‘This book is refreshing and distinctive. It takes the individual as the starting-point and builds outwards from there, to the vital but often neglected interpersonal dimension and the turbulent contexts of modern education. Vignettes help to make the theory concrete and activities bring the reader right into the frame.’ – Ron Glatter, Emeritus Professor of Educational Administration and Management, The Open University and Hon. President of BELMAS
Effective leadership combines organisational skills and personal qualities. Building on notions of leadership at all levels, this book contains an invaluable bank of creative ideas to help teachers already in management positions, as well as those just starting out, to reflect on their personal and leadership development.
With a focus on organisational improvement and leading strategically within changing policy contexts, chapters interrogate key leadership issues such as managing people, values and context. Examples from the UK and internationally further demonstrate how to develop as a successful and sustainable leader.
Content includes: the influence of local and national contexts; accountability; working with stakeholders across boundaries and borders; approaches to change; becoming a strategic leader; the educational leader as researcher.
This is an essential resource for practising and aspiring educational leaders and managers and students on postgraduate or personal development courses, in the UK and internationally.
Chapter 8: Leadership Development in Teams
Leadership Development in Teams
In this chapter I will:
- ask you to think about the concept of a team and its processes;
- discuss and define the role of the team leader;
- suggest that there are specific processes that the leader can manage for the better through teamwork.
Earlier in the book different forms of leadership were discussed and debated. Whatever your view about distributed leadership – and there are many different viewpoints – on one thing most educationalists concur: successful leadership of an educational organisation involves more than one charismatic person at the top of a hierarchical organisation. That person does have an important role, however, in setting up, developing and moving forward in teams. Silins and Mulford (2009) argue, for example, that being successful as ...