MEETING THE CHALLENGES OF HIGH PERFORMANCE LEADERSHIP Adapted from Lee Droegemueller, Professor...

MEETING THE CHALLENGES OF MEETING THE CHALLENGES OF HIGH PERFORMANCE HIGH PERFORMANCE

LEADERSHIPLEADERSHIP

Adapted fromAdapted from Lee Droegemueller, Professor Lee Droegemueller, Professor

Department of Educational Leadership Department of Educational Leadership The University of West Florida The University of West Florida

Spring 1999Spring 1999

CREATINGCREATING HIGH PERFORMANCE HIGH PERFORMANCE

SCHOOLSSCHOOLS

Good Human Relations Is Necessary To Create:

– HIGH PERFORMANCE STUDENTS

– HIGH PERFORMANCE LEARNING

– HIGH PERFORMANCE TEACHERS

– HIGH PERFORMANCE TEACHING

– DISTRICT DIRECTIONS

– BUILDING LEVEL OUTCOMES

Workplace Basics:Workplace Basics:A checklistA checklist

Learning to LearnLearning to Learn

3 R’s (Reading, Writing, Computation)3 R’s (Reading, Writing, Computation)

Communication: Listening & Oral CommunicationCommunication: Listening & Oral Communication

Creative Thinking/Problem SolvingCreative Thinking/Problem Solving

Self-esteem/Goal Setting-Motivation/Self-esteem/Goal Setting-Motivation/Personal & Career DevelopmentPersonal & Career Development

Interpersonal/Negotiation/TeamworkInterpersonal/Negotiation/TeamworkOrganizational Effectiveness/LeadershipOrganizational Effectiveness/Leadership

A Three-Part FoundationA Three-Part Foundation

Basic Skills - Reads, writes, performs arithmetic and mathematical operations, listens, and speaks.A. Reading - locates, understands, and interprets

written information in prose and in documents such as manuals, graphs, and schedules.

B. Writing - communicates thoughts, ideas, information, and messages in writing; and creates documents such as letters, directions, manuals, reports, graphs, and flow charts.

A Three-Part Foundation (Cont.)A Three-Part Foundation (Cont.)

C. Arithmetic/mathematics - performs basic computations and approaches

practical problems by choosing appropriately from a variety of mathematical techniques.D. Listening - receives, attends to, interprets,

and responds to verbal messages and other cues.E. Speaking - organizes ideas and communicates orally.

A Three-Part Foundation (Cont.)A Three-Part Foundation (Cont.)Thinking Skills - Thinks creatively, makes

decisions, solves problems, visualizes, knows how to learn, and reasons.

A. Creative Thinking - generates new ideas.

B. Decision Making - specifies goals and constraints, generates alternatives, considers risks, and evaluates and chooses best alternative.

C. Problem Solving - recognizes problems and devises and implements plan of action.


D. Seeing Things in the Mind's Eye - organizes and processes symbols,

pictures, graphs, objects, and other information.

E. Knowing How to Learn - uses efficient learning techniques to acquire and

apply new knowledge and skills.

F. Reasoning - discovers a rule or principle underlying the relationship between

two or more objects, and applies it when solving a problem.


Personal Qualities - Displays responsibility, self-esteem, sociability, self-management, and integrity and honesty.

A. Responsibility - exerts a high level of effort and perseveres toward goal attainment.

B. Self-esteem - believes in one's own self-worth and maintains a positive view of self.


C. Sociability - demonstrates understanding, friendliness, adaptability, empathy, and politeness in group settings.

D. Self-Management - assesses self accurately, sets personal goals, monitors progress, and exhibits self-control.

E. Integrity/Honesty - chooses ethical courses of action.

Five CompetenciesFive CompetenciesResources: Identifies, Organizes, Plans, and

Allocates Resources.

A. Time - selects goal-relevant activities, ranks them, allocates time, and prepares and follows schedules.

B. Money - uses or prepares budgets, makes forecasts, keeps records, and makes adjustments to

meet objectives.

Five Competencies Five Competencies (Cont.)(Cont.)C. Materials and Facilities - acquires,

stores, allocates, and uses materials or space efficiently.

D. Human Resources - assesses skills and distributes work accordingly,

evaluates performance, and provides feedback.

Five Competencies Five Competencies (Cont.)(Cont.)

Interpersonal: Works with Others.

A. Participates as Member of a Team - contributes to group effort.

B. Teaches Others New Skills.

C. Serves Clients/Customers - works to satisfy customers' expectations.

Five Competencies Five Competencies (Cont.)(Cont.)D. Exercises Leadership - communicates

ideas to justify position, persuades and convinces others, responsibly

challenges existing procedures and policies.

E. Negotiates - works toward agreements involving exchange of resources, resolves

divergent interests.

F. Works with Diversity - works well with men and women from diverse backgrounds.

Five Competencies Five Competencies (Cont.)(Cont.) Information: Acquires and Uses Information.

A. Acquires and Evaluates Information.

B. Organizes and Maintains Information.

C. Interprets and Communicates Information.

D. Uses Computers to Process Information.

Five Competencies Five Competencies (Cont.)(Cont.) Systems: Understands Complex Interrelationships.

A. Understands Systems - knows how social, organizational, and technological systems work and operates effectively with them.

B. Monitors and Corrects Performance - distinguishes trends, predicts impact on system operations, diagnoses deviations in system's performance and corrects malfunctions.

C. Improves or Designs Systems - suggests modifications to existing systems and develops new or alternative systems to improve performance.

Five Competencies Five Competencies (Cont.)(Cont.)Technology: Works With a Variety of Technologies.

A. Selects Technology - chooses procedures, tools, or equipment including computers and related technologies.

B. Applies Technology to Task - understands overall intent and proper procedures for

setup and operation of equipment.C. Maintains and Troubleshoots Equipment -

prevents, identifies, or solves problems with equipment including computers and

other technologies.

New Educational New Educational RequirementsRequirements

SkillsHuman Competency SkillsSunshine Standards

Skills Required of the WorkforceSkills Required of the WorkforceSkills needed to adapt to the technological changes over the next five years Skills needed to adapt to the technological changes over the next five years

Study surveyed 1773 businesses (1989)Study surveyed 1773 businesses (1989)SkillsSkills PercentPercent

Adaptability/flexibilityAdaptability/flexibility 7272Problem-solvingProblem-solving 7272

TeamworkTeamwork 7171Goal-setting & personal motivationGoal-setting & personal motivation 7171Proper attitudes toward work & work habitsProper attitudes toward work & work habits 7070

Comprehension/understandingComprehension/understanding 6868Organizational effectiveness & leadershipOrganizational effectiveness & leadership 6868MicrocomputerMicrocomputer 6767

Listening and oral communicationsListening and oral communications 6565Business/managementBusiness/management 5858ComputationComputation 5656Interpersonal relationsInterpersonal relations 5656TechnicalTechnical 5656

ReadingReading 5151

Priority Order of Competencies Needed by Priority Order of Competencies Needed by Entry-Level EmployeesEntry-Level Employees

Personnel Manager N = 43Personnel Manager N = 43 Chief Executive Officers N = 41Chief Executive Officers N = 41

PM CEO

1. Resources: Identifies, organizes, plans, and allocate resources; e.g., time, money, materials............................................................... 7 6

2. Interpersonal: Works with others as a team, exercises leadership,

negotiates, works with diversity.......................................................... 4 3

3. Information: Acquires and evaluates information, organizes and

maintains information, interprets and communicates information,

uses computers to process information.............................................. 6 7

4. Systems: Understands complex interrelationships, understands systems, monitors and corrects performance, improves or designs systems................................................................................ 8 5

Priority Order of Competencies Needed by Priority Order of Competencies Needed by Entry-Level EmployeesEntry-Level Employees

Personnel Manager N = 43 Chief Executive Officers N = 41Personnel Manager N = 43 Chief Executive Officers N = 41

PM CEO

5. Technology: Works with a variety of technologies, selects technologies, applies technology to task, maintains and troubleshoots equipment.................................................................. 5 86. Basic Skills: Reads, writes, listens, speaks, performs arithmetic and mathematical operations........................................................... 1 27. Thinking Skills: Thinks creatively, makes decisions, solves problems, visualizes, knows how to learn, and reasons.................. 2 18. Personal Qualities: Displays responsibility, self-esteem, sociability, self-management, and integrity and honesty................ 3 4

Blooms Taxonomy Application Model (types)

Evaluation 6

Synthesis 5 Knowledge Use of that

for its own knowledge

Analysis 4 sake (type 1) (type 2)

Application 3

Understanding 2

Awareness 1

Dagget 1 2 3 4 5

Knowledge Apply in Apply to Apply to Apply to

Discipline Disciplines Predictable Unpredictable

Situations Situations

Blooms Taxonomy Blooms Taxonomy Application Model Application Model (levels of types knowledge)(levels of types knowledge)

Evaluation 6

Synthesis 5

C D

Analysis 4

Application 3

Understanding 2

A B

Awareness 1

1 2 3 4 5

Knowledge Apply in Apply to Apply to Apply to

Discipline Disciplines Predictable Unpredictable

Situations Situations

Criteria for the Criteria for the Malcolm Baldrige AwardMalcolm Baldrige Award

• the ability of a company’s leadership to establish a culture that emphasizes quality as a goal

• a company’s efforts to collect and analyze information to improve quality

• a company’s effectiveness in incorporating quality into its business plans

• a company’s utilization of human resources to achieve quality

• the effectiveness of a company’s quality assurance control programs

• quantitative measures of the results of those

programs customer satisfaction

Human Competency SkillsHuman Competency Skills Robert Carkhuff Robert Carkhuff

He suggests the primary competitive advantage will be maintained by nations which systematically provide for the development of the following skills.

Robert Carkhuff, Presented in Human Capital Seminar, Topeka, Kansas, 1993.

Human Competency SkillsHuman Competency Skills (cont.)(cont.)

Human Process Skills

A. Interpersonal processing

B. Interdependent processing

C. Processing across units


Logical Skills

A. Developing assumptions and implications

B. Organizing antecedents and consequences

C. Developing predictions and criteria


Content Development

A. Organizing data into concepts, principles, skills, and

programs

B. Highlighting sources of variability


Systems Design

A. Identifying components

B. Identifying functions

C. Identifying processing needs


Intervention Skills

A. Establishing goals

B. Identifying skills

C. Specifying steps to goal accomplishment

D. Providing knowledge to support goal achievement


Model Building

A. Developing inductive models

B. Developing deductive models

People Learning Increased

and + and = Educational

Information Skills Productivity

(Carkhuff) (Carnevale

and Reich)

Effective School PracticesEffective School Practices Safe and orderly environmentClimate of high expectations for success Instructional leadership Clear and focused missionTime on task Frequent monitoring of student progress Positive home /school relations

Human Resource Human Resource DevelopmentDevelopment

Retraining teachers, administrators and Retraining teachers, administrators and school board members. Leadership school board members. Leadership

training for continuous learning. Training training for continuous learning. Training in using production technologiesin using production technologies

ParadigmsParadigmsParadigms are about patterns of

behavior and the rules and regulations we use to construct those patterns.

We use those patterns first to establish boundaries, and then to direct us on how to solve problems.

Paradigm ShiftParadigm Shift...as a result of a paradigm shift,

the standard way of doing business can become obsolete or irrelevant.

Getting StartedGetting StartedGet outside of your bordersBreak your own rules of past successDevelop new reading habitsBe ready for failureListen! Listen! Listen!

MEETING THE CHALLENGES OF HIGH PERFORMANCE LEADERSHIP Adapted from Lee Droegemueller, Professor...

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