“The issue is not how friendly formal leaders should be with those who work with them, but how organisational members can work together professionally as a team to achieve the goals and objectives of the organisation.”
Leadership in a turbulent, uncertain and rapidly changing world needs leaders who are capable of responding ‘adaptively to the depth, scope, and pace of change that combined with complexity creates unprecedented conditions’ (Parkes, 2005 in Duignan, 2012, p. 17). In the context of education adapting to new challenges involves learning and developing new leadership capacities...
Courageous, ethical and authentic leadership action is needed to challenge current trends. If we accept that the Melbourne Declaration of Educational Standards for Young Australians (2008) helps teachers to define their moral purpose, at least in part, we must ask ourselves not only what a successful learner looks like and how do students become confident and creative, but also how do we raise active and informed twenty-first century citizens in a world where social processes and institutions encourage new forms of individualism and increasingly more selfish modes of living?
“Leaders influence others through authentic presence in their relationships". Influence is related to being fully present in relationships that are authentic and have a clear and mutually beneficial moral purpose. Presence has a number of facets and qualities that help to enhance the purpose, quality and depth of relationships and can thereby greatly increase the potential for leaders to influence what really matters and make a difference.
One of the themes of Duignan's work is the idea of authenticity: authentic leadership, authentic relationships and authentic learning. George (2003) says that leadership begins and ends with authenticity (Duignan, 2012, p.13), while Sarratt (2004) claims that authenticity can be learnt and built by 'the cultivation of virtues'...
When I began reading ‘The Heart of Education’ I was unaware of the extensive leadership experience and influence of Rod West. Like many others, I knew that he had been headmaster of Trinity Grammar School for 20 years. What I discovered, as I read Rod’s life story, was that he was an inspirational teacher and headmaster whose faith was pre-eminent in every aspect of his life. He transformed several schools as he concentrated on relationships with staff and students rather than the process of education. Under Rod’s stewardship 33 teachers have become headmasters.
Duignan argues that a new kind of leadership paradigm is needed to lead authentic learning in twenty-first century schools. Current measures of successful leadership that are based on improvement in educational outcomes for students, focus on the easily measured outcomes that are usually some kind of test score. Such measures fail to adequately capture many things that count but cannot be measured.