preparation of students for better job prospects Industry-relevant research outcomes feeding into teaching Maintenance of industrial linkages to understand their skill & knowledge requirements Achieve authenticity Coverage of industry-relevant knowledge Conducting of educational research to gain deeper understanding of teaching & learning processes Support from Education Office in conducting peer teaching reviews, student transitions & unit evaluations Facilitate communities of learning Dissemination of good teaching practices at education seminars Dissemination of new ideas at conferences & seminars Engagement of industries with internship Confront barriers Discussion with fellow academics on teaching practices Engagement of departmental professors for advice Engagement of school manager for administrative support Translate ideas into action Adoption of various teaching approaches Intra/inter-departmental & inter- university collaboration Quality committee implementing ideas from academics to improve school’s operation Nurture success cultureAward for teaching excellenceAward for research excellence; celebrating success in winning research grants & publication of top-tier journal articles Award for administration excellence Source: derived from Crowther et al. (2002, pp. 4-5) 10