Education leaders note barriers to effective leadership with are unique to the educational setting. Politics and bureaucracy, fear of litigation, teacher unions and school boards are all noted by superintendents and principals as elements which hamper organizational excellence (Finn, 2002). In the same survey, leaders also noted a lack of freedom to accomplish managerial tasks, like hiring and firing or even rewarding outstanding performers. A review of job descriptions posted for superintendent and principal jobs across the United States demonstrates the wide variety of skill required for these positions. Samplings of descriptions include "experience as a principal"; "earned doctorate from an accredited institution"; there also exist a long list of complex organization and managerial tasks which accompany these basic requirements. As a result, the number of individuals completing Ed D. degrees has increased significantly. Research completed in 2007 (Baker, Orr and Young, 2007) reported the number of programs offering educational leadership doctoral programs increased by 48% between 1993 and 2003.
How should leadership preparation be managed? Bottoms and O'Neill (2001) reported that leaders should be evaluated primarily by impact on student achievement.
Proponents of standardized testing would seem to agree. A review of the literature on the connection between leadership practices and school conditions (Leithwood, Louis, Anderson, & Wahlstrom, 2004) showed a higher rate of teacher satisfaction in schools which had adopted policies meant to improve school leadership via leadership preparation standards. The No Child Left behind Act (NCLB) calls for the placement of highly effective principals in high poverty rate schools, with effectiveness rated by means of principals meeting state leadership preparation requirements.
Teacher satisfaction also serves as a good indicator of leadership effectiveness, within the constraints of the leader's power. Teacher job satisfaction and the degree to which teachers are engaged with students are important quality indicators, and noted by Bossert, Dwyer et. Al (1982) as predictors of both organizational commitment and teacher...
Sixth, his service commitment is exceptional, as he has been known to work with many customers to solve problems and help them get to their goals as hospitals and healthcare providers. Seventh, he is exceptionally resourceful and willing to move beyond traditional boundaries to accomplish greater tasks than would have been possible otherwise. Eighth, his focus on rewards and recognition is well-known throughout the entire healthcare industry, as is
Indeed, without these legitimacy criteria, a leader would not be able to influence followers to either change or progress towards organizational goals: "The acceptance of leadership from another person involves an implicit contract in which followers sacrifice some level of personal autonomy and pledge loyalty and effort to the leader.... The followers must be sure that the leader has the competency to lead effectively and the trustworthiness and loyalty
Leadership Management Effective Approaches Leadership Management Different personalities practice different management styles, while different management styles are suited to different personalities. It is very important for a manager to make sure that their employees are motivated and their work rates are up to the mark. The employees of any organization need to be motivated in order to maintain a fair attendance at the office along with enough motivation that employees would
In that regard, a leader who gets things done through coercion as opposed to consensus could be regarded a successful but not an effective leader. Looked at from another perspective, successful leadership differs from effective leadership on the basis of emphasis. While emphasis in successful leadership is on power and position, the emphasis when it comes to effective leadership is often on the personal attributes of a leader. It
The second leadership attribute analyzed in this paper is that of creating and sustaining a shared vision. Of all attributes of any leader this is one of the more challenging to continually achieve as it requires the continual focus on aligning the vision of the organization and the skills required to accomplish them with the unique skill sets of individuals and their talents (Kouzes, Posner, 2009). What a sustainable vision
When this happens, they will be effective in reaching out to different patients (from a host of backgrounds). This is the point that the underlying quality of care will improve. As a result, I have learned how to apply these concepts to real world health care environments. This will help in day-to-day practices by preparing me for the new challenges that will be faced on a continuing basis. Recommendations /
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