(An Excerpt from Renee Paz De Leon or Calm Renee’s letter to her tutor SEAMEO I-EXCELS Scholars, March 11, 2008)
A rapidly changing world and new technology has created a society craving for speed and action. As leaders of the new generation, principals face incredible pressures to deliver immediate results, to do more with less, and to manage an ever-increasing personal workload. The pace and urgency of daily demands can make it difficult to see more than a step ahead into the future. But in a world of changing conditions and priorities, leaders and individual contributors alike must be able to look beyond the “now” and take a more strategic leadership approach to their work.
Many principals do struggle with meeting the demands of a globalized society and local constraints. In a sense the world is becoming one place. Today, the stability of all institutions including Department of Education is challenged by the rapid speed of change driven by globalization, shifting populations and integration of advanced information and communication technologies which diminishes the impact of time, space and distance.
The values of education have invariably been associated with access to a successful life and employment, scholarly activities, political activities, freedom of choice, intellectual pursuits, and most recently diversity. The academic landscape of most higher education institutions is one in which momentous changes and challenges are occurring. Portugal (2004) asserts that as student populations continue to expand nation-wide, colleges and universities will continue to offer employment opportunities for those individuals who rise to the level of quality and scholarly practice necessary for employment. This is a challenge for all us in the academe. All of us envision that our graduates in the elementary and secondary schools shall belong to the groups that shall enter tertiary level and shall soon graduate and eventually gets employed or established his own business to support himself and his family. We leaders in the academe should have the ability to enable and develop performance of our faculty and students. Leading with vision in a constantly evolving society is paramount to the success of department of Education and the overall success of his or her own school.
Educational leaders being transformational assert certain leadership qualities, as described by Schermerthon (1996), as having ideas and a clear sense of direction, communicating them to others and developing excitement about working hard to accomplish shared “dream”; charisma: arousing others” enthusiasm, faith, loyalty, pride, and symbolism: empowerment: helping others to develop and perform, removing performance obstacles, sharing responsibilities and delegating truly challenging work; intellectual stimulation: gaining the involvement of others by creating awareness of problems and stirring their imagination to create huge-quality solutions; and integrity: being honest and credible, acting consistently out of personal conviction.
Leaders of today and principals of the new generation are faced with developing a new leadership framework. Principals as educational leaders should understand their strategic context and remain confident, competent and flexible in order to adapt in their continuously changing environment.
LEADERSHIP IS ALL ABOUT CREATIVITY, INNOVATION, AND PLANNING to help you reach your visions. Remember that strategic people think and act before they have to, before they are forced to take up a defensive or reactive position. True leadership entails ability to make sound, reasoned decisions- specifically consequential decisions with grave implications.
Real happiness is ...
3/11/08
A rapidly changing world and new technology has created a society craving for speed and action. As leaders of the new generation, principals face incredible pressures to deliver immediate results, to do more with less, and to manage an ever-increasing personal workload. The pace and urgency of daily demands can make it difficult to see more than a step ahead into the future. But in a world of changing conditions and priorities, leaders and individual contributors alike must be able to look beyond the “now” and take a more strategic leadership approach to their work.
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| Image courtesy of zazzle.com |
The values of education have invariably been associated with access to a successful life and employment, scholarly activities, political activities, freedom of choice, intellectual pursuits, and most recently diversity. The academic landscape of most higher education institutions is one in which momentous changes and challenges are occurring. Portugal (2004) asserts that as student populations continue to expand nation-wide, colleges and universities will continue to offer employment opportunities for those individuals who rise to the level of quality and scholarly practice necessary for employment. This is a challenge for all us in the academe. All of us envision that our graduates in the elementary and secondary schools shall belong to the groups that shall enter tertiary level and shall soon graduate and eventually gets employed or established his own business to support himself and his family. We leaders in the academe should have the ability to enable and develop performance of our faculty and students. Leading with vision in a constantly evolving society is paramount to the success of department of Education and the overall success of his or her own school.
Educational leaders being transformational assert certain leadership qualities, as described by Schermerthon (1996), as having ideas and a clear sense of direction, communicating them to others and developing excitement about working hard to accomplish shared “dream”; charisma: arousing others” enthusiasm, faith, loyalty, pride, and symbolism: empowerment: helping others to develop and perform, removing performance obstacles, sharing responsibilities and delegating truly challenging work; intellectual stimulation: gaining the involvement of others by creating awareness of problems and stirring their imagination to create huge-quality solutions; and integrity: being honest and credible, acting consistently out of personal conviction.
Leaders of today and principals of the new generation are faced with developing a new leadership framework. Principals as educational leaders should understand their strategic context and remain confident, competent and flexible in order to adapt in their continuously changing environment.
LEADERSHIP IS ALL ABOUT CREATIVITY, INNOVATION, AND PLANNING to help you reach your visions. Remember that strategic people think and act before they have to, before they are forced to take up a defensive or reactive position. True leadership entails ability to make sound, reasoned decisions- specifically consequential decisions with grave implications.
Real happiness is ...
- giving up personal attachments, recognizing that nothing and no one truly belongs to us, since all is GOD's...
- is a humble heart, free from pretensions, aware that nothing man can do is of everlasting importance...
- . . . is kindness, seeing others as extensions of one's own self...
- . . . is doing joyfully and willingfully whatever needs to be done...
- . . . is the desire to learn, rather than to teach... .
- . . . IS THE ABILITY TO CONGRATULATE ONESELF HAPPILY ON ONE'S OWN UNIMPORTANCE WHILE OTHERS VIE TOGETHER FOR SUPREMACY...
- . . . is understanding that man's highest duty is to love...
- . . . is a heart reaching out to embrace all mankind as brothers and sisters...
- . . . is seeking one's work as service...
3/11/08
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