Tuesday, 10 February 2015

[V172.Ebook] Ebook Download Leadership for Tomorrow's Schools, by Jerry L. Patterson

Ebook Download Leadership for Tomorrow's Schools, by Jerry L. Patterson

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Leadership for Tomorrow's Schools, by Jerry L. Patterson

Leadership for Tomorrow's Schools, by Jerry L. Patterson



Leadership for Tomorrow's Schools, by Jerry L. Patterson

Ebook Download Leadership for Tomorrow's Schools, by Jerry L. Patterson

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Leadership for Tomorrow's Schools, by Jerry L. Patterson

In this insightful and encouraging book, Jerry L. Patterson presents a vision of leadership at work in the schools of tomorrow, schools that he says will be "pulled by the future" rather than "pushed by the past." To meet the challenges of the future, says Patterson, we must rethink our beliefs about leadership and adopt new organizational values. We must also concentrate on creating a "preferred" future.

At the heart of this preferred future is an organization characterized by openness and participation and driven by core values. Patterson shows us the inherent weaknesses of today's organizational values and the enduring strengths of tomorrow's Using school-based examples, he provides guidelines for developing core values and using them to guide decision making. The result is a book that will undoubtedly move readers to embark on their own journey to transform themselves into the leaders of tomorrow.

  • Sales Rank: #4798903 in Books
  • Published on: 1993-10
  • Original language: English
  • Dimensions: 9.25" h x 6.25" w x .25" l,
  • Binding: Paperback
  • 107 pages

Most helpful customer reviews

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Leadership For Tomorrow's Schools Review
By D. Marten
Patterson's approach to tomorrow's leadership involves creating a vision of a "preferred future" and developing a "shared commitment to core values" that will, by their very nature, change how people work together. In schools of tomorrow, people will share the responsibilities and rewards of leadership and work together to improve the system of which that are all a part.

Patterson explains the definition of leadership shift; a shift from bossing to managing to leading.

Bossing: exercise formal authority to exert real power to make things happen as they have been planned, in other words they spend their days bossing

Managing: act of coordinating people and resources to efficiently produce goods or services in an organization, managing is critical to the success of an organization and is part of what leaders do, but is not the same thing as leading

Leading: the process of influencing others to achieve mutually agreed upon purposes for the organization

Patterson further explains tomorrow's values of school organizations and ways to put these values into action. The five values for schools leaders of tomorrow and ways to see the values come alive are as follows:

Value 1: Openness to Participation - Our organization values employees actively participating in any discussion or decision affecting them

* actively promote participation as an expectation
* value the process of how you approach issues just as much as, if not more than, the outcomes of the decision
* imperative that all voices be heard
* communicate that openness to participation is cherished and valued
* leader does not control the degree or openness
* organize the organization so that participation is integral to the problem-solving process
* every person, regardless of classification of the organizational chart, is an equally valued member of the organization; every person is a contributing voice when the organizational philosophy emphasizes that "we are smarter than me"

Value 2: Openness to Diversity - Our organization values diversity in perspectives leading to a deeper understanding of organizational reality and an enriched knowledge base for decision making

* limiting the group to people with common perspectives, you get a narrow picture of the problem and narrow solution in return
* power of diversity must be a value conveyed throughout the organization by the evidence that dissident voices make a difference in how decisions get made

Value 3: Openness to Conflict - Our organization values employees resolving conflict in a healthy way that leads to stronger solutions for complex issues

* acknowledge its presence in the organization and build into the organization ways for resolving the conflicts in a healthy way
* resolving conflicts moves you forward, keeping it under wraps holds you back
* assure everyone that you pledge a safe environment for people to speak their peace
* treat conflicts as energy for organizational growth
* demonstrate excellent facilitating skills, ask others to paraphrase what they have heard and ask others how they see the issue being contested

Value 4: Openness to Reflection - Our organization values employees by having them reflect on their own and other's thinking, in order to achieve better organizational decisions

* honor those willing to openly challenge their own thinking, this in turn will lead to a mutual openness when colleagues can challenge one another's thinking as the group seeks a rich solution for the organization, staff members will know they can think out loud about their own tentative solutions without being viewed as weak or uncertain
* if you commit to finding new, more creative ways to address organizational issues in the future, you must also be committee to making the necessary investment in time for reflection

Value 5: Openness to Mistakes - Our organization values employees acknowledging mistakes and learning from them

* be willing to support mistakes as another way of learning
* publicly support
* take the feedback you get as you discover mistakes and use it to help you grow, both personally and organizationally

Mistakes Not to Make:
* as an organizational leader, don't make the mistakes of covering up the violation, acknowledge the mistrust, lack of confidence and other such shock waves reverberating throughout the organization
* don't try to pretend the violation never occurred and don't try to make excuses
* don't allow tomorrow's values to justify extreme forms of behavior
* don't place yourself in the untenable position of being the only person responsible for decciding when someone's behavior is out of line

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