leadership qualities given in Wikipedia.
Five Traits of a Good Educational Leader
There are several traits educators should strive for to become good leaders. Just like administrators, teachers need to set a good example and, although they are not the leader of the school, they are the leader of the classroom, and this is a very important role. The following are five of the most important characteristics any good educational leader should possess and are traits they should be able to apply in a variety of situations.
Five Traits of a Good Educational Leader
- A good educational leader needs a solid understanding of oneself and should also have self confidence. When a person believes in himself or herself, he or she can do and accomplish many things. Educational leaders with self confidence are not scared or nervous about the decisions they are making, and they are not afraid of what other people think of them. They should know how to start each day and lead their school, their fellow teachers and their students in the right direction and help to accomplish the goals of the classroom and the school.
- The best educational leaders are excellent communicators. A leader cannot lead a group of people if he or she does not speak with them. The best leaders know how to reach a variety of people in many different ways. For instance, a principal might have one-on-one chats with teachers each week and also send out a daily e-mail update. This way, the principal takes the time to communicate in-person but also makes communication convenient by e-mailing the teachers as well.
- Educational leaders are resourceful and open to new ideas. Especially during tough economic times, technology helps to change the classroom and educational leaders, including teachers, need to be open to new ideas that might improve their classroom. They also need to know how to use the resources they have to the best of their ability. A good leader does not get set in his or her own way, but takes the information from the past and applies it to the resources of the future. Everyone benefits from this type of leadership mentality.
- The best leaders in the educational system make it a point to lead by example, and not simply by words. It is easy to spell out rules and dictate them from an ivory tower. More than likely, however, this type of leadership will not have a large impact on a school. If a principal wants everyone to speak kindly to one another in the hallways, the principal has to make an effort to always speak kindly as well. If a teacher wants students to show one another respect, then he or she must show them what being respectful is all about. This method is effective and powerful, and helps to teach students an important life lesson as well.
- Above all, educational leaders must have a belief in the system and the students they are teaching. If a leader does not believe the students can do it, or does not feel the teachers are adequate, then everyone is doomed to failure. There has to be an inherent belief in what the school is trying to accomplish everyday. Without a leader who is also a believer, the school will likely suffer from low morale. People will not be motivated to make the change if the leadership does not believe the change can happen.
There are many different characteristics and traits of a good leader, but these ensure that anyone who can embody these traits can make a good leader in the school system. Whether the leader in question is a principal at an elementary school or a coach at a high school, these traits can be applied in a variety of different circumstances. Being a good leader is not something simply left for administrators. Teachers must also strive to be the best leaders of their classrooms and teach students how to become the leaders of tomorrow.
Regards,
Satish
On Sunday, 30 March 2014, 23:15, Virendra Goel <goel.virendra@gmail.com> wrote:
I would like to describe leadership styles in education as under based on my experience
1. Entrepreneurial – a good leader focuses on long term goals a bad leader focuses on short term gains.
2. Educationist – he has an holistic approach treating education as a mission.
3. Teacher – he is passionate about teaching and learning both.
4. Administrator – he manages all resources to the best of their potential and keeps the team together.
5. Bureaucrat – He does nothing except finding fault and passing the buck.
Regards
Virendra Goel
From: join_mtc@googlegroups.com [mailto:join_mtc@googlegroups.com] On Behalf Of kiran paranjpe
Sent: Sunday, March 30, 2014 3:15 PM
To: join_mtc@googlegroups.com
Subject: Re: Re: [MTC Global] Leadership in Management Institute
Sent: Sunday, March 30, 2014 3:15 PM
To: join_mtc@googlegroups.com
Subject: Re: Re: [MTC Global] Leadership in Management Institute
Dear Sir, The views expressed by the readers throw up points that suggest different approaches to the management of a B-school.
First and foremost is the question: Should a highly successful corporate CEO be the right fit to run a B-School? or should a highly regarded academic be the head of a B-school?
There seem to be no clear answers because there are successes and failures of both kinds of leaderships.
Curiously, one can discern two distinct trends in Managing B-school.
The first trend is to introduce the other functions such as Sales, Marketing, Finance as aiding and supporting the Academic functions of imparting knowledge and skills to the students. In this kind of a B-school, the teacher is a worker who converts the raw student to a finished school product. Academics themselves design curricula of the various courses, strike partnerships for programs for selling these to the students.
The other functions are manned by professionals in sales, finance and marketing, HR just like any other corporate entity.
In the second form, the academics in the various disciplines such as Marketing, Finance, HR and Operations are assigned roles that involve Program selling, Corporate Placement, Program coordination, research and publications, Financial management and control ( curiously managed by the owner-trustees and their employees)
Between these forms are various shades as suiting the objectives of the objectives.
It will be a deeper study to determine which form will have a greater chance of surviving competition in the Indian environment.
The success of the ISB in B-school education to the Corporate form, while the success of the IIMs testify to the second model
Best Regards,
K.Paranjpe
On Sat, 29 Mar 2014 20:09:41 +0530 wrote
> Dear All,Leadership quality is 60% inherent quality remaining is environment and how much the individual using the environment positively.Our Chairman Padmabushan Dr V.Krishnamoorthy Ex Chairman of Many Navarathnas like BHEL,SAIL,Maruthi is a good leader in our country.Currently is a active member of many Board and Chairman of many council in India &International bodies.Regards,N.Kumaraguru.Head-Process.KVCL-Cambodia. On Saturday, 29 March 2014 5:07 AM, Prof. Bholanath Dutta wrote:
Forwarded for good insights.
Best Regards.
Bholanath
-------- Original Message --------
Subject: Fwd: Re: [MTC Global] Leadership in Management Institute
From: Satya Prakash Agarwal
To: bholanath dutta ,join_mtc@googlegroups.com
CC: D Nagabrahmam ,subhash sharma
Message forwarded for wider circulation.
S P Agarwal
---------- Forwarded message ----------
From: D Nagabrahmam
Date: Wed, Mar 26, 2014 at 12:29 PM
Subject: Re: Re: [MTC Global] Leadership in Management Institute
To: Satya Prakash Agarwal
Dear SP,Thank you very much. I do appreciate your unflinching interest as much as your concerns for B Schools and their leadership.Thankfully, there is so much of talk about the role and kind of Directors. Hope all this gets on to action and some positive changes.
Let me take bit of time, hopefully to write about our own experience of making an institute.Hope you are doing fine otherwise.Warm regards,
On Wed, Mar 26, 2014 at 11:07 AM, Satya Prakash Agarwal wrote:
Dear Subhash and Nagabrahmam:
There seems to a good deal of controversy about leadership in management institutes.
There are a series of mail. I too decided to add some views.
I am attaching it.
Perhaps you would like to contribute based on your experiences.
Trust all is well with you.
Warm regards.
SPA
---------- Forwarded message ----------
From: Satya Prakash Agarwal
Date: Tue, Mar 25, 2014 at 12:54 PM
Subject: Re: Re: [MTC Global] Leadership in Management Institute
To: join_mtc@googlegroups.com
Cc: s_haridas@mitpune.com
Dear Friends:
I have been reading with interest the different view points and frustrations about Leadership in management institutes.
With over 1000 management institutes, let us admit that we will not be able to get ideal leaders as we need too many. Leadership is a function of our social upbringing and character. I find that as a society we prone to mediocrity, jealousy, disinclination towards learning, curiosity, hard work etc. We tend to be lazy and lack a spirit of creativity and innovativeness. We also tend to indulge too much in back-biting, organizational politics and back-biting. We also suffer too much with inferiority complex.
Since we may not always get an ideal leader, we will have to work together with the best that is available in the circumstances. This goes not only in management institutes but all kinds of institutions, organizations, departments, societies, etc.
I would like to give some examples of good (perhaps) excellent leaders. Ravi Mathai, the first Director of IIM Ahmedabad was only a BA(Oxon). He was not a PhD. In the beginning IIM Calcutta had better qualified faculty than IIM Ahmedabad. IIMC slowly fell behind. Ravi instituted the policy of a Director doing only one term of 5 years and then becoming an ordinary Faculty member, thereby diluting the hierarchical status of a Director. He was able to turn ordinary faculty members into excellent teachers. IN MY VIEW, HAD RAVI MATHAI FAILED, MANAGEMENT EDUCATION IN INDIA WOULD HAVE FAILED. Ravi, later was instrumental in starting Institute of Rural Management at Anand together with his cousin, Dr Verghese Kurien. Ravi, thus was an institution builder. He had industry experience, having worked with Macneil and Barry in the Marketing function.
Dr K S Basu, the first Director of Baja Institute at Bombay was the Personnel Director of Hindustan Lever. He was not an MBA or PhD but an MBBS doctor, who did excellent work
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K.D.Paranjpe
Mumbai
First and foremost is the question: Should a highly successful corporate CEO be the right fit to run a B-School? or should a highly regarded academic be the head of a B-school?
There seem to be no clear answers because there are successes and failures of both kinds of leaderships.
Curiously, one can discern two distinct trends in Managing B-school.
The first trend is to introduce the other functions such as Sales, Marketing, Finance as aiding and supporting the Academic functions of imparting knowledge and skills to the students. In this kind of a B-school, the teacher is a worker who converts the raw student to a finished school product. Academics themselves design curricula of the various courses, strike partnerships for programs for selling these to the students.
The other functions are manned by professionals in sales, finance and marketing, HR just like any other corporate entity.
In the second form, the academics in the various disciplines such as Marketing, Finance, HR and Operations are assigned roles that involve Program selling, Corporate Placement, Program coordination, research and publications, Financial management and control ( curiously managed by the owner-trustees and their employees)
Between these forms are various shades as suiting the objectives of the objectives.
It will be a deeper study to determine which form will have a greater chance of surviving competition in the Indian environment.
The success of the ISB in B-school education to the Corporate form, while the success of the IIMs testify to the second model
Best Regards,
K.Paranjpe
On Sat, 29 Mar 2014 20:09:41 +0530 wrote
> Dear All,Leadership quality is 60% inherent quality remaining is environment and how much the individual using the environment positively.Our Chairman Padmabushan Dr V.Krishnamoorthy Ex Chairman of Many Navarathnas like BHEL,SAIL,Maruthi is a good leader in our country.Currently is a active member of many Board and Chairman of many council in India &International bodies.Regards,N.Kumaraguru.Head-Process.KVCL-Cambodia. On Saturday, 29 March 2014 5:07 AM, Prof. Bholanath Dutta wrote:
Forwarded for good insights.
Best Regards.
Bholanath
-------- Original Message --------
Subject: Fwd: Re: [MTC Global] Leadership in Management Institute
From: Satya Prakash Agarwal
To: bholanath dutta ,join_mtc@googlegroups.com
CC: D Nagabrahmam ,subhash sharma
Message forwarded for wider circulation.
S P Agarwal
---------- Forwarded message ----------
From: D Nagabrahmam
Date: Wed, Mar 26, 2014 at 12:29 PM
Subject: Re: Re: [MTC Global] Leadership in Management Institute
To: Satya Prakash Agarwal
Dear SP,Thank you very much. I do appreciate your unflinching interest as much as your concerns for B Schools and their leadership.Thankfully, there is so much of talk about the role and kind of Directors. Hope all this gets on to action and some positive changes.
Let me take bit of time, hopefully to write about our own experience of making an institute.Hope you are doing fine otherwise.Warm regards,
On Wed, Mar 26, 2014 at 11:07 AM, Satya Prakash Agarwal wrote:
Dear Subhash and Nagabrahmam:
There seems to a good deal of controversy about leadership in management institutes.
There are a series of mail. I too decided to add some views.
I am attaching it.
Perhaps you would like to contribute based on your experiences.
Trust all is well with you.
Warm regards.
SPA
---------- Forwarded message ----------
From: Satya Prakash Agarwal
Date: Tue, Mar 25, 2014 at 12:54 PM
Subject: Re: Re: [MTC Global] Leadership in Management Institute
To: join_mtc@googlegroups.com
Cc: s_haridas@mitpune.com
Dear Friends:
I have been reading with interest the different view points and frustrations about Leadership in management institutes.
With over 1000 management institutes, let us admit that we will not be able to get ideal leaders as we need too many. Leadership is a function of our social upbringing and character. I find that as a society we prone to mediocrity, jealousy, disinclination towards learning, curiosity, hard work etc. We tend to be lazy and lack a spirit of creativity and innovativeness. We also tend to indulge too much in back-biting, organizational politics and back-biting. We also suffer too much with inferiority complex.
Since we may not always get an ideal leader, we will have to work together with the best that is available in the circumstances. This goes not only in management institutes but all kinds of institutions, organizations, departments, societies, etc.
I would like to give some examples of good (perhaps) excellent leaders. Ravi Mathai, the first Director of IIM Ahmedabad was only a BA(Oxon). He was not a PhD. In the beginning IIM Calcutta had better qualified faculty than IIM Ahmedabad. IIMC slowly fell behind. Ravi instituted the policy of a Director doing only one term of 5 years and then becoming an ordinary Faculty member, thereby diluting the hierarchical status of a Director. He was able to turn ordinary faculty members into excellent teachers. IN MY VIEW, HAD RAVI MATHAI FAILED, MANAGEMENT EDUCATION IN INDIA WOULD HAVE FAILED. Ravi, later was instrumental in starting Institute of Rural Management at Anand together with his cousin, Dr Verghese Kurien. Ravi, thus was an institution builder. He had industry experience, having worked with Macneil and Barry in the Marketing function.
Dr K S Basu, the first Director of Baja Institute at Bombay was the Personnel Director of Hindustan Lever. He was not an MBA or PhD but an MBBS doctor, who did excellent work
--
MTC GLOBAL- Educate, Empower, Elevate
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>
MTC GLOBAL- Educate, Empower, Elevate
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>
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K.D.Paranjpe
Mumbai
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