Modeling Effective Leadership – Building Tomorrow’s Leaders

by Kathy Belcher
CTE Cluster Specialist

Teachers are most influential to developing effective leadership skills in students today.  Modeling effective leadership in the CTE classroom is critical to developing in students the leadership skills needed to compete in the 21^st century global workplace.

Merriam-Webster’s Dictionary defines 1) leadership as the office or position of a leader; capacity to lead; the act or instance of leading; and 2) effective as producing a decided, decisive, or desired effect; ready for service or action. More importantly, experts in the field tell us there are qualities and characteristics of leadership, which are the result of consistent behaviors that achieve results, that contribute to personal and workplace success.

In The Leadership Challenge, James Kouzes and Barry Posner identify qualities and characteristics leaders in organizations/schools exhibit over time:

·    Collaborative: works with employees and listens to employees’ input to create the best plans (collaborative effort)

·     Inventive: are innovative and use creative problem solving to uncover new ways of doing something

·     Skilled: has both technical (on-the-job) and interpersonal skills

·     Visionary: develops and communicates a clear picture of what the school’s/organization’s future should be

·     Mindful: has a strong sense of organizational valuing and acts in alignment; believes in his/her reputation and the reputation of others

 When modeling effective leadership qualities, teachers lead with integrity, help things move forward, get others involved, have exceptional technical and soft skills, and find innovative ways to solve problems. They take responsibility for themselves and help students to do the same. They understand that leadership is everyone’s responsibility and exists in the classroom and at every level of the school. It is the behaviors that teachers exhibit at school that allows them to model key qualities and characteristics of effective leadership.

Leaders are not born, they develop over time. So how does an individual go about developing these traits? In John Maxwell’s book The 21 Irrefutable Laws of Leadership, he highlights 21 rules or (laws) used by the world’s most respected leaders, and six basic behaviors that are considered universal and apply to all leadership situations. 

 Three laws:

·    The Law of Respect (#7) - People naturally follow leaders stronger than themselves. Teachers who are subject matter experts are an example.

·    The Law of Empowerment (#12) - Only secure leaders give power to others.  Teachers who delegate are an example.

·    The Law of Buy-in (#14) - People buy into the leader, then the vision. A teacher’s success is measured by their ability to take people where they need to go.

Teachers who model effective leadership behaviors at school practice the six basic behaviors outlined in Maxwell’s book. These guidelines for behavior allow teachers to work more effectively with others to accomplish results. When practiced over time, they will allow anyone to develop the characteristics of a leader:

Six basic behaviors:

1.    Focus on situation, issue, or behavior not the person.

2.    Maintain self-control and self-esteem of others (Emotional Intelligence).

3.    Maintain constructive relationships by supporting others.

4.    Take initiative to make things better by being a good leader in the face of setbacks or reversals.

5.    Lead by example.

6.    Think beyond the moment. Think long-term not short term so you do not make unethical decisions to achieve short-term goals

Ask someone, “Who was influential in helping you become the success you are today?” most likely, a teacher will be named. Teachers who model effective leadership skills are essential to building tomorrow’s leaders.  Our teachers are doing an excellent job!

References:

• James M. Kouzes, Barry Z. Posner, The Leadership Challenge, 4th Edition, (Jossey-Bass Publishing, San Francisco, CA   2007), 221, 223, 244.
• John C. Maxwell, “The 21 Irrefutable Laws of Leadership”, (Thomas Nelson Publishers, 1998), 67, 121, 143, 175.

Why Do I Need An Architect?

By Gary Juren
Architect
I suppose this is a question that has been debated since 20 BC when Vetruvius was soliciting Agustus, the first Emperor of the Roman Empire. Vetruvius, considered the first Architect, reasoned in his treatise The Ten Books on Architecture that a structure must be solid, useful and beautiful. Perfecting this art of building has changed little in 2,000 years.


As time has passed, the building regulations have evolved such that it has become a State requirement that a registered Architect be engaged when constructing a Publicly Owned building used for education, assembly, or office occupancy. Privately Owned buildings more than 20,000 square feet and multifamily residences more than two stories are also required to engage the services of an Architect.



Building is a long and complicated process. You can quickly find yourself lost in the maze of design options, zoning ordinances, building codes and scheduling. The Architect is the single participant on the project team of experts whose responsibility is coordinating with all the other team specialists. He, therefore, becomes the most capable of guiding the overall vision to a successful conclusion. The mere size of the building nor the building’s intended use has no connection to this reality of leadership that is required.

 

The Architect is a creative problem solver. There is always more than one path to every intended goal. Architects have a broad knowledge of design and construction. Simply translating the requirements of the Owner and communicating in drawings so that the project can be built by a Contractor is not the complete role of the Architect. Architects can create a total environment which is sustainable, functional and aesthetically pleasing to those who work, live and play within these spaces. Architecture is so much more than four walls and a roof. Good design adds value. Well designed work environments increase productivity and retain employees. A well designed home has a higher resale value. Energy efficient design reduces operating expenses. 



It seems little has really changed in 2,000 years when Vetruvius reasoned, “…firmitas, utilitas, venustas…” Let me hear your thoughts about this.