Michael Bosher, Patrick Hazlewood

Leading the Leaders for the Future (eBook, PDF)

A transformational opportunity

• Format: PDF

Produktbeschreibung

This book will address the leadership challenge of creating an environment for the development needs of 21st century students. These students need to be globally aware, flexible in approach, and to develop transferable, multi-skills across a wide spectrum of employment opportunities. They also need to be numerate, have highly defined social and communication skills and have an Information and Communication Technology skill base embedded within all that they do.

In order to create the appropriate learning environment, every organisation must address as a first priority the way it is led. Schools must second guess needs for the future and put robust structures in place to facilitate those needs. This book will show how such a culture change is possible, note the barriers encountered and the successes achieved, both within schools and other organisations.

Schools are one member of a group partnership with parents, employers, society and the students themselves - all of whom are charged with making this change happen. For this reason, the book looks at a number of business organisations to see what leadership lessons can be learned by both sides in this process of transformation.

Produktdetails

• Verlag: Bloomsbury UK
• Seitenzahl: 160
• Erscheinungstermin: 15. Mai 2009
• Englisch
• ISBN-13: 9781855396364
• Artikelnr.: 38363874

Autorenporträt

Dr Mike Bosher was formerly the Deputy Headteacher at St John's School. He was the joint editor of the book 'Nurturing Independent Thinkers' published in 2005. Since retirement from Deputy Headship in 2007, he is involved in Initial Teacher Training as a part time member of the Education Department at Bath University.

Inhaltsangabe

Introduction
Overview: the rapidly changing world of the current century has left key
organisations unprepared to meet the challenges ahead. Preparation of
people to be able to respond to changing and challenging environments is
inadequate and requires a new mind set starting at the earliest stages of
education.
 
Why has leadership had to change to meet the demands of the C21?
 
What is different?
 
The change from the old style military command and control mode to:
Transformational leadership
Delegated leadership
Transactional leadership
Distributed leadership
 
How different does it need to be?
 
Transition from the idea of management to one of leadership
 
Compare the needs of the past with the identified needs for the future
 
How do other countries think about these issues?
   
Chapter 1  Innovation and radical thinking in practice
 
The context of an institution: A brief outline of the St John's School
model:
 
Structure of the current leadership framework
 
Leadership philosophy with associated supporting literature
 
The 'management' of leadership
-         explore the tautology of this
-         leadership in other organisations - how do they undertake
leadership/management issues?
   
Chapter 2  Bringing about change in a national culture of dependency
 
So how does an institution go about changing its leadership structure?
 
Getting the right culture
 
Getting the culture right
 
Moving to a value driven collegiate model the path and the process
 
Getting the right staff
 
Professionals in an institution
 
Professional autonomy
   
Chapter 3  Managing change
 
Using one school as an exemplar, what was the old structure prior and how
did it change?
 
What were the influences that cause change to take place?
 
What was the change process?
 
What did it change to?
 
What were the effects of that change?
 
What were the barriers to that change?
 
How did the leadership team overcome them?
   
Chapter 4  A new
paradigm                                                                            
 
Collegiality and radical collegiality: what is it and what does it mean for
leadership?
 
How do you get there?
 
Intellectual networking
 
Institutions working in Federations or other similar groupings sharing like
minded values
   
Chapter 5  'Management' of leadership
 
The subliminal management process
   
Chapter 6  Getting the big wheel to turn
 
Creating critical mass and momentum: How to achieve this
 
What are the nuts and bolts of implementation?
   
Chapter 7  Impact on the local and international scale
 
What impact can we expect on the work force / client?
 
What impact can we expect on the leaders/ managers?
 
What impact can we expect on the organisation?
 
What impact can we expect on performance?
   
Chapter 8  The future
 
If the holistic development of people from childhood through to the
competitive and competent organisation of the workplace is to be considered
essential to the future of organisations in particular and the world in
general, then our view of management and who does it must also change.

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