By Harry Tomlinson
The hot occupation for lecturers that is at present constructing, encourages accountability for self-development. the educational wanted for this new profession specializes in own skills, which make lecturers powerful. This publication outlines character and id, motivation and present concepts, the sentiments of management and the values and ethics which underpin expert integrity. utilizing a pragmatic yet evidence-based process, the writer outlines how you can increase creativity, assertiveness and emotional intelligence utilizing thoughts resembling neuro-linguistic programming to version excellence. the writer indicates how lecturers can use paintings on potent humans to boost their very own functionality and
Read Online or Download Educational Leadership: Personal Growth for Professional Development (Published in association with the British Educational Leadership and Management Society) PDF
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Extra info for Educational Leadership: Personal Growth for Professional Development (Published in association with the British Educational Leadership and Management Society)
We do not know whether this is the case in the education service but it may well be. However difficult the feedback process, there is an argument that obtaining a fully rounded picture of yourself is a crucial first step towards building on your strengths and remedying weaknesses when that is appropriate. If 360-degree feedback is to be developed for teachers it will be important to decide which stakeholders will be asked for feedback. This may involve extending the range of stakeholders as confidence in the process grows.
K. (1997) Executive EQ: Emotional Intelligence in Leadership and Organization, New York, NY: Grosset/Putnam. K. (2000) 21st Century Leadership, New York: Advanced Excellence Systems. K. and Sawaf, A. (1997) The Four Cornerstones of Emotional Intelligence, New York, NY: Grosset/Putnam. Dulewicz, V. and Higgs, M. qxd 18-Apr-04 32 11:32 PM Page 32 EDUCATIONAL LEADERSHIP NFER-Nelson. L. K. (1995) Intelligence: Multiple Perspectives, Fort Worth, TX: Harcourt Brace. Ginsberg, R. and Davies, T. (2001) ‘The Emotional Side of Leadership’, paper presented at AERA.
You will not always push your desire for more contact or involvement with people, for you may fear rejection. Control Your control scores suggest you are self-confident and work well and realistically within the limits of your ability ... You will like to lead and manage people; you can be dominant but you are unlikely to be domineering. You will manage and develop individuals well and you will foster respect in others. Affection Your affection scores suggest you are cautious about opening yourself to others at a more personal, intimate and emotional level.