By Matthew Jennings
Characterised through advanced demanding situations and incessant switch, a college or district hierarchy can turn out a tough surroundings during which to set up high-performance teamwork. Dynamic academic management groups: From Mine to Ours offers tuition and district point leaders with research-based, useful directions that they could use to create high-performing institution- and district-level management groups. High-performing management groups emerge with adherence to Jennings's set of easy behavioral rules, which he teaches via a series of interactive actions on matters starting from selling effective clash to difficult mutual and person responsibility.
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Additional resources for Dynamic Educational Leadership Teams: From Mine to Ours
Example text
While they are potentially more productive, they may not include all of the relevant stakeholders. Without both clear understanding and buy-in from building and department leaders, complex decisions requiring a high level of coordination will not be adequately implemented. Yet ensuring all of the relevant stakeholders are represented on the team is likely to result in a large, politically correct group that is incapable of generating a productive outcome. So what is the solution? The solution to this problem is the identification and selection of a core group of team members representative of the various stakeholders within the school or district.
Rather, trust is a dynamic aspect of the relationships among team members. Trust levels increase or decrease based upon the actions taken by the members of the team. Repeated actions that are considered trusting and trustworthy will lead to the establishment of high trust levels among team members. Without interpersonal risk, trust will not develop among the members of the team. More specifically, for trust to develop someone has to risk being vulnerable and then see whether others will abuse that vulnerability.
This purpose is important and cannot be achieved by any one member acting on his or her own. “POWERFUL” GOALS For a leadership team a common and compelling purpose is translated into action through team goals. ” ➢ ➢ P—Positively Interdependent O—Operational 38 CHAPTER 3 ➢ ➢ ➢ W—Worthwhile E—Explicit R—Rational A positively interdependent goal requires group members to believe they are connected with other team members in such a way that they cannot succeed unless the rest of the group succeeds.
