School principals as leader-managers
WE ALWAYS thought that leadership and management are two different things. Politicians are leaders; (office) managers (not Chief Executive Officers) are managers. Leaders should set as a good example, because they are looked upon and followed, while managers, they seem to put things together, and get it done.
School principals view leaders and managers as that, like most of us, but only the most effective principals know that a synergy of both works a long way.
According to Dr. Harvey Alvy and Dr. Pam Robbins, co- authors of “The New Principal’s Fieldbook: Strategies for Success,” successful principals are those who learn to seamlessly blend their roles as managers and leaders and understand the importance of both tasks. Principals should be responsible not only for leadership, or just management in school, but should realize that both roles go hand-in-hand.
Many leaders view management responsibilities at a lower level or lower “rank” because they have little to do with vision, mission, culture building, and instructional supervision. However, management should blend with leadership; many of the culture-building and culture-shaping aspects of the job are accomplished through combining leadership and management.
How to lead and manage? A good scenario is when a principal is “monitoring” a student dismissal at 3 p.m. This responsibility should be viewed as both management and leadership because the principal is making sure students are safe as they are leaving school and taking the opportunity to talk with students, teachers, and bus drivers about the day and important educational issues.
In assessing the skills of school principals as managers and leaders, administrators should not separate the two roles.
It is hard to determine [a principal’s success in those roles] unless a principal has a clear vision and mission of his or her job – one that is focused on instructional leadership. As always and as in any position, aspiration or activity, unless one has a clear vision and purpose, nothing can be done.
We cannot determine if we are successful unless we have a target or standard to judge our performance. The leadership vision needs to be about helping students succeed academically and as citizens, and helping faculty and staff develop as professionals with a common vision and mission about school and student success.
Based on the vision and mission the leader needs to set goals, and assess whether the goals have been addressed during the year.
According to Dr. Alvy and Dr. Robbins, successful school leaders combine management and leadership strategies effectively by maximizing quality instructional time; using data; managing their time effectively; using faculty meetings to leverage professional learning; and, reflecting. Lastly, always consider the emotional needs of the students. As in any thing you do, you need to share your heart, or always wear it on your sleeve.
When people are the subject of our profession, there should always be a humanity factor to consider. School principal should always build heart into the school plan. Remember heart in the equation of learning.
Do something extra special for students, such as giving appreciation card to a student that has been a headache but because of your close monitoring has improved and should effort in school. Or, leave a positive comment to students or group of students when they do something ordinary or spectacular and post it on Facebook – that is if you also have a Facebook account. It will speak volumes throbbing unto the deepest corners of a student’s heart. ( Paid article)