Reflection
I found the comparison of Managers and Leaders to be interesting, particularly when one is allocated the role while, the other ’emerges’. Of the four leadership theories MindTools (2016) presents, the following stood out to me.
Trait Theory
The concept of Trait Theory were interesting and I can see how many well known leaders possess similar traits, however, having a combination traits alone is not enough to be a successful leader (Mind Tools, 2016). For example, possessing assertiveness and good-decision making skills can be a positive, but, when lacking likeability and empathy, less people are likely to follow this person.
Behavioural Theories
I have known autocratic, democratic and laissez-faire leaders throughout my career and have struggled, most notably, with those who rarely check in on their staff due to laziness or preoccupation. Sadly, in my experiences, many staff either kick back and do the bare minimum under this kind of leadership or, on the other hand, take an aggressively outspoken route, trying to push their opinions and beliefs on others. This leads to discord amongst staff, miscommunications and frustration.
Notably, however, if a leader is micro-managing capable, highly skills, organised and motivated staff, it can be quite stifling and cause friction as well. I believe this type of leadership should only be employed after serious consideration of staff abilities and commitment to the project or role.
Additionally, I found Harris’s (2014) article on distributed leadership interesting. I believe I have experienced something striving toward this concept in my UK experience. All staff were required to be a part of a KLA committee that met once a fortnight. These meetings were run by a different staff member each time, using a minutes scaffold collated by the previous weeks’ chair. All staff were included in these committees (classroom teachers, librarians, support staff, specialist staff) and were invited to join the committee that interested them the most. These were then dubbed leadership teams for each KLA and they were asked to review, assess and reflect on their KLA as it was represented in schools. There was also opportunities for planning, training and team-teaching across KLA committees. This was a very enjoyable experience and though there were some complainers, as all staff were expected to be involved and to contribute, most approached the thirty minute meetings as an opportunity to engage with a select area of choice in a positive way.
References
Harris, A. (2014, September 29). Distributed leadership. Teacher Magazine, ACER. https://www.teachermagazine.com.au/article/distributed-leadership
MindTools. (2016). Core leadership theories. https://www.mindtools.com/pages/article/leadership-theories.htm
