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Leadership characteristics

THINK - FIKIR - NEVER STOP THINKING-SENTIASA BERFIKIR - TAKING ACTION-BERTINDAK

TOXIC LEADERSHIP :- Avoid this kind of leadership

Jean Lipman-Blumen (2005) has studied a different kind of leadership exist in an organization - including educational organization. Jean came out with the Conceptual Framework of TOXIC LEADERSHIP. I would like to share this info and may be it can help us - the leaders of educational organization - to be aware of and avoid it. We shall consider as TOXIC LEADERS those individuals who shows one or more of the following PERSONAL QUALITIES OF TOXIC LEADERS;

• LACK OF INTEGRITY that reveals leaders as cynical, corrupt or untrustworthy;
• INSATIABLE AMBITION that prompts leaders to put their own sustained power, glory and fortunes above their followers' well-being;
• ENORMOUS EGO that blind leaders to the shortcomings of their own character and limit their capacity for self-renewal;
• ARROGANCE that prevents toxic leaders from acknowledging their mistakes and instead leads to blaming others;
• AMORALITY that makes it nigh (nearly) impossible for toxic leaders to discern right from wrong;
• AVARICE that drives toxic leaders to put money and what money can buy at the top of their list;
• FAILURE TO UNDERSTAND to the nature of relevant problems and  FAIL TO ACT COMPETENTLY & EFFECTIVELY in situation requiring leadership;
• COWARDICE that leads them to shrink from the difficult choice and,
• RECKLESS disregard for the costs of their action to others as well as to themselves.

TOXIC LEADERS, initially charm but ultimately manipulate, mistreat and undermine their followers, engage in a wide range of destructive behaviours such as failing to nurture othe leaders, failing to recognize good followers and ignoring / promoting incompetence, cronyism and corruption, behaving incompetently by misdiagnosing problems and failing to implement solutions to recognized problems.

POINTS TO PONDER

Ideal CEO

PETUA KEPIMPINAN ~ 360 degree LEADERSHIP by John Maxwell

1. PLACE A HIGH VALUE ON PEOPLE
2. COMMIT RESOURCES TO DEVELOP PEOPLE
3. PLACE A HIGH VALUE ON LEADERSHIP

4. LOOK FOR POTENTIAL LEADERS

◄If leadership is on your radar and you value it, you will continually be on the lookout for potential leaders.

◄These are the top ten characteristics of “eagles”:

◄They make things happen.

◄They see opportunities.

◄They influence the opinions and actions of others.

◄They add value to you.

◄They draw winners to them.

◄They equip other eagles to lead.

◄They provide ideas that help the organization.

◄They possess an uncommonly great attitude.

◄They live up to their commitments.
◄They show fierce loyalty to the organization and the leader.
5. KNOW AND RESPECT YOUR PEOPLE
◄But there are also other characteristics that are common to all leaders that you should keep in mind as you take them through the development process.
◄People want to see results.
◄People want to be effective- they want to do what they do well.
◄People want to be in the picture.
◄People want to be appreciated.
◄People want to be a part of the celebration.
6. PROVIDE YOUR PEOPLE WITH LEADERSHIP EXPERIENCE
◄It is impossible to learn leadership without actually leading.
7. REWARD LEADERSHIP INITIATIVE
◄The best leaders are proactive
◄They make things happen.
8.PROVIDE A SAVE ENVIRONMENT WHERE PEOPLE ASK QUESTIONS, SHARE IDEAS AND TAKE RISKS
◄Pulitzer prize-winning historian Garry Wills said, “Leaders have a say in what they are being led to. A leader who neglects that soon finds himself without followers.”
◄Leadership by its very nature challenges.
9. GROW WITH YOUR PEOPLE
10. DRAW PEOPLE WITH HIGH POTENTIAL INTO YOUR INNER CIRCLE
“It’s better to have a group of deer led by a lion than a group of lions led by a deer.”
◄The best way to develop high-caliber leaders is to have them mentored by a high-caliber leader.
11. COMMIT YOURSELF TO DEVELOPING A LEADERSHIP TEAM
◄If you want your organization to reach its potential, if you want it to go from good to great (or even average to good), you need to develop a team of leaders, people who can fill in each others’ gaps, people who challenge and sharpen each other.
12. UNLEASH YOUR LEADERS TO LEAD
◄When the top leaders are lid lifters for the leaders in the middle, then those leaders become load lifters for the ones at the top.

Leadership Characteristics that Facilitate School Change

Kepimpinan dalam pendidikan sangat banyak diperkatakan, ditulis, dibaca namun hakikat alam ini ada yang sangat bagus, bagus, sederhana, lemah malah ego ~ bodoh sombong (tidak mahu belajar sebab rasa diri sudah pandai).Walau apapun persepsi, walau apapun yang terjadi, selagi dunia belum kiamat, bumi kita masih dipenuhi manusia dan sekolah wujud kerana ada manusia yang mahu belajar samada secara dipaksa rela oleh sistem maupun rela hati mencari ilmu. Sekolah dan intitusi pendidikan memerlukan pemimpin-pemimpin yang sentiasa mahukan perubahan kearah lebih baik dan lebih baik tanpa sebarang prajudis tentang apa yang bakal dihadapinya.Ada 6 ciri-ciri yang telah digariskan oleh ramai cendekiawan pendidikan dari seluruh dunia termasuk Malaysia sejak puluhan tahun dahulu melalui kajian-kajian empirikal maupun kajian-kajian eksperimental;

RUMUSANNYA;

Six characteristics: being visionary (1), believing that schools are for learning (2), valuing human resources(3), communicating and listening effectively(4), being proactive(5) and risks taking (6), are common to successful leaders of educational change. Furthermore, these characteristics are indicative of these educational leaders' successful performance in the two dimensions considered necessary for effective leadership -- initiating structure, which is primarily concern for organizational tasks, and consideration, which is the concern for individuals and the interpersonal relations between them. Leaders of educational change illustrate this with their vision and belief that the purpose of schools is students' learning. Valuing human resources as well as communicating and listening are directly associated with the dimension of consideration. Being a proactive leader and a risk taker demonstrate the dimension of initiating structure. Leaders of educational change respond to the human as well as the task aspects of their schools and districts. "Effective change requires skilled leadership that can integrate the soft human elements with hard business actions" (Joiner, 1987 p. 1).

Pemimpin yang sentiasa membangunkan dirinya dengan kesedaran diri, pembelajaran sepanjang hayat dan kualiti dan ciri-ciri  kepimpinan yang digariskan akan dapat memudahkan perubahan berterusan dalam menerajui organisasi sekolah yang berkualiti.

THE THINKING LEADER ~ jaminan kualiti pendidikan

.THINKING LEADER diperlukan dalam pembangunan pendidikan di negara kita. Kenapa? WHY? Pemimpin yang berfikir tidak akan mementingkan diri sendiri - not a selfish man. Pemimpin yang berfikir menjadikan organisasinya sebagai medan untuk merealisasikan pemikiran yang memberi manafaat kepada ramai orang dalam jangkamasa panjang secara berterusan. THINKING LEADER mempastikan kepentingan organisasi adalah sepenting dirinya. Jika dia pentingkan nyawanya, dia juga pentingkan 'nyawa' organisasinya. Pembangunan organisasi adalah pembangunan dirinya. Kejayaan organisasi adalah kejayaan dirinya. Maka pemimpin yang berfikir tidak akan menjatuhkan 'maruah' organisasinya dengan memburuk-burukkan orang-orang atasannya, rakan-rakan sebaris dengannya maupun orang-orang di bawahnya. Malah bersama membangunkan organisasi tanpa perasaan buruk sangka dan lemparan kata-kata yang boleh menggugat ketenteraman hati ahli-ahli di dalam organisasinya.

THINKING LEADER memerlukan seseorang individu pemimpin itu berfikir tentang berfikir ~ thinking about thinking ~ juga disebut METACOGNITF. Amalan berfikir adalah baik untuk kesihatan otak serta mental manusia. Antara kemahiran yang perlu ada pada seorang pemimpin yang berfikir mengikut Edwin A. Fleishman, Ph.D.(2008) ialah :

• are involved in choosing and planning what to do and monitoring what is done.
• control the application of other cognitive abilities (e.g. – verbal comprehension, deductive reasoning, time-sharing, etc.)
• organize the process involved in understanding a prolem, recognizing a solution, and implementing and evaluating best-fitting strategies.
• allow integrations of prior knowledge.
• facilitate reflection and flexibility in how information is utilized and applied in creative problem solving.

THE THINKING LEADER ~ pemimpin yang berfikir akan dapat menjamin kualiti pendidikan melalui jawatan yang disandangnya di dalam organisasi pendidikan samada di peringkat kementerian, jabatan pelajaran negeri maupun di peringkat sekolah. Barisan kepimpinan pendidikan daripada peringkat pengurusan tertinggi, pertengahan, bawahan hinggalah sokongan perlu mendapatkan kualiti dan kemahiran THINKING LEADER ini.

Mudah pada kata-kata dan penulisan...perlukan kekuatan hati untuk melaksanakannya ~ asas pengurusan ~ asas berfikir ;
1) pilih dan rancang,
2) kawalan pemikiran,
3)proses isu, kenalpasti  penyelesaian, pelaksanaan, penilaian strategi terbaik.
4)integrasi pengetahuan sedia ada dan
5)melakukan refleksi, fleksibel dalam penggunaan maklumat serta aplikasikan penyelesaian masalah secara kreatif.
MUDAH kan...lebih mudah apabila kita mula melatih diri kita sebagai THINKING LEADER.