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Module 2 Comments

Walesca: “I build trust by living by what I say I am going to do and by being accountable for my actions whether right or wrong. I need to improve on trusting others, I know that if I expect people to trust me then I must learn to trust others more.”

Mary Jo:  I couldn’t agree more with your statements.  Since I have relocated to a new state, county, and school district, I’ve had to prove to my administrative team and colleagues that I can be trusted and accountable.  At times it can be frustrating, but I’ve found perseverance and hard-work will be noticed and valued.   I have to conscientiously take a step back at times, and delegate to others and trust it will be taken care of because my personality lends itself to being “in-control”. 

Walesca:  “A good leader in my opinion is a person who is full of positive energy, integrity, motivates,…”

Mary Jo:  I gravitate towards leaders and people in general with a positive outlook and the ability to motivate and inspire. I appreciate a leader/administrator that recognizes your strengths and has a true understanding of how to develop teacher leaders.  Sometimes, the structure of a school setting hinders the development and sustainability of teacher leaders.

Diana:   “I’m direct and to the point and expect everyone to work as hard as I do and I‘m not good with people that don’t follow the rules.”

Mary Jo:   I consider myself a rule follower too, and often would like everyone to be transparent, and on the “same page”.  I had an administrator that said, “Work smarter, not harder”, and I realize he meant find the best way to do something without wasting time, but I’m unable to consistently accomplish this feat.  Educators work hard and struggle with so many demands, thus the need for effective leadership and meaningful professional development.

Diana:  “He worked with them and because he was so positive and had such high expectations, they started to produce at a higher rate.”

Mary Jo:  I believe when a leader/administrator makes the time to be visible and engages with team members, it not only shows support, but helps a team member feel valuable.  Personally, when I feel valued, my output is much higher. Too, I’m sure your leader presented the actions he desired in his team members.

Adam:  “ My principal is always open for teachers to ask him questions, provide his insight into a problem, and also asks us for suggestions and makes us feel a part of the bigger picture in the school. He leads by example, mentorship, and companionship.”

Mary Jo:  Your principal seems to be establishing a democratic environment between administrators and teachers  - sharing in the decision- making process which promotes positive relationships within the school environment. 

Adam:  “His style is very much “team-player” and “companion,” than it is “sage-on-the-stage” and overbearing. “

Mary Jo: I’m elated that you have the opportunity to work with the principal you have described! 

Working for an administrator that is a “sage-on-the-stage” is not only disheartening it creates a negative, isolated atmosphere. For example, when teachers are not acknowledged for their expertise or their ability to share ideas, then isolation may occur and the wonderful, meaningful ideas never get shared. 

Interesting Article: Don't Forget Professional Development for Students

Student Professional Development

Leadership Module 2 -Walesca Marrero

Leadership Skills Assessment   (Leadership Assessment #1)

I scored a 67 an Excellent. Personally there is always room for improvement. A good leader in my opinion is a person who is full of positive energy, integrity, motivates, and believes that a person has the opportunity for growth if they choose to, it the unconditional. I have tried to surround myself with people like that often after all we can do bad all by ourselves. One of my favorite quotes is from Albert Einstein that said “Action is Eloquence “and we all know all about Einstein.

My all-time favorite leader is Abraham Lincoln he reminds me that just because we are different we are still human beings. His leadership was one with compassion and hope. In my job I have to work with low income families and sometimes it’s not easy, but I try to do the best I can to help them and provide them a network 

of support with everything from medical, educational and training for entering the workforce.

Developing Leadership Skills Self-Assessment (Leadership Assessment #2)

Assessing the Environment scored 59

My strengths in this area is being able to network with community partners  such as DHHR, BOE, WV NCCA, WV Extensions Services and our faith based community to develop ideas that will help assess community problems then come up with a plan to meet the community needs. This is what I do for my line of work. My area of improvements would have to be getting better at working with the local government and civic groups.

Creating Clarity: Visioning and Mobilizing scored 71

My strength as a collaborative leader is being able to bring people together to come up with a solution. Improvement in creating clarity I do this by being very active in my community.

Building Trust Scored 61

I build trust by living by what I say I am going to do and by being accountable for my actions whether right or wrong. I need to improve on trusting others, I know that if I expect people to trust me then I must learn to trust others more.

Sharing Power and Influence Scored 66

My strength in sharing power and influences is I am not afraid to say you did a great job, thank you for helping me get the job done. Sharing power is not a big deal for me if my team does a good job then it reflects back to me. Improvements would be maybe to get some training on how to get better at it.

Developing People Scored 65

I have recently in the last six year gotten better at this because my job requires me to train our AmeriCorps VISTAS. I train my people and give them plenty of room to grow and share their ideas and talents I don’t proclaim to know it all I think if your give people you train the right tools then you let them exercise what they are learning then that is a good thing. I need 

Module 2

I’ve truly been very lucky with the bosses I’ve had in the past.  I’ve only ever had one that wasn’t a good leader.  The one boss that impressed me the most was definitely a visionary.  He came into the place that I worked and turned it around.  The place was borderline corrupt and the decent people that were working there were absolutely miserable.  When he first came, we thought he would clean house and all those crappy people would get canned.  It wasn’t that they didn’t know their jobs; it was that they just didn’t do them.  Instead of firing them, he got to know them and in doing so he let them know that he was on to their shenanigans.  He worked with them and because he was so positive and had such high expectations, they started to produce at a higher rate.  It was really almost unbelievable, the turnaround in that particular workplace.

Module 2

My highest scores were motivating people to deliver the vision, being a good role model and managing performance effectively. My lowest score was providing support and stimulation.  All of my scores were very close except for the support and stimulation.  I know that is something that I need to work on because it’s a personality quirk of mine.  It’s probably not so much the support; I think I’m pretty good at that.  As for providing stimulation, I feel if it’s your job that should be stimulation enough.  That probably defines my leadership style.  I’m direct and to the point and expect everyone to work as hard as I do and I‘m not good with people that don’t follow the rules.  I would like to be more of a visionary leader but I don’t think that’s really who I am.  In completing these leadership assessments I did realize that maybe I could stand to work on some things.  I probably should be more open to other person’s ideas and ways of doing things.  I’ve been doing my job for so long that I don’t usually ask for input, I just do it.

Module 2 - Assessing Leadership

One of the most effective leaders I have worked with is my current principal. He is always stopping in to talk with the students and teachers and monitor their progress, discipline, and create a relationship with the students. While his ever-presence was a bit unnerving at first (I was worried that I would mess up in front of him) I have grown to understand that his job as a leader of the school is to maintain consistency in education and keep disciplinary issues at a minimum. By letting the students know he is present within the classroom along with being present during class changed in the halls is important as a disciplinary problem deterrent. I have learned to use proximity effectively without seeming overbearing next to a student. He promotes the use of technology through correspondence, e-mailing us links to new digital tools and resources, and uses his cell phone and iPad openly demonstrating the importance and accessibility of digital resources. My principal is always open for teachers to ask him questions, provide his insight into a problem, and also asks us for suggestions and makes us feel a part of the bigger picture in the school. He leads by example, mentorship, and companionship. I see him moving towards a more connected and speak-easy school where every teacher’s opinion and teaching abilities are shared and enhanced through collaboration. His style is very much “team-player” and “companion,” than it is “sage-on-the-stage” and overbearing. My principal can be described as being mostly in the consideration dimension of leadership, because of his concern for the well-being of teacher and students while actively participating in their education and safety.

Leadership Assessment 1:

                I scored a 63. I feel that one of my leadership skills is my ability to understand and connect with other people. I consider this a leadership skill, because leaders should be able to connect with other at a level that the follower can understand that the leader cares for and is interested in the well-being of the follower.

Leadership Assessment 2:

                Assessing the Environment: 39, Opportunities for Growth. It seems that I do not act accordingly to the situation and environment when problem solving and working within a group.

                Creating Clarity: Visioning and Mobilization: 46, Opportunities for Growth. I seem to be only sufficient in understanding the outcome and moving toward an end.

                Building Trust: 58, Stronger Score. I have interpersonal skills that I can use to gain followers and work well with others.

                Sharing Power and Influence: 47, Stronger Score. I show myself as a leader, but I could work on the influence I place over others.

                Developing People: 39, Opportunities for Growth. I seem to lack the ability to bring the best out of others, expecially in a leadership role. I want to work on this skill so that I can create a stronger group and influence others to dig deeper and perform at their best.

                Self Reflecting: 64, Excellent Score. I can reflect on my actions and their results efficiently. I am able to look deep into my own actions and see the flaws that can result in failures and less-than-acceptable results. Also, I can identify my own strengths and promote those within a leadership role, hopefully assigning my weaker abilities to others who can perform better than I.

I want to be the type of leader who leads through assigning roles to others and building a strong team by allowing each person’s strengths to show. I want to be one who can identify those strengths and use them to the best of my ability to propel the group forward.