Distributive Leadership: Fact or Fiction?

Distributive leadership is a fine leadership style in theory:  a leader is able to distribute or share important leadership jobs and roles amongst his or her staff thus lightening the leader's load of responsibilities and forming a group or organization based on mutual ownership and trust.  Unfortunately, it takes many working parts for the whole to function.  First, a leader must be willing to give up some degree of authority and decision-making power.  Second, there must be competent underlings to properly manage this new authority and power.  Finally, there must be communication between the parties regarding the scope and degree of leadership being distributed.  At my school, we have the first component in place with a principal who is competent and willing to share power and leadership roles because he is overwhelmed.  The third point, communication, also exists due to the close proximity of the assistant principals and the fact that three of the four have been hired since he became principal.  Unfortunately, the second component of competent underlings, is not in place.  Our principal has tried distributive leadership and it has been unsuccessful and often has created more work for him in fixing the problems created by his assistant principals.  For distributive leadership to work at my school, new assistant principals need to be hired.  I see no other solution.

Personal Leadership Theory

The leadership theory that matches my own leadership style right now is that of a "pyramid theory" with the resulting personal style that of a manager.  Whenever I am put in charge and assume a leadership role at my school, I am very "hands-on" and micromanage others with regard to directions, supervision, and evaluation.  I feel that if I am at the top of the pyramid then I should have to make, and need to make, all important decisions.  Unfortunately, that is not the leadership style I hope to cultivate over time.  I would much rather be able to delegate authority and then step back and allow others to take ownership of the task to a certain extent.  My current management style could benefit my school because right now I have very little leadership responsibilities so it is quite easy for me to lead successfully when I am put in that position.  As my leadership responsibilities increase over time, my leadership style will need to change and adapt in order to be successful.

Power Dynamics Made Easy

At my school there is really only one individual who holds the power:  that is the principal at my high school.  Luckily, he is a very competent and fair administrator but currently he is stretched too thin because he alone has the power to affect change.  If you have his ear, change will occur in the direction you want.  If you are outside of his decision making process or circle, you will not have a voice.  Consequently, a direct relationship must be built with the principal (preferably on both a personal and professional level) if one wishes to influence change.

Strength-based leadership

Leadership does not occur in a vacuum.  It occurs within a community of individuals who are brought together for a common purpose.  Strength-based leadership involves a leader who is able and willing to discover the strengths of those he or she is working with in order to form a working plan and solution to an issue.  The community of practice is the real-life setting where important decisions are discussed and agreed upon.  By utilizing the strengths of contributing members, a leader is able to implement a solution for which all group or team members feel responsible.

First entry . . .

I hope to learn what my personal leadership style is and what it will take for me to become an effective teacher leader from this course.  I also hope to learn the qualities and skills other teacher leaders possess including communication and facilitation skills.  My leadership skills are questionable right now and thus I am confident that I have a great deal to learn in the coming weeks.