1. The “pot stirring” approach is necessary when faced with institutional complacency. Change is necessary, but the new leader also needs to gain trust among faculty before stirring the pot too vigorously. Jack is correct to empower the teachers, because this will help engender trust and inspire a collaborative organizational culture. By deflecting the attention from Bob Neuman, Jack can also create ways of rewarding the “quality” staff instead of punishing the relatively few numbers of underachieving faculty. The “blame game” or stigmatizing teaching methods or teachers does not work in situations like this (Dinham, 2012, p. 1). Far more productive would be to focus on the strengths of the organization, celebrate the achievements of the high performing teachers, and allow the change to occur almost organically. When faculty is empowered and motivated, there will be far less resistance to change. Dissenters will feel less threatened by the change, too, if they do not feel singled out.2. The change agent is Jack, the new principal. However, superintendent Kim is also a change agent in that she subtly informed Jack about the situation and in doing so suggested that one of the steps he might take as principal might...
Just the fact of being new makes Jack a change agent by default, too. Jack needs to take advantage of the new relationships he will cultivate with faculty, garnering potential supporters among staff. Students will also be potential supporters, and parents too, as both are avoiding Neuman’s classes because they are interested in doing away with outmoded materials. Also, the majority of teachers will be potential supporters because Neuman and that group detract from their hard work. The vast majority of the teachers are liked by the students, performing well, and competent. It is only the small minority that have been underperforming, and this cadre led by Bob Neuman will be the potential dissenters. However, Jack has a powerful ally in the superintendent Amy Kim. When the superintendent, principal, and majority of educators converge on how to meet mutual goals for improving school performance and outcomes, change will proceed smoothly.
Leadership and Change Management Consider a change that has been recently introduced in your organization. Using relevant change and leadership theories, critically analyze the benefits and problems that introduction of this change has brought. TO WHAT EXTENT HAS LEADERSHIP CONTRIBUTED TO THE RESULTS OF THIS PROCESS? RasgGas is a joint venture gas company between Qatar Petroleum, the State of Qatar's national oil and gas company (majority stakeholder), and ExxonMobil, an American Integrated
Technology in Edu Technology has changed the ways schools operate, the ways teachers communicate, and the ways students learn. At every level of education, from kindergarten until graduate school, technology is being used as a means to develop and deliver course material. Technology is also being used in administrative offices, and also in the home as students have greater access to educational technologies. In traditional classroom environments, technology is being used
(2010). Transactional leaders use the extrinsic motivators, to get goals met within an organization, as stated by Suliman (2009). This type of leadership used internal reward or punishment mechanisms to get employees to follow their directive. Transactional leaders usually leave the current organizational structure and goals intact, since the characteristic of these leaders is not effective in situations that require change. Suliman, (2009) also argue that some leaders are very
Leadership and Management Training Guide: Leadership and management are terms that have been used interchangeably as many people assume that they are similar despite of their fundamental differences. The main reason attributed to this trend is the fact that these concepts must go hand in hand because they are complementary and linked together. Actually, attempts to separate leadership and management always contribute to several problems more than it solves. However, much
According to the Ohio State University (2004), both could be equally appropriate in terms of overall company outcomes, as they are very similar in terms of valuing and inspiring follower excellence. When considering the motivation towards leadership for each type of leader, the contrast is sharper. The servant leader, for example, leads from a motivations basis of egalitarianism. The leader's fundamental belief is that he or she is no better than
Ethical leadership also entails role modeling through noticeable actions. Trustworthiness is seen as a result of ethical behavior rather than an attribute of ethical leaders themselves. Authentic leaders maintain that people have to act in concert with their deep personal and moral values and beliefs, but instead of centering on intrapersonal courses like self-awareness and self-regulation, the chase of ethical values on a normal basis is professed as morally
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