This book explains how Systems Leadership can and has been applied in schools to bring clarity to the purpose, structure and systems within a school and have a major impact on its success. Based on both theory, real data, and case studies, it provides readers with an easy-to-follow, integrated framework for running a good school.
This book explains how Systems Leadership can and has been applied in schools to bring clarity to the purpose, structure and systems within a school and have a major impact on its success. Based on both theory, real data, and case studies, it provides readers with an easy-to-follow, integrated framework for running a good school.
Ian Macdonald is a Chartered Psychologist and founder and director of Macdonald Associates, an international organisational consultancy. He is also an Honorary Fellow at Brunel University, teaches at Surrey Business School and works with NHS Wales. He continues to consult to a wide range of organisations around the world. Clive Dixon has been a teacher, principal and executive director of schools and was the Regional Director of Education and Training in Far North Queensland from 2007 to 2013. Clive currently works as a consultant, coaching school leaders using Systems Leadership in schools. Tony Tiplady is an experienced educator, trainer, Indigenous youth specialist, mining operations manager, organisation effectiveness coach, Systems Leadership coach, consultant and practitioner.
Inhaltsangabe
Acknowledgements Introduction Chapter 1. From the Headmaster to the School Leader Part 1 Understanding the Concepts and Tools of Systems Leadership Chapter 2. Understanding the Impact of Organisation on Well-Being Chapter 3. Organising Work: Understanding Complexity Chapter 4. Our Capability to Do Work Chapter 5. What Do We Mean by "Culture"? The Universal Values Model Chapter 6. The Tools of Leadership: Building a Culture Chapter 7. Systems and Structure Chapter 8. Behaviour and Symbols: How They are Used to Create Change Chapter 9. Social Process: Authority and Authoritarian Chapter 10. The Work of Team Leadership and Membership Part 2 Implementing Change Chapter 11. The General Context: Critical issues in Education Chapter 12. The Context of Far North Queensland Chapter 13. The Work of the Principal Chapter 14. Implementing Change Part 3: Results and Outcomes Chapter 15. Regional Data Chapter 16. Case Studies Chapter 17. The Benefit of Foresight Glossary Bibliography Index
Acknowledgements Introduction Chapter 1. From the Headmaster to the School Leader Part 1 Understanding the Concepts and Tools of Systems Leadership Chapter 2. Understanding the Impact of Organisation on Well-Being Chapter 3. Organising Work: Understanding Complexity Chapter 4. Our Capability to Do Work Chapter 5. What Do We Mean by "Culture"? The Universal Values Model Chapter 6. The Tools of Leadership: Building a Culture Chapter 7. Systems and Structure Chapter 8. Behaviour and Symbols: How They are Used to Create Change Chapter 9. Social Process: Authority and Authoritarian Chapter 10. The Work of Team Leadership and Membership Part 2 Implementing Change Chapter 11. The General Context: Critical issues in Education Chapter 12. The Context of Far North Queensland Chapter 13. The Work of the Principal Chapter 14. Implementing Change Part 3: Results and Outcomes Chapter 15. Regional Data Chapter 16. Case Studies Chapter 17. The Benefit of Foresight Glossary Bibliography Index
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