[Ous-lp-rp13] EDAD 6010, Response to Question #1

[Gamon, Angelica]

Hello Mary! I agree that with both food service and education are very much
different , they are also very much alike when it comes to managing. I know
that I had to set a huge example to my employees when I was their manager.
If I hid in my office the entire shift, the staff would have done the same
thing. I, instead, was cleaning tables, serving tables, working in the
grill, etc. I did have to learn when to put my feelings aside and not be
the friends of staff. Of course, you are with them more then you are at
home, so they are more like your family. I had to step outside the box on
several occasions and be their leader instead of their friend. Was it hard?
Yes, very much so but my bosses put me in that position for a reason and I
had to get that job finished.

On Sun, Jun 10, 2018 at 10:23 AM, Matney, Mary <mm933108 at ohio.edu> wrote:

> I was eager to read your answer due to your managerial experience outside
> of education. Although the two fields, service industry and education, are
> different I would think the managing of people would give you a heads up on
> the managerial aspects of being a principal as well. Do you agree?
> Your top-bottom explanation of how leaders lead is spot on. I so agree
> that administrators should be an example to their subordinates. It would be
> nearly impossible to acquire followers if one doesn’t even follow their own
> code.
> In order to find the balance when thinking of the perceptual lenses, it is
> clear that you must be both a leader & a manager when being a principal.
>
> Get Outlook for iOS <https://aka.ms/o0ukef>
> _____________________________
> From: Gamon, Angelica <angelica.gamon at huntsmen.org>
> Sent: Thursday, June 7, 2018 6:42 PM
> Subject: [Ous-lp-rp13] EDAD 6010 Answer #1
> To: <ous-lp-rp13 at listserv.ohio.edu>
>
>
>
> * A principal needs to address both managerial and leadership aspects.  To
> be a leader, you need to be an example for your followers. You need to have
> a mission, influence others, and be charismatic.  Show them what is to be
> expected and expect the same from them. As it starts from the top and works
> its way to the bottom. Let your vision be seen and have the group follow.
> As their manager, you need to get things done in a timely manner. They are
> put in the position to direct people within their group to finish tasks
> that are given. Managers need to have knowledge and skills of the the task
> that they deliver.  As a principal, you need to have both leadership and
> managerial aspects to be successful. Stakeholders often find managers are
> risk takers, they are willing to go above and beyond on tasks that are
> given to them.  When objectives are achieved or exceed the expectation of
> their subordinate, it shows how effective they can be. They see that the
> administrator has a sense of mission and are able to influence people to
> work together for a common cause.  While working with an administrator who
> is lacking the skills that are expected, the stakeholder will find their
> manager could be failing in their management system, such as, unfinished
> tasks, failure to communicate, or being indecisive. Without leadership
> support, performance will not be successful, no matter how well it is
> designed. *
>
>
>
>
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