When completing the individual self-assessment I was in the mind frame of when I was a leader in the building, as a technology teacher. Teachers and administrators came to me for technology assistance. I reflected on how I thought I was a leader. When completing the “Balanced Leadership” profile, I was thinking about how the principal I had operated. I noticed some items were very similar, while others were different.
I think the major differences occurred when I thought about how that principal operated and how I thought I made a change to be better than what I witnessed. For example, flexibility, I scored myself as a 4 and my principal as a 1.50. As a technology leader, I often had to stop what I was doing to help other teachers with their technology. I had to work on demand and make the best of the situation even if it put me out. My principal was, quite obviously, “thrown off” when things changed from the original plan. I witnessed this and saw how other faculty members read her and learned that I needed to be flexible in order for other teachers to feel comfortable coming to me for help.
There were some examples in which I scored similar to that principal. For example, with visibility, I scored myself as a “3” but when thinking about the principal, it was scored a 2.67. However, when I had interaction with teachers and students it was to provide assistance. When that principal interacted with teachers and students it seemed to be in a more judgmental role than supportive. So while we were scored the same, the purpose was different.
I have only seen one-person function in the role of principal and I know she was not the best example. However, I see it as a learning experience and will use it grow as an administrator. This survey and the reading make me compare how I am as a leader now to how I want to be a leader in the future.
Here are my top areas of strengths and improvements:
I see my biggest area of needing improvement as being an “agent of change”. I know this is my weakness because I believe things need to be change but I am afraid to “rock the boat” too much in my school district. I have seen other professionals wreak the consequences of trying to fight the system. When I am a principal, I know I will have to be the change agent for my school especially since, according to Marzano (2005) an increase in a principal’s effectiveness in being a change agent correlates .25 with student academic achievement (63). This means that if I can increase my effectiveness as a change it could increase overall student achievement.
References
Marzano, R.J., Waters, T., & McNulty, B.A. (2005) School leadership that works. Alexandria, VA: Association for Supervision and Curriculum Development.
Ahhh... Angie, yest rocking the boat. I know what you mean. When you are trying to get things moving, it's tough going up against leadership that doesn't want to know about what you are doing. Start small, get them to think it's their idea. Suggest, how about trying it this way... it's hard, but you will find a way and the right people who believe in your ideas and work.
ReplyDeleteWhat do you see at the principals areas for growth? Observe well and watch the relationships. Do the exact opposite.
Being flexible is vital. Things often don't go the way you planned.