A Leader to Emulate
One of the most successful leaders that I have had the pleasure of working with is my current principal, Ms. A. She embodies the quality of passion, the first essential trait of a good leader mentioned by David Carey (2005). In fact, passion permeates everything she does in her capacity as the principal of a middle school.All decisions made in the school revolve around the question, “What is best for the kids?” Her passion for the education of children drives her every move. Ms. A’s primary objective is to ensure the best possible education for each child in the school. Staff are “mobilized by caring and respect, by talented people working together, and by developing shared expertise” (Fullan, 2001, p. 63) in the formation of a school community that feels cohesive and works together for a common purpose, namely a quality education for our students.
All school stakeholders (students, teachers, and support staff) function under the umbrella of five guide words: Believe, Respect, Honesty, Responsibility, and Trust. These words guide the relationships between the people of the school. This is a prime example of leadership not setting limits, but helping people break limits (Yee, 2000). Ms. A. gives her staff the tools they need to succeed as excellent teachers and support staff members in order to meet the objective of the best education for everyone.
The school operation is based around several teams. Groups of staff are given time to meet twice a week during common preparation time. This enables discussions about issues as they arise, and concerns are dealt with in a timely manner. This frequent opportunity for collaboration also allows for focus on building emotional bonds and relationships within the team (Yee, 2000).
I most appreciate Ms. A.’s willingness to consider all opinions. She is always available for consultation and allows staff to make many decisions individually and in their teams. As long as the decision is made in order to meet the objectives of the curriculum, to enhance the students’ learning, interest, and/or motivation, she will do everything possible to support it. She goes out of her way to allow staff to take advantage of professional development opportunities, and encourages each individual to develop and enhance their own talents. Time is allowed in the timetable for me to provide technology support and professional development for school staff members (Yee, 2000).
Ms. A. believes in keeping in touch with the students. She teaches a technology-based class to each Grade 8 student. The students produce a school newsletter that is sent home to each parent and included on the school web page. This project serves to make the students feel included as valued members of the school community and gives them ownership of their IT success. In addition, it gives Ms. A. an insight into the hurdles faced by teachers in the classroom.
In summary, Ms. A. is the principal of a school “mobilized by caring and respect, by talented people working together, and ... developing shared expertise” (Fullan, 2001, p. 63). As a staff, we have fun together and we work together to create a middle school that keeps the needs of the student the central focus, and where each person is empowered to develop themselves and their talents to their highest potential.
References
Carey, D. (2005, November 13). Some reflections on leadership. CIO Canada, 11, 6.Fullan, M. (2001). In a culture of change. San Francisco, CA: Wiley & Sons.
Yee, D. (2000). Images of school principals’ information and communications technology leadership. Journal of Information Technology for Teacher Education, 9(3), 287-302.
