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High Performance Leadership

This document discusses high performance leadership and how to develop it in organizations. It argues that effective leadership is distributed and shared among many leaders at different levels of the organization, not concentrated in one individual. High performing leaders focus on developing other leaders, set ambitious goals, and build professional learning communities rather than prioritizing themselves. They also resist complacency and work to continuously improve and sustain high performance over time through distributed models of leadership.

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Mack JM Ray
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193 views35 pages

High Performance Leadership

This document discusses high performance leadership and how to develop it in organizations. It argues that effective leadership is distributed and shared among many leaders at different levels of the organization, not concentrated in one individual. High performing leaders focus on developing other leaders, set ambitious goals, and build professional learning communities rather than prioritizing themselves. They also resist complacency and work to continuously improve and sustain high performance over time through distributed models of leadership.

Uploaded by

Mack JM Ray
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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HIGH PERFORMANCE LEADERSHIP

Professor
Alma Harris

Institute of
Educational
Leadership
MALAYSIA
CONTEXT
IMPROVING AND SUSTAINING HIGH PERFORMANCE

Will not occur without some change in


leadership or leadership practice
EFFECTIVE LEADERSHIP: WHAT WE
KNOW

Leadership is the key lever of improved


organisational performance.

Successful organisations have widely and carefully


distributed leadership

Effective leaders grow and manage other leaders


HOW ARE YOU

DEVELOPING AND GROWING OTHER


LEADERS?
YOUR LEADERSHIP MATTERS
But what type of future
leadership is needed for
high performance?
Hh

Level 5 Executive

Level 4 Effective Leader

Level 3 Competent manager

Level 2 Team manager

Level 1 Capable individual


HIGH PERFORMANCE LEADERS

Channel ego needs away from


themselves
Focus on larger organisational goals
Are ambitious for their institution and
not themselves
Widely share or distribute leadership
Set high standards for others
HIGH PERFORMANCE LEADERSHIP

 A high performing school cannot


flourish – at least, not for long – on the
actions of the top leader alone. …….
many leaders are needed at many
levels.
(Fullan, 2002)
SENGE, (2006)

In a world of global
networks, we face
issues for which top
down leadership is
inherently
inadequate
INDIVIDUAL V COLLECTIVE

14
What High Performing School Leaders Do
(Robinson, 2008)

1. Establishing Goals and Expectations 0.42

2. Resourcing Strategically 0.31

3. Planning, Coordinating and


Evaluating Teaching and the Curriculum 0.42

4. Promoting and Participating in


Teacher Learning and Development 0.84

5. Ensuring an Orderly and Supportive


Environment 0.27

0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1

Effect Size
LEADERSHIP
IN HIGH PERFORMING SCHOOLS

Is primarily concerned with building strong,


professional learning communities.
HIGH PERFORMANCE LEADERSHIP
(HARRIS, 2012)

High Performance
Leadership is distributed,
shared and collective.

It builds the capacity for


further growth and
improvement.
17
IMPLICATIONS FOR SCHOOL LEADERS

Building effective
and productive teams
of teachers who can
lead within and
across the school.
REALITY CHECK-

Your leadership job is too big for one person

You cannot do everything or lead everything

You can do more through effective teams

19
HIGH LEADERSHIP PERFORMANCE
5 FEATURES OF HIGH PERFORMING
LEADERS

 Clear Vision and Direction

 Ambitious Goals

 Build Community

 Develop other Leaders

 Resist Complacency
Collaborating And Competing
Uplifting Leadership
Hargreaves, Boyle and ONE FINDING
Harris (Wiley Press,2014)

Distributed leadership as a deliberate strategy to


raise performance.

24
HIGH PERFORMANCE LEADERSHIP

C C
O Professional
Learning
U
N Community
L
T
LEARNING
T
Distributed New
E Leadership Pedagogies U
X R
T E
BARRIERS
BARRIERS

 Time

 Micro-politics

 Loss of focus

 New initiatives

 Trust

 Too many pressures


IF YOU SHARE LEADERSHIP

 Less Pressure on your Time

 More Gets Done

 People feel valued

 There is good team spirit

 You are preparing future leaders


IEL TEAM
DISTRIBUTED LEADERSHIP
(HARRIS 2008)

Doesn’t mean everyone leads but that everyone


has the potential to lead under the right
conditions.
CONTEXT
THE FUTURE LEADERS
 WebsiteAlma
ALMAHARRIS.COM
TERIMA KASIH
TERIMA KASIH
TERIMA KASIH
TERIMA KASIH

ALMAHARRIS@UM.EDU.MY

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