CRITICAL PRACTICES OF EDUCATION LEADERS IN THE NEW NORMAL

Education leadership, which teachers also perform in their own rights, is a multifaceted and challenging role and navigating change during uncertain times brings added complexities and increasingly difficult decisions. Building strong, purposeful relationships with colleagues, learners and school communities is a trait of highly effective school leaders (Masters, 2018) – but what happens to that relationship dynamic when expected ways of working suddenly change?

During the COVID-19 pandemic, educators who usually take a collaborative, considered approach to decision making have had to change their methods overnight to one of quick judgements with little or no encompassing consulatations, and communicate mandated change, often at very short notice. How can educational leaders prepare for and respond to the unprecedented challenge currently facing schools?

To begin with, good leaders need to possess a sincere interest for public service and a genuine motivation to play the role of being a role model of diligence, determination, and team camaraderie. In the article by Scott (2019) entitled, “The 10 Qualities of an Effective Leader”, the author listed a number of specific traits and practices a good leader should possess – and they are still true in the context of the new normal education settings.

An effective leader communicates clearly to efficiently disseminate expectations and generate an exchange of ideas with the team members or organizational staff. In pandemic times, this trait is crucial in sharing facts and guidelines in an environment where information is rapidly updated and changing based on new discoveries and government policies. A clear communicator reduces or alleviates negativity, confusion and even panic. Good leaders have strong organizational skills which allows the organization to move forward with unity and uniformity towards a clear set of objectives. This can be done by putting up, maintaining, and monitoring a reliable work system that allows employees to work optimally.

The third trait is the confidence to the team – a good leader believes in the ability and dedication of the organizational members. It can be shown by proper micromanagement, equitable work delegation and entrusting some critical tasks while showing authority over the organization. Being respectful is also important. Accept opinions, accommodate ideas, and honor individual differences. The fifth and sixth traits of a good leader are being fair and kind, and being an example of integrity. An effective leader dispenses rewards and corrective actions equally among the members of the organization and also gives credit to whom credit is due. A leader must also possess honesty in order to earn the trust of the team and acts in a way that he or she wants to be treated by others – these are the hallmarks of integrity in the workplace. In the period wherein stress and anxiety are strong due to the pandemic, these humanizing qualities of a leader can be the key to keep the team believing in themselves and among each other.

Good leaders have strong influence on their team members because their expertise is evident and their decision-making skill is unquestionable. This influence over the organization is generated by both good image and character and credibility in terms of professional competence. Effective leaders are also good in delegating responsibilities to others in order to keep all the moving parts of the organization working simultaneously and coherently. Amidst the pandemic, a leader should show an acquired knowledge on how safety protocols and government policies related to the disease and exhibit the ability to make quick but sound decisions.

In order to influence and effectively delegate tasks, a good leader should be the first to upskill, unlearn and relearn many things in order to cope with the need of the times.

In order to maintain the workplace operating optimally, a good leader must be an observant and abled facilitator by being proactive with the needs of the team and can understand and answer questions that may arise at any given time.

And lastly, the trait of a good leader is the ability to handle and close negotiation. In times of changes, a leader must consolidate acceptance and understanding, and support of all the members of the organization by listening and empathizing with them, and in times of conflict the leader should strike a balance between parties and between what is right and what is necessary. Problems should be solved in a way wherein the interest of all the parties involved are considered.

In pandemic times, good and resilient education leaders are needed much more than before. But amidst the health emergency our country is facing right now, the fundamental traits of effective leaders largely remain the same and that provides education leaders a source of stability and confidence in themselves in these trying times.