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Leadership impact on Quality Performance:

Interdisciplinary View

T.Koke, dr.habil.paed. professor

Vice rector Riga Stradiņš University

ENIRDELM 2016 Conference

„Leading for Equity and Quality in Education”,

Jūrmala, Sept.15,2016

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Lielais Kristaps Big Christopher

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What is leadership: personal reflections

Current dilemmas

Leadership for Quality performance

How to achieve impact?

Outline

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Leadership

create boundary fluidity within team

cognitive skills

behavioural skills

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2014

2015

2016

0 5040302010

- sessions per year - %, sessions include

«līder» (leader)

- «līder» (leader)

per all sessions

12. Saeima (Latvian Parliament)

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47

28

14,3 %

21,3 %

17,9 %

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Leadership is the process of influencing others to achieve goals (Van Buren)

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DilemmaSelf, Ego vs Others

Respect and Service to others

Justice for others

Honesty towards others

Building community with others

Leadership principles traced back to Aristotle (ca. 384 –

322 BC)

(DuBrin 2010; Northouse 2013)

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Dilemma Amount of leadership programs and schools vs

«Era of no leaders»

http://insights.ccl.org/articles/white-

papers/driving-performance-how-leadership-

development-powers-sustained-success/

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Dilemma Individualistic vs Collectivistic

Lee, J. (2016). Presidents’ visual presentations in their official photos: A cross-cultural analysis of the US and South Korea. Cogent Arts & Humanities, 3(1), 1201967.

http://doi.org/10.1080/23311983.2016.1201967

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Dilemma Leader : mission vs profession

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What will my

leadership

legacy be?What are my core

values, beliefs,

and ideas about

leadership?

Be real: act with authenticity by clarifying what’s important

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Paradigm change

Provision, looking upwards in the hierarchy , delivered wisdom, standardization

and conformity, curriculum centered

Outcomes, looking outwards to the next

learning, usergeneratedwisdom , diversity with

differentiated pedagogical practices, learner centered

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«Once a spark for servant leadership ignited in a

student's heart, it would burn for a lifetime.»

Bishop James Roosevelt Bayley

founder of Seton Hall University, New Jersey, USA,

1856

Tasks for educationalists

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Tasks for educationalists I

To create environment where Talent is something we

have to discover, invest in, build and circulate

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Tasks for educationalists II

To create opportunities for “engagement for all” with high potential of the energy of connection — with inclusion, recognition, clear directions, meaningful interaction and feedback

To create opportunities for engagement for all with high

potential of the energy of connection — with inclusion,

recognition, clear directions, meaningful interaction and

feedback

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Tasks for educationalists III

To establish core relationship based on the sense of

disciplined collective responsibility and collaborative

partnership with competitors

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Tasks for educationalists IV

Foster the attitude that it is better to just miss

an ambitious target than it is to meet the

modest one

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“Leadership development is not just about developing

leaders—it is about creating a culture of

accountability and performance…Leadership

development creates a magnet for high performers and

fosters a high-performance organization.” Josh Bersin

Leadership for Quality Performance

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Quality policy 3 pillars :

Student-centeredness

Partnership

Quality

Tactics:

- To clarify the unknown

- To make decisions rapidly

- To carry them out with strength and consistancy

RSU: Execution of strategy

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Study programme quality indicators at RīgaStradiņš University for 2016./17.acad.year

Institutional level

Provision of E -environment

Provision of information technologies

Availability of extracurricular activities

Provision of library resources

Presence of RSU in international rankings

Content level

Ensuring of verification of knowledge, skills

and competence and their conformity with learning outcomes

Practice organization

Individual level

Students : Academic achievements; Personal contribution to achieving the goal; Research work

Faculty: Competence and participation in CE; Cooperation with

students; Attraction of visiting lecturers )

Employers: satisfaction with graduates’

competence

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Tactics’ backbone - Support

colleagues share values and goals

gain authority through competence

have arguments to show the progress

How to achieve impact

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to attract best students,

to raise student’s motivation due to clear criteria

to attract potential investors, mecenats and sponsors,

to get partners with high prestige in the area

Beneficials of QI

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No one creates something from absolutely nothing

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DuBrin, A. (2010). Leadership: Research findings,

practice, and skills (6th ed.). Mason, OH: South-

Western/Cengage

Hargreaves, A. (2014) Uplifting leadership: how

organizations, teams and communities raise

performance. Jossey-Bass, Centre for creative

leadership

Time May 2-9, 2016 The 100 most influential people

White paper 2016 Driving Performance How

Leadership Development Powers Sustained Success.

CCL,

Resources