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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
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