Achieving the Vision

One of the barriers to achieving the vision is selecting the appropriate leadership method to turn a belief statement into reality. Even though most principals know what might be best for the organization, it is essential that in order to sustain positive change the faculty must experience processes that lead to commitment instead of compliance regardless of district, state, or federal pressure. Perhaps that is what Interstate School Leaders Licensure Consortium Standards for School Leaders (ISLLC) Standard 1* is all about, facilitating the development of the staff rather than managing the staff.

Even though autocratic methods might produce immediate results, since there is little if any transfer of ownership, old practices will soon return. Since leaders “should concern themselves with doing the right thing,” he or she must focus on processes that eventually influence employee behavior that build relationships. Soliciting feedback for decision making or empowering employees might not always yield instant results, however these methods allow followers to be treated equally (democratic style), promote trust, and provides a “a voice in decisions.” When these factors are considered, the ownership for change transfers to the employees, providing a sense of personal accountability and eventually high moral and productivity.

ISLLC Standard 1: A school administrator is an educational leader who promotes the success of all students by facilitating the development, articulation, implementation, and stewardship of a vision of learning that is shared and supported by the school community.

Source: Randall Deich, NESS Program Facilitator