TAILIEUCHUNG - The Daily Disciplines of Leadership_6

Tham khảo tài liệu 'the daily disciplines of leadership_6', kinh doanh - tiếp thị, quản trị kinh doanh phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | Building the Next Generation of Leaders 169 that one of the most distinctive characteristics of an effective organization is that employees discuss their progress development and future with someone in the organization at least every six months. The two qualities are not necessarily found in the same person hence a growing number of school systems are identifying both a chief operating officer and a chief academic officer. One of them might also hold the title of superintendent and thus report directly to the board and be the chief executive officer of the district. once we acknowledge the need to differentiate these senior leadership positions the pool of potential leadership candidates becomes significantly larger. Teachers with an interest in instructional leadership can aspire to become a chief academic officer and not be limited in their career advancement by failing to master the intricacies of school finance. Leaders whose experience is primarily in the business military or nonprofit sector can aspire to system-level leadership despite the paucity of their experience in curriculum and assessment. Their skills in community relations technology and organizational development are also vital for a community. The essential strategy must be identifying not a single pool of ideal leaders but rather a pool of leaders with complementary strengths. one thing that all leaders in the pool have in common is acute understanding of their own limitations and of their need to have other leaders by their side each with his or her own set of skills and abilities. This is the opposite of the Lone Ranger model of leadership that has dominated the business scene and to some extent been replicated in school districts. Sergiovanni 2000 makes the case powerfully that the charisma of the leader who dominates the organization by sheer force of personality might be counterproductive as sustaining the organization becomes a matter of the personality of an individual rather than quality

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