Leadership: The Heroic Educator
The heroic educator is not an isolated, charismatic, or superhuman individual who hands down miraculous answers from on high. Instead, this is a person like us, who might say: “Come with me. We can do this together.” She could be a colleague who, by virtue of being a little farther down the road, can look back and say: “I’ve been there and it’s not so bad around the bend. Don’t worry. I know it feels pretty dark right here. But it gets light up ahead.” (Brown and Moffett, p. vii. 1999).
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Brown, J. L. and Moffett, C. A. (1999). The Hero’s Journey: How Educators Can Transform Schools and Improve Learning. Arlington, VA. ASCD.
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The TEN Commonalities of Transformational Leaders
1. A VALUES-DRIVEN WORK ETHIC. Leaders not only work long; but they work hard and smart. They are driven by a values system focused on doing the right things, rather than simply doing things right. They work by the project rather than by the hour. They have a highly developed sense of urgency and purpose. They work on moving themselves toward excellence. Leaders are always in a state of "becoming."
2. LIFELONG LEARNERS. Leaders have a sense of curiosity and wonder about them. They tend to ask many questions, both of themselves and others. They are into expansion of thoughts and ideas. They are borrowers, seekers, scroungers, innovators, and improvers. They value their competence and strive to improve.
3. WILLINGNESS TO RISK. Because they often operate at the edge of their competence, leaders undergo many setbacks, frustrations, and mistakes. They don't see these as "failures," but rather as learning opportunities or temporary conditions necessary for eventual success. They have a keen sense of tenacity and persistence. Leaders "plan-do-check-adjust-act." They "ready-fire-aim."
4. VISIONARY GOAL ACHIEVERS. Leaders have a well-developed vision of the future and spend their efforts in accordance with that vision. Their goals are clearly identified and written down. Knowing where they are going is more important than how they are going to get there. They have a global perspective. Leaders are MISSION-DRIVEN.
5. PROGRESSIVE CHANGE-AGENT. These people see change as a constant, on-going process, not an event. Leaders know that change must both occur and be controlled. They are willing to accept the pain that comes with change. They do what others aren't willing to do. They will undertake projects that many will reject or not attempt. Leaders foster a climate for innovation, creativity and change. Change is data-driven, knowledge-driven, research-driven, and uses extensive feedback.
6. CHAMPION TEAM BUILDERS. Leaders know the value and importance of team-building and teamwork. They work to build alignment in their organizations built on mission, values and goals. They champion both team and individual efforts. They build autonomy within the values of the team. They coach to build champions with high self-esteem. They celebrate progress. Leaders collaborate, cooperate and empower. They openly value and support people development and human resources. They lead by nurturing, affirming, support and encouraging. Leaders know that power is not diminished when it is shared.
7. COMMUNICATOR. Leaders know the value and importance of clear, open communication. They have a well-developed ability to transmit ideas, thoughts, programs, etc. They have a powerful vocabulary and use it effectively. They have a high sense of INTEGRITY. They do what they say and say what they do. They LISTEN and provide accurate, honest assessment of situations.
8. ENTHUSIASTIC OPTIMIST. Leaders think in terms of "do's" rather than "don'ts." They focus on possibilities and solutions rather than on impossibilities and problems. They are proactive rather than reactive. They anticipate and predict. They are cheerleaders and lighthouses of the organization. Leaders look for win-win solutions. They are into outcomes, results and performance, not excuses.
9. HIGH EXPECTATIONS OF SELF AND OTHERS. Leaders have a positive self-regard. They see themselves as important, contributing members of society. They place a high value on themselves, their colleagues, and the work they do. Leaders EXPECT THE BEST. They move toward excellence and away from mediocrity. They have learned both the value and the price one pays for excellence. Leaders have a strong INTERNAL LOCUS OF CONTROL.
10. ONE WHO OVERCOMES ADVERSITY. Leaders have been steeled in the fires of adversity. They have become "TOUGH-MINDED" by overcoming obstacles, setbacks, negative thinkers and disappointments. They don't stay down. They bounce back. They "keep on keeping on." They have come to value resilience as an essential part of leadership. Leaders are tenacious and persistent for what they believe makes a difference.
Bass, B. M. (1985). Leadership and performance beyond expectation. New York: Free Press.
