College of Arts and Sciences

University Utara Malaysia

Course Name:
LEADERSHIP IN EDUCATION
Course Code:
SGDU5024
Lecturer:
Dr. Ismail Hussein Amzat

Week 3
 Educational Leadership for the
Twenty-First Century:
Challenges for School Principals
& Teachers
 Educational Reform
Technology:
assessing students performances
Teacher Digital Literacy
Student difference due to Digital World
Customer satisfaction (Parents)

Really learning taking place?

Are tools being utilized to their fullest potential?
Are students learning more? Or better?
Are students more engaged?
Learning outside the walls
Safety
Facilities
Supportive environment
Outcomes
 Educational Reform
Continuous Learning (Principal, teachers and
students)
Lifelong Learning
Value-added in teaching and learning
Accountability
New curriculum design
Leads to best instructional practices
Benchmarking in an international context
Political
Economics
Society
New partnership with families and agencies
 Paradigm Shift
Rethinking the Role of the School Principal

Inadequacy of instructional leadership

Assessing schools performance from the role of school

principals

Role of ambiguity and overload

Transformational

Culture and learning organization

Morality

Market
That's the way we do
things around here
 The Nature of Managerial Works
Manager is responsible of overseeing the overall operation of a more complex unit.

The nature of manager is to supervise employees with specialized skills in

production,
human resource,
accounting,
finance,
marketing or sales (Allen &Gilmore, 1993).

In educational setting, management is concerned with the operation of educational

organizations (Bush, 2008).

Educational management is an excussive fucntion for carrying out agreed policy

(Bolam, 1999).

Educational managers deal with internal and external audiences in leading their
schools (Bush, 2008).

Educational management centrally concerned with the purpose or aims of education

(Bush, 2008).
 The Function of Manager in
Organization

Planning:
It involves decisions about how the organization is to
accomplish its goals.

This includes deciding what is to be done, how it is

to be done, and when and by whom it is to be done.

Without planning, an organization will be

meaningless.

Allen & Gilmore(1993)

The Function of Manager in Organization

Organizing:
Organizing involves the preparations necessary for
implementing plans.

The manager must decide the jobs to be performed

and then determine who reports to whom in the
organization.

It is important for the manager to assign a

coordinator for each job and task.

Allen &Gilmore(1993)
 The Function of Manager in
Organization
Staffing:
It involves filling the jobs of the organization
with the right people.

It includes their development within the

organization.

The manager must recruit most qualified for

the jobs and develop their potential through
trainings and activities.
Allen &Gilmore(1993)
 The Function of Manager in
Organization

Leading:
It about leading and influencing the
members of the organization to achieve the
overall organization goals.

Themanager should posses skills of

managing the organization and ability to
motivate the employees.
Allen &Gilmore(1993)

 Management & Leadership

Leadership influences others actions in achieving

desirable ends.

Leaders are people who shape the goals, motivations,

and actions of others.

Frequently they initiate change to reach existing and

new goals.

Managing is maintaining efficiently and effectively

current organisational arrangements.
Cuban (1988)
 Management & Leadership
Management core functions according to Fayol (1949):
Planning, organizing, staffing and controlling

Leadership core functions:

Setting direction, strategy clarifying big picture, building a
vision, and organization change.

Overlapping of leadership and management functions

Leadership Management

S. J. Joseph (2007)
 Management & Leadership
No Management
1 The Manager administers
2 The Manager is a copy
3 The manager focuses on
systems and structure
4 The manager relies on control
5 The manager has a short-range
view
6 The manager asks how and
when
7 The manager has his eye
always on the bottom line
8 The manager imitates
9 The manager accepts the status
quo
10 The manager is the classic good
soldier
11 The manager does things right
Warren Bennis, 1989
Leadership
The leader innovates
The leader is an original
The leader focuses on people
The leader inspires trust
The leader has a long range
perspective
The leader asks what and why
The leader has his eye on the
horizon
The leader originates
The leader challenges it
The leader is his own person
The leader does the right thing
 Leadership Competencies
No Leadership Description
Competency
1 Self direction Self direction is the ability to set goals for oneself and to cross the path
with leads the goal single-minded dedication

2 Flexibility Flexibility is the ability to change oneself according to the situation

3 Teamwork Ability to work together towards a common vision. Every team member
has an important role to play.

4 Strategy Ability to understand and interpret information for a course of action

which will be implemented

5 Decision-making Ability to choose the best choice among many choices

6 Managing Change Ability to adapt to the changing scenario without loosing the effectiveness
and efficiency

7 Delegation Is the willingness to assign responsibility to others. It is an important

managerial function as it reduces the burden and overload on the leader.

8 Communication Is the process by which information is passed on or carried forward in

any set up. Effective communication between management-staff-clients
leads to a successful business

9 Negotiation It is a process whereby two parties resolves disputes, agree upon courses
of action and attempt to get outcomes which serve their mutual interests.

10 Power and Is the ability to exert influence in the organization or individual beyond
authority, which is derived from position.
influence
S. J. Joseph (2007)
 Conclusion
Leadership is not about your position but about
how you behave (Owen, 2009).

Being president (leader) doesnt change who you

are, NO, it reveals who you are ( Michelle Obama

At the helm of every successful organization, there

is a good and excellent leader (Amzat, 2005).

Behind every successful leadership, there are good

followers (Amzat, 2013).
 Reference

Ricketts, J. C &Rudd, R. D.(2002). A comprehensive leadership in education model to train, and develop
leadership in Youth. Journal of career and technical education. Vol. 19, No 1.
Yukl, G. A. (1989). Leadership in Organization (2nd edition) prentice Hall.
Kouzes, J. M. & Posner, B. Z. (1995). The leadership challenge: How to keep getting extraordinary things
done in organizations. San Francisco: Jossey-Bass.
Stodgill, R. M. (1974). Handbook of leadership; a survey of theory and research. New York: The Free Press.
S. J. Joseph (2007). EQ and Leadership. Tata McGraw-Hill Publishing. New Delhi
Fayol, H. (1949). General and Industrial Management. Pitman, London
Bennis, W. (1989). On becoming a Leader. Addison Wesley.
Cuban L 1988. The Managerial Imperative and the Practice of Leadership in Schools.
Albany, NY: State University of New York Press.
Bush, T. (2007). Theories of educational leadership and management (3rd edition). Sage Publication
Bolam, R. (1999). Educational administration, education and management: towards a research agenda in T.
Bush at al. Educational management. Chapman Publishing.
Sergiovanni, T.J. (1994). The root of school leadership. Principal. 72, 2, 6-9