SYSTEMS: Administrator Evaluation
Leadership
Abilities
of
Effective District 113 Administrators
MORAL LEADERSHIP
To improve life for others, leaders:
model integrity through a commitment to our shared core values. They have a clear understanding and knowledge of their own personal purpose, values, and vision. They have courage and take purposeful action. They are committed to aligning their actions to serve the greater good. They recognize the dignity and worth of all human beings.
To inspire others to an ideal future, leaders:
paint a big picture of the ideal for their area of the organization that others can see and understand. This personal vision must become a shared vision among stakeholders in order to be effective in moving the organization forward. They are committed to the District 113 vision that is comprised of the Learning for Life Abilities, Guiding Principle 1, and Guiding Principle 2. The vision is informed by current research and best practice, and it details the focus for future school improvement efforts. Vision is not a collection of incremental pieces, but a series of overarching goals that provides a coherent road map for the future. The Long-range Plan provides the vision and goals for our future focus.
To clarify the vision, leaders:
educate others about the programs, people, and context of our organization in both formal and informal ways. The leader builds optimism through open communication that is proactive, sensitive, and truthful. A powerful communicator is one who is aligned with the values of the organization and models listening, writing, and speaking skills that build trust.
To demonstrate quality thinking and problem-solving ability, leaders:
model flexibility, logic, and reflective behavior. Leaders frame problems and present solutions in a timely and decisive way, using multiple sources of information and data to make decisions. Quality thinkers are able to transfer abstract thinking into practical applications and understand the relative importance of various issues.
To establish clear structures for work to be accomplished, leaders:
forge a team and establish clear operating procedures. Leaders
find and use the strengths of others and establish advisory teams for problem-solving. Leaders hold others accountable to the values of the organization, and hold themselves accountable for final outcomes.
To build coalitions and bridges, leaders:
cultivate support through sensitivity to relationships, understand others’ perspectives, and find common ground when necessary. Leaders muster support for the organizational vision and find multiple ways to engage others in the work of the organization. They understand the context of situations and use their skills to move the organization forward.
To build trust, leaders:
must be emotionally healthy, truthful, and open. Trust is created through caring relationships that establish the climate for open, frank discussion. Leaders manage their egos and are emotionally tough, responding with resilience to difficult situations. Leaders accept critical feedback, take responsibility for their actions, reflect on personal behavior, and set self-improvement goals.
Taken from The Presidential Difference, Fred Goldstein;
Leading in a Culture of Change, Michael Fullan;
THSD113 Administrators’ Collaboration
Related Links:
Contact Person:
Janell Cleland, Director of Learning
02/03
page last updated 06/13/2003
