KURSUS LEADERSHIP FOR LEARNING

WITHIN THE SUBJECT PHASE 1 & 2

Tarikh / Hari
Tempat
Penganjur
Fasilitator

Target
Bil. Peserta

: Januari & Mei 2008

: Bangunan IPBA, Lembah Pantai, KL
: English Language Teaching Centre /
ELTC, KL & JPNJ
: 1. Puan Azlina Ahmad Kamal
ELTC Department
2. Puan Kamariah Samsuddin
ELTC Department
: Guru-guru BI Sekolah Rendah
: 28 orang dari Johor

Considering Current Realities &

Role Expectations
i) The responsibilities for the Head of
English Panel
ii) Surat Pekeliling Ikhtisas Bil. 4/1986
iii) Role for the Head of Panel : monitoring,
mentoring, administering & managing.
iv) Acknowledge the responsibilities as the
Head of Panel to your team members.

Defining Leadership : Leader,

Where Art Thou ?
i) There are many leaders, not just one.
Every person at every level who, in one
way or another, acts as a leader to a
group of followers. ( cited from Goleman et
al, 2002 )
ii) Differences between a manager and a
leader by John Kotter & Warren Bennis

Manager Vs Leadership

Manager Vs Leader

John Kotter
Copes with complexity
Plans & budgets
Organises & staffs
Controls & problem
solves
Warren Bennis
Promotes efficiency
Is a good soldier
Accepts status quo
Does things right

John Kotter
Copes with change
Sets a direction
Aligns people
Motivates people
Warren bennis
Promotes effectiveness
Is his/her own person
Originates
Challenges the status
quo
Does the right thing

Creating My Leadership Profile

i) The qualities in a leader. friendly, capable,
understanding, etc.
ii) The styles of a leader Autocratic,
Bureaucratic, Charismatic, etc
iii) Styles under microscope Factors affect a
leadership style : environment / circumstances
context, working team, culture, time factor /
deadline, co-operation, etc.
iv) Thus, leadership styles not fixed, can be
more than one at a time & apply different
styles at different contexts.

Leadership Styles :

Autocratic
Bureaucratic
Charismatic
Democratic
Laissez-faire
People-oriented / Relations-oriented
Servant
Task-oriented
Transactional
Transformational

Autocratic leadership :
Absolute power over employee / team
members
Team members have little opportunity for
making suggestions
Leads to high levels of absenteeism and
staff turnover
People tend to resent being treated like
this

Bureaucratic Leadership :
Work by book staff follow procedures
exactly
Very appropriate style for working on
serious safety risk or large sum of money
is involved

Charismatic Leadership :
Appear similar to transformational style
Leader injects huge doses of enthusiasm into
his/her team
Very energetic in driving other forward
Believe more in himself / herself than the team
Success of a task is tied up with the present of
leader.
Carries a great responsibility
Need long term commitment

Democratic Leadership :

Invites members to contribute decision-making

Increase job satisfaction in team
Helps to develop peoples skills
Members feel in control of their own destiny
Participation takes time, but outcomes better
Suitable approach where team working is
essential
Emphasis on quality of work

Laissez-faire Leadership :
French phrase = leave it be
Members work on their own with their work
Effective : if leader often monitors what is
being achieved
Usually members are those very
experienced and skilled self-starters
Managers are said not exerting sufficient
control

People-oriented Leadership :
Opposite of task-oriented leadership
Focus on organizing, supporting &
developing the members
Participate style leads to a good teamwork
& creative collaboration

Task-oriented Leadership :

Focus on getting job done

Quite autocratic
Actively define the work & the roles required
Put structure into place, plan, organise and
monitor
Spare little thought for the well-being of team
Suffer many of the flaws of autocratic style
Difficulties in motivating and retaining staff

Transactional Leadership :
Starts with an idea that agree by members to
obey their respective leader totally on a job
Transaction pays members in return for their
effort and compliance
Leader give team members some control on
their income/reward by using incentives that
expect higher productivity in return
If work doesnt match to pre-determined
standard, leader has right to punish
Team members have little job satisfaction
A way of managing rather true leadership style

Transformational Leadership :
A true leader inspires members constantly
with shared vision of future
Are highly visible & spend time
communicating
Do not always lead to the front
Tend to delegate responsibilities amongst
team
Enthusiasm is often infectious
Generally supported by his/her details
people

A good leader :

The Power of Purpose :

Articulating Values & Vision
i) What I value most ( both work & personal ).
Select the 5 most important to you as guides
for how to behave or as components of a
valued way of life.
ii) Are your value about education linked to
your leadership styles ?
iii) All leaders consciously or unconsciously
employ values as guides to interpreting
situations and suggesting appropriate
administrative actions. ( cited Begley, 2003 ).

 iv) As the Head of Panel; our values

influential on :
What you want for the children in school
The management of staff
How relationships are managed with
community in & around the school.
v) Thus, a leader should always be cleared
and consistency with his / her goals; as well
as to make others understand them too.

Coming To Grip With Change

i) What is change?
ii) Sometimes we change because of :
ourselves/ self change or of others.
Thus, we always act upon as : agent
or recipient of change.
iii) Reasons for change :
for betterment, to be accepted, etc.

iv) How did you feel with the compliments

/ comments that others given to you ?
State the feelings / emotions.
v) What is the impact play on you after
knowing what others see on you ?
vi) Cited from Elizabeth Kubler :Ross Change Curse :
ShockDenialFrustration
DepressionExperimentsDecision
Intergration

vii) Why do we need to know this

curse ?
helping others overcome obstacles
understand people and situations
raising awareness
anticipate potential conflict
give appropriate intervention
give appropriate support

viii) Some tools for helping to make

a change in one organization :
SWOT Analysis,
Prioritization Matrix,
Force Field Analysis
PMI.

Workshop : Managing Learning

Define a Learning Community :
A group of educations working
together collaboratively as
learners to improve achievement
for all students.

The underlying principles

Learning as the central to an
educational organization its own
staff must be engaged in the
process which in term benefited
the students too.

Characteristics of a Learning
Community

Shared values and vision,

collaboration, mutual trust,
respect, supportive, openness,
etc.

Learning Community Activities

Shared planning such as lesson
plans, shared articles on
professional insights, attending
training program together, sharing
the responsibility for making /
collecting materials, etc.

Direct Benefits
Saves time, increase quality of
ideas, build a sentiment of shared
responsibilities and commitment
to one anothers learning, etc.

Workshop : Preparing For The

learning Project

i) Plan, implement and monitor a

project within the department / panel
at school.
ii) A maximum of 4 weeks to observe
the progress of a project planned.

iii) Keep a diary / log all of your

activities in elation to the project.
iv) Write a short description of your
proposed project. For eg : Title,
Target Group, Aims, Description of
the Project, Implementation
Schedule ( Start date, End Date,
Activity & Remarks ) & Monitoring.