Reflections on Leadership
This is from a reflective learning journal that I kept when taking my masters over 12 years ago. The reflections are stil relevant, so I thought i'd share them in this week's blog. Hope you find them useful.
This journal is proving useful. It’s allowing me the chance to think through the process and analyse what I do. I know we all do this anyway on a subconscious level, but what’s so useful is that having to keep this journal forces the thinking onto a conscious level, thus clarifying things more. It’s being especially useful coming at a time when there is so much change happening at work. Although it’s yet another time commitment, it’s actual proving worthwhile as I am clearer about what I’m doing and that ultimately makes my job easier.
We studied an article in the first real session about experiential learning. The diagram in it – Jarvis (1987, 1995) on page 6 of the article sums up what I have been doing. I seem to be following the “Reflective learning” model instinctively. I am going between the ‘reasoning & reflection’ box (7) and the ‘practise, experimentation’ box (5) and the ‘evaluation’ box (8), over and over with each geography lesson & it is making a real difference analysing things in this way. The table can be found in Jarvis, P. (1994) ‘Learning’, ICE301 Lifelong Learning, Unit 1 (1), London: YMCA George Williams College. As reference in the article, ‘david a. kolb on experiential learning.’
Lots to reflect on tonight as we looked at some of the history of thinking on leadership & management. One article was about current thought, by Michael Fielding in which he raised the various issues about personalized learning. In an article he writes,
“…uncertainty about what we take education to be for mirrors the wider and deeper crisis about the kind of society we wish to sustain and create, the kinds of activities that enhance human flourishing and assist us in living our lives wisely and well.”
This certainly reflects my view on education. I have never been a ‘qualifications are the most important thing’ type, possibly due to my upbringing that valued the whole idea of study for its own sake and put a high value on education in general, but as a way of developing self rather than as a means of amassing qualifications. My father always told me that provided I had gained and grown by studying whatever course I followed, the resulting qualifications were a bonus.
Fielding agrees with MacMurray – who inspired him – when he says,
“Just as the personal needs the functional to realize itself in action, so too the
functional needs some element of the personal to achieve its purposes.”
This is no new idea, in Pirke Avot, an ancient Jewish text about societal ethics, Hillel says,
“If I am not for myself who will be for me?”
Focusing very much on the functional in so far as it’s about personal responsibility and needs which surely motivate the functional. But he goes on to say,
“If I am only for myself, what am I?”
Expressing the need to develop self through interaction with others and forming personal relationships, i.e. the ‘personal’. This is the philosophy on which I was brought up, thus accounting for much of my educational ideals. The issue is whether or not these sorts of ideals can be realized in schools. I think that they can as I firmly believe that the so-called ‘functional’ relationships work so much better when merged with the personal, whether this be when purchasing goods in a store or when trying to get the targeted GCSE grades from a year 11 class. It’s surely the ‘personal’ aspect that motivates the pupil. As Fielding goes on to say,
“Within systems of compulsory public education, schooling (the functional) is for the sake of education (the personal); within schools themselves, administrative, management and other organizational arrangements (the functional) are for the sake of a vibrant and creative community (the personal). What is crucial to remember here is that each depends upon the other; their relationship is reciprocal and any attempt to obliterate one or the other or deny their distinctiveness and integrity is bound eventually to fail.”
Bad day, so why? It’s hard to be an effective teacher, leader, manager in any way when not focused 100% on the job. My journey to school took an hour longer than usual due to road closures; the road closure being due to a fatal car accident that I’d feared had included my husband – fear thankfully unfounded. I also had to sort out secondary school transfer for my fourth child as the papers had gone missing and we were 1 day away from the deadline. Consequently I arrived at work late, and distracted. To add to this the leader of the dyslexia Provision was out, leaving me to work with the only other teacher in the provision with whom I find it hard to work as we don’t share core values, nor do we approach education with any of the same commitment, attitudes or methodology.
I survived the day, teaching all that needed to be taught but felt compromised as I often do when working with this colleague. I managed behaviour in a situation where, had I have been working with the provision leader, I would have team taught, alternately taking the lead in the lesson. However, although the lesson was in an area where I would have been the appropriate leader, as my colleague had assumed leadership already and is insecure so feels threatened easily, I sat in a strategic position for behaviour management and felt frustrated throughout the lesson.
Later I ended up doing what my colleague wanted me to do during my preparation lesson, although I had an agenda of my own for that time. Partly due to my personal distractions and mainly, if I’m honest, due to the fact that I haven’t developed my strategies for managing my colleague’s insecurities when working with me. I suppose I spent a lot of time today doing the wrong job inadequately – as I would define it after last night’s MA session, and hearing how Bennis defined leadership and management – leadership meaning doing the right job & management meaning doing the job right. I will find some books by him to research over half term. I can be more assertive about my own agenda usually, indeed I was yesterday, but being distracted, especially as it was about my own child, meant that I didn’t have the energy for assertiveness. If I am to be an effective leader or manager in my future I will need to find a way to siphon off personal distractions.
As an aside, I found myself evaluating every social interaction according to whether it was functional or personal – much to the amusement of number one son.
Fielding Michael Leadership, personalization and high performance
schooling : naming the new totalitarianism. School
Leadership and Management, Vol. 26, No. 4, September
2006, pp. 347_369
Hillel Pirke Avot – Ethics of the Fathers, ch1, v14
