By Tamara Arnott
Frequently new leaders dedicate a sequence of missteps that create dissention and dissatisfaction, eventually alienating employees. This ebook is designed to lead destiny leaders and newly promoted leaders clear of those missteps. The authors percentage principles to assist new leaders in making fewer errors that alienate parts and subordinates and raise the chance of failure. With critical monetary difficulties and extending various cultures and values, trendy leaders face better demanding situations and want to hit the floor operating. This publication provides real-life management situations that ended in damaging results; discusses missteps to prevent; reports present management literature suitable to the situations; and offers management suggestions, instruments, and self-development workouts
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Additional info for Blundering Leadership: Missteps by School Administrators
You [department chairs] need to address teachers’ unprofessional behavior in your next department meeting,” he ordered, a vein pulsating in his forehead and his eyes narrowing in a steady glare. (“Do as I Say, Not as I Do”) Because Tower is uncomfortable with the behavior of the teachers, his friends, and because he wants to remain “one of the boys,” he has placed himself in a professionally tenuous situation. As a principal, he can maintain the friendships he has forged over the years, but he needs to recognize that it is his role, not that of the department chairs, to manage the behavior of his staff.
The leader remains accountable for the vision, the oversight of strategies and processes, and the facilitation and mediation of people and best practices. Leaders are a sounding board; they provide feedback, ask questions, and make suggestions to assure that decisions made or plans suggested by faculty and staff members are feasible. If valuable suggestions are not feasible, leaders determine how to go about creating a situation in which the ideas can come to fruition. If Superintendent Walberg wants to have a collaborative leadership style where her administrators function as a team, as she told her new middle-school principal, she will need to make time for team building and use a collaborative approach.
I went to Sea World, toured a Navy submarine, and soaked up some rays. ” Heedless of the raised eyebrows, Watt continued. “I had drinks with principals from Oregon every night, and we went dancing with these APs from Colorado. Those chicks know how to have a good time. I slept in most days and got those free baseball tickets too! You know,” he shared, “my job is very stressful, and I really needed the time to relax and catch up on my sleep. I made it to the two keynote speeches at the conference, but I didn’t have time for any of the breakout sessions,” he boasted.
Blundering Leadership: Missteps by School Administrators by Tamara Arnott