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

[Danielle Ramage]

EDAD 6010, Response to Answer Question #1



Amanda,



It wasn’t until I was reading through your response to this question that I
thought about stakeholders in this way: Stakeholders want a building
administrator to have good leadership as to keep a happy and productive
staff. However, when a problem arises or results are lacking, stakeholders
expect the administrator to handle things very managerial, i.e. fix the
problem.  If the administrator goes back to his/her staff with demand of
needing to fix things now could result in developing even more problems
within an oppressed-feeling staff.  My first administrator didn’t always do
the greatest job of providing a buffer from what district administration
and stakeholders were telling her. She just let that run straight on down
to us. Needless to say, morale was down and we were ever so tired of
hearing, “how we needed to raise scores”. Skip to present day, we still
need to raise test scores, however, how our current administrator handles
communicating items from the top down to us is very different than in the
past.



-Danielle


On Thu, Jun 7, 2018 at 12:51 PM, Amanda Luttrell <
amanda.luttrell at redstreaks.org> wrote:

> A principal might be well-served to address both the managerial and
> leadership aspects of administration because “Leadership without management
> sets a direction or vision that others follow, without considering how the
> new direction is going to be achieved.  Other people then have to work hard
> in the trail that is left behind, picking up the pieces and making it
> work,” according to the *Team Technology website *article *“Leadership
> Without Management.” * Although it may be difficult to be both a the
> managerial and leader in administration, it is a key aspect for success.
> Stakeholders assume that leaders make a difference and are largely
> responsible for school performance. Therefore, stakeholders can find
> positive and/or negative aspects of effective managers. Effective managers
> and leaders are classified into three characteristic groups: *personality*
> (self-confidence, stress tolerance, emotional maturity, integrity, and
> extroversion), *motivation* (task and interpersonal needs, achievement
> orientation, power needs, expectation, self-efficacy), and *skills*
> (technical, interpersonal, and conceptual). All three groups/skills are
> required of effective leaders and stakeholders often find them as positive
> characteristics in principals. Anyone who works for managers that do not
> display leadership qualities usually feel unsupported when a problem
> arises.
>
>
> --
> *Amanda Luttrell*
> *Zahn's Corner Middle School*
> *Sixth Grade Language Arts*
>
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