Group 3 Report

SIBONGA COMMUNITY COLLEGE
Poblacion, Sibonga, Cebu

Tel. No. (032)4868232/+6394267793263
E-mail add: [email protected]
UNIT 5: THE TEACHER AS AN

ORGANIZATIONAL LEADER
(Continuation)
C. What is transformational leadership?
Transformational leadership
 is a model that principals and teachers can use to lead by example. It

places a high value on creating community bonds, which encourage
both students and teachers to greater levels of achievement.
 should be prioritised in order to develop more competent leaders to
lead transformation in teachers training colleges. Specifically,
transformational leaders can explain the goals and strategies to
improve the understanding of teacher educators on how to achieve the
vision and missions.
 education debates often focus on transformational leadership’s
reliability and viability within educational environments, especially
regarding how such environments define and handle change,
organizational learning, institutional effectiveness and improvement,
and enhancing student outcomes.
Three Types of Leadership
a. Authoritarian/Autocratic
With an autocratic approach, leaders take complete control and tend to

make decisions for the team, rather than asking for their input. Work is fairly
structured and there is little room for creativity or innovative thinking.
This type of leader can make quick decisions for their team as they are
solely in charge. Also, there is a clear line of demand if an employee wants
to raise a query or issue.
However, if a leader discourages input from their employees, this may have
a negative impact on team morale and create resentment. People have
different levels of expertise and the leader could easily ignore the solution
from a team member due to their reluctance to ask others for ideas.
a. Democratic
Members of the team take a more collaborative approach with democratic

leadership. Unlike autocratic leadership, creativity is encouraged and even
rewarded with this type of leader.
As more ideas are flowing around the team, group members are more
committed, meaning productivity is higher.
On the other hand, some team members may not have the industry
expertise to contribute to the decision making. Also, select employees may
feel like their input is overridden by other members of the team or simply
ignored, which could lower morale.
b. Laissez-faire
Laissez-faire is a French term that translates to ‘leave alone’, as that is

essentially what the leader does. They take a hands-off approach, giving the
group members complete freedom to make decisions.
This type of leadership would benefit a team who are highly skilled and value
their own independence, rather than having someone micro-manage every
task.
However, a big disadvantage of this type of leadership is that the leader isn’t
technically leading. It could be perceived that they are avoiding their
responsibility and may not take accountability for their team, blaming
individuals if a task goes wrong.
Transformational Leadership Theory
Transformational leadership
 is a theory of leadership where a leader works with teams or followers
beyond their immediate self-interests to identify needed change,
creating a vision to guide the change through influence, inspiration,
and executing the change in tandem with committed members of a
group; This change in self-interests elevates the follower's levels of
maturity and ideals, as well as their concerns for the achievement.
 is when leader behaviors influence followers and inspire them to
perform beyond their perceived capabilities.
 inspires people to achieve unexpected or remarkable results. It gives
workers autonomy over specific jobs, as well as the authority to make
decisions once they have been trained. This induces a positive change
in the following attitudes and the organization as a whole. The
common examples of transformational leaders are Mahtma Gandhi and
Obama.
Transformational leaders typically perform four distinct

behaviors, also known as the four I's:
Inspirational Motivation: The foundation of transformational leadership

is the promotion of consistent vision, mission, and a set of values to the
members. Their vision is so compelling that they know what they want
from every interaction. Transformational leaders guide followers by
providing them with a sense of meaning and challenge. They work
enthusiastically and optimistically to foster the spirit of teamwork and
commitment.
Intellectual Stimulation: Such leaders encourage their followers to be

innovative and creative. They encourage new ideas from their followers
and never criticize them publicly for the mistakes committed by them.
The leaders focus on the “what” in problems and do not focus on the
blaming part of it. They have no hesitation in discarding an old practice
set by them if it is found ineffective.
Idealized Influence: They believe in the philosophy that a leader can

influence followers only when he practices what he preaches. The leaders
act as role models that followers seek to emulate. Such leaders always
win the trust and respect of their followers through their action. They
typically place their followers needs over their own, sacrifice their
personal gains for them, ad demonstrate high standards of ethical
conduct. The use of power by such leaders is aimed at influencing them
to strive for the common goals of the organization.
Individualized Consideration: Leaders act as mentors to their

followers and reward them for creativity and innovation. The followers are
treated differently according to their talents and knowledge. They are
empowered to make decisions and are always provided with the needed
support to implement their decisions.
D. What is evolutionary leadership theory?

Evolutionary leadership theory analyses leadership from an
evolutionary perspective. Evolutionary psychology assumes that our
thinking, feeling and doing are the product of innate psychological
mechanisms. These mechanisms have evolved because they enable people
to effectively deal with situations that (directly or indirectly) are important
for survival and reproduction (reproductive success).
Evolutionary theory suggests that both leadership and followership were
important for the reproductive success of our ancestors. Evolutionary
leadership theory was introduced by Professor Mark van Vugt, Professor of
social and organizational psychology (VU University
Amsterdam and University of Oxford) in the book Selected: Why Some
People lead, Why Others Follow and Why it Matters (Van Vugt & Ahuja,
2010). The theory distinguishes itself from other theories of leadership by
stating that:
 leading and following are adaptive behavioural strategies that have

evolved to solve social coordination problems in ancestral groups (e.g.
moving to new areas, big game hunting or conflicts with other groups).
 the relationship between leaders and followers is fundamentally
ambivalent. The leader can abuse his position of power for his own
benefit at the expense of others (see also the section leadership and
dominance).
 modern organizational structures are sometimes inconsistent with innate
psychological mechanisms of leading and following. This inconsistency is
one possible explanation for the problems in the relationship between
managers and subordinates in modern organizations.
E. What is teacher leadership?
 When you google “teacher leadership,” you’ll find the term defined as
educators who teach, but who also take on additional roles outside the
classroom with the goal of improving school’s performance. While this
is an accurate description, Dr. Jacobs says teacher leaders are
characterized by their ability to lead others in every role they hold at
their school.
 “Teacher leadership is leading within and beyond the classroom,” Dr.
Jacobs said. “Teachers can be leaders as they model best practices.
Other teachers are watching what they’re doing, so really, it’s this idea
that they’re influencers.”
 Though school principals take on much of a school’s administrative
responsibilities, this doesn’t mean that teachers can’t participate in
shared leadership. Oftentimes, Dr. Jacobs shared, information from a
principal resonates more when it’s communicated from one educator to
another.
F. What is instructional leadership?
Instructional leadership is generally defined as the management of

curriculum and instruction by a school principal. This term appeared as a
result of research associated with the effective school movement of the
1980s, which revealed that the key to running successful schools lies in the
principals' role. However, the concept of instructional leadership is recently
stretched out to include more distributed models which emphasize
distributed and shared empowerment among school staff, for
example distributed leadership, shared leadership, and transformational
leadership.
1. School-based management (SBM) is a strategy to improve

education by transferring significant decision-making authority from
the Central Office to individual schools. SBM provides principals,
teachers, students, and parents greater control over the education
process by giving them responsibility for decisions about the budget,
personnel, and the curriculum. Through the involvement of teachers,
parents, and other community stakeholders in these key decisions,
SBM can create more effective learning environments for children. The
School-Based Management Portal has four different components:
A. Leadership and Governance
A network of leadership that provides the vision and direction to the

education system making it relevant and responsive to the contexts of
diverse communities.
B. Curriculum and Instruction
The learning system collaboratively developed and continuously improved,

anchored on the community and learner’s contexts and aspirations.
C. Accountability and Continuous Improvement
A clear, transparent, inclusive and responsive accountability system is in

place, collaboratively developed by community stakeholders, which monitors
expected and actual performance, continually addresses the gaps, and
ensures a venue for feedback and redress.
D. Management of Resources
Resources are collectively and judiciously mobilized and managed with

transparency, effectiveness and efficiency.
Working with stakeholders: Brigada Eskwela
 The occurrence of disasters affected school operations to the point of

depriving our students access to quality education. While we have
improved our classroom standards, strengthened our coordination with
partners for disaster response and capacity building, and established
the DRRM Service, there is a need to tighten support for school level
implementation of disaster risk reduction.
 Disaster preparedness of schools is an important factor to achieve
resilience in our communities. DepEd, through 2017 Brigada Eskwela,
seeks to mainstream disaster preparedness principles in readying
schools for the opening of classes. More than the usual menu of
provision for schools such as putting up of fences, painting, roofing,
among others, DepEd will provide a list of preparedness measures that
partners could support in various capacities.
Our aim is to engage all education stakeholders, which would include the
following:
 Local government units from provincial to barangay levels

 Private partners
 Academe
 Civil society organizations
 Private corporations
 Individual volunteers
Our partners could assist DepEd in the following areas:
 Support implementation of school preparedness and safety measures

 Provision of emergency kits and education supplies for teachers and
students
 Information, Education, Communication of DRRM
References:
https://www.researchgate.net/publication/
324389321_Transformational_Leadership_in_Teacher_Education
https://www.indeed.com/career-advice/career-development/3-types-of-
leadership
https://davidburkus.com/2010/03/transformational-leadership-theory/
https://en.wikipedia.org/wiki/Evolutionary_leadership_theory
https://www.usf.edu/education/blog/2021/what-does-it-mean-to-be-a-
teacher-leader.aspx
https://en.wikipedia.org/wiki/Instructional_leadership
(https://www2.ed.gov/pubs/OR/ConsumerGuides/baseman.html)
https://www.teacherph.com/stakeholder-engagement-strategy/

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SIBONGA COMMUNITY COLLEGE

Poblacion, Sibonga, Cebu

UNIT 5: THE TEACHER AS AN

C. What is transformational leadership?

 is a model that principals and teachers can use to lead by example. It

Three Types of Leadership

With an autocratic approach, leaders take complete control and tend to

Members of the team take a more collaborative approach with democratic

Laissez-faire is a French term that translates to ‘leave alone’, as that is

Transformational Leadership Theory

Transformational leaders typically perform four distinct

Inspirational Motivation: The foundation of transformational leadership

Intellectual Stimulation: Such leaders encourage their followers to be

Idealized Influence: They believe in the philosophy that a leader can

Individualized Consideration: Leaders act as mentors to their

D. What is evolutionary leadership theory?

 leading and following are adaptive behavioural strategies that have

F. What is instructional leadership?

Instructional leadership is generally defined as the management of

1. School-based management (SBM) is a strategy to improve

A. Leadership and Governance

A network of leadership that provides the vision and direction to the

B. Curriculum and Instruction

The learning system collaboratively developed and continuously improved,

C. Accountability and Continuous Improvement

A clear, transparent, inclusive and responsive accountability system is in

Resources are collectively and judiciously mobilized and managed with

Working with stakeholders: Brigada Eskwela

 The occurrence of disasters affected school operations to the point of

 Local government units from provincial to barangay levels

Our partners could assist DepEd in the following areas:

 Support implementation of school preparedness and safety measures

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