Performance-Based Ed.S.

Leadership Program
EDLE 7385 Leadership for Improving Schools
Preparing to Lead Change
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Essential Questions:
What does it mean to be a leader? How do
effective leaders lead change?
How do key concepts from the work of
Lewin, Shein, Argyris, and Maslow influence
change leadership?
How does this class relate to the
Performance-Based Leadership Residency?



Online Seminar: January 13, 2014
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Our mission is to
inspire and develop educational
leaders who can transform schools
into communities of inquiry
that pursue high levels of learning,
equity, and democratic ideals.
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Introductions
Logic Model
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Leadership is second only to classroom instruction
among all related factors that contribute to what
students learn at school (Leithwood, 2004).

Effective
Leaders
Conditions
for
Learning
Effective
Teaching
Student
Success
Introductions
Performance-Based Leadership is
Providing developing and new school
leaders
opportunities to practice and
demonstrate proficiency in real work, in
real time, in the real school working
environment
support by a performance coach who
provides specific feedback against clear,
written performance criteria
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GA Professional Standards Commission, 2008
Theory without action is
useless; Action without
theory is costly.
Unknown
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Program Overview
What is Leadership?
Leadership is the art of mobilizing
others to want to struggle for shared
aspirations.
Jim Kouzes & Barry Posner
Leadership is a mutual influence
relationship between leaders and
followers that results in collaborative
actions to fulfill a shared purpose.
Linton Deck, May 2012
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Leadership is the art
of mobilizing others to
want to struggle for
shared aspirations.
- Jim Kouzes and Barry Posner
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Transformational Improvement
Successful leadership of
transformational improvement requires
attention to BOTH organizational and
personal change.
Leadership development, then
requires looking at not only the
organization in which you will lead, but
also at yourself.
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The Leadership Assignment:
Creating Change
The Nature of Change (5 Principles)
I. Prepare to lead
II. All healthy change is constructive when it
conforms to pacing requirements
III.Change is personal
IV.Understand the rules that guide attitudes
toward change
V. The nature of change relates directly to
the influence of external and internal
forces

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The Leadership Assignment:
Creating Change
I. Prepare to lead
The leader must understand HOW to
change the leader must personally
experience the change process to
identify with the personal struggle
faced by followers.
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The Leadership Assignment:
Creating Change
II. All healthy change is constructive
when it conforms to pacing
requirements
Awareness
Learning, acquiring, practicing
Stability
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The Leadership Assignment:
Creating Change
III. Change is personal
The leaders task is to focus on the person
as a way to address organizational needs.
Imposed change provides a faade of
success; superficially, it appears as though
imposed change worked.
Effective leadership calls for leader to
understand, facilitate, nurture and guide
personal change.
We can only change ourselves not other
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The Leadership Assignment:
Creating Change
IV. Understand the rules that guide attitudes
Five Unspoken rules that guide attitude toward
change.
1. We want others to change to meet our needs.
2. We change only when we believe we have no other
choice.
3. We are comfortable with change when change
occurs at a pace that fosters predictable outcomes.
4. We change only when we are ready to change.
5. We seldom address the real source of needed
change because of our desire to avoid potential
threat or embarrassment.
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The Leadership Assignment:
Creating Change
V. The nature of change relates directly to the
influence of external and internal forces
Addressing Internal Forces - Leaders should
focus on the influence of member capabilities,
leadership strategies, attitudes, value structures,
and personality.
Addressing External Forces - Leaders should
examine policy, rules and interactions as potential
sources of influence.
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The Nature of Change
Three types of leaders:
Those who make things happen.
Those who watch things happen.
Those who say, What Happened?
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Change Readiness Assessment
1. Effective change starts at the top.
2. Leaders act and employees need to follow to make change
happen.
3. Employees are naturally resistant to change.
4. Effective change can start anywhere in the organization
5. People will want to change if they understand the reasons for the
change.
6. It is important to integrate the present context into any change.
7. Understanding a persons belief system has little to do with
change.
8. You dont need a clear picture of the change. You just need to
start changing.
9. Change is not a natural part of life.

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Effective change starts at the top
FALSE
In true learning communities, leaders
encourage change to start
spontaneously at any level of the
organization.
For change to be fully realized, leaders
must ACTIVELY engage AND support
the change, once initiated.
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Leaders act and employees need to
follow to make change happen.
FALSE
Effective leaders realize that their
attitudes toward employees is
crucial to the change process.
When a leader acts from a position
of superiority and fails to respect
the experiences of employees,
employees will resist change.
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Employees are naturally resistant to
change.
FALSE
Resistance to change come from
anxiety caused by anticipated pain of
learning and adapting to new
behaviors.
Effective leaders must close the gap
between their vision of the Big picture
and others narrower view of their own
reality.
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Effective change can start anywhere
in the organization.
TRUE
Leaders that empower employees
to practice and share innovations
are better able to leverage
opportunities to improve.
Creating safe spaces for innovation
requires tolerance for imperfection
and ambiguity.
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People will want to change if they
understand the reasons for the
change.
TRUE
Effective leaders facilitate analysis of
existing systems that create a sense of
urgency.
Analysis of intersecting trends of data
provides a foundation for validating a
need for change.
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It is important to integrate the present
context into any change.
TRUE
Context is critical. While people
need to see how a change fits with
existing models, they also need to
see how a new model is different.
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Understanding a persons belief
system has little to do with change.
FALSE
When people really believe that
something is not possible, the find
ways (consciously and
unconsciously) to keep the change
from occurring.

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You dont need a clear picture of the
change. You just need to start
changing.
FALSE
ALL successful change is grounded
in a clear vision of the expected
outcome.
Two reasons people commit to
change: ______ OR _______

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Change is not a natural part of life.
FALSE
Change IS natural.
Our ability to inspire and engage
others is dependent on our own
readiness to adapt and embrace
change.

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Leadership Characteristics that
Facilitate Change
Multidimensional communication
patterns
View of people as primary
impediments to change
Concern for the welfare of the
organizations members
Awareness and control of emotional
reactions
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Leadership Characteristics that
Facilitate Change
Balance of control and flexibility
Engagement in meaningful
distributed leadership
Relationship building is at the core
of leading, facilitating, and
managing change.
Honesty and Integrity
Responsibility for failure
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Assessment
Core Content Courses
Reflections, Portfolio Entry
Residency
Reflections, Portfolio Entries
Portfolio Presentation
ULead Performance Indicators
Leader Support Team Conferences

29 Program Overview
Reflection
Reflection is
the practice of analyzing ones own action,
decisions or products by focusing on the
processes involved.
Killion, J.P. & Todnem, G. (1991). A process for personal theory
building. Educational Leadership, 48 (6) 14-16.

Reflection is not
simply a summary of actions, decisions or
products.




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Program Overview
Reflecting on Learning
Theory to Practice (T2P)
Review Brief (400 -500 words)
summary of key theory learned
Reflect Explanations of connections
between the theory and past/current
experiences
Refine Specific descriptions of
actions related to the theory that apply
to current and future leadership roles
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Next Steps
Independent Readings
Calebrese Chapters 1 and 2
Videos in Course Den
T2P How do leaders prepare to
be Change Leaders?
Due January 20
th
11:59 pm
Module II
Goes live on January 20
th

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