GLEESON COLLEGE LEADERSHIP TEAM CHARTER

Transcription

1 GLEESON COLLEGE LEADERSHIP TEAM CHARTER From this perspective, effective shared leadership involves facilitating collaborative learning, harnessing the vision and synergy of groups, and creating exciting yet feasible futures that enlist the commitment of all organizational members. (Patrick Duignan)

2 OUR GOAL Develop as an effective team in leading school improvement Develop a Charter to define our work as a Leadership Team Articulate our purpose as a team and induct new members Identify our roles & responsibilities Develop leadership capacity in ourselves as leaders and as a team

3 Our Collaborative Inquiry Approach The Charter as an ongoing reflective tool Reflecting on our perspectives of leadership Develop a Charter to define our work as a Leadership Team Shaping our leadership themes & framework Producing the document & sharing it Articulating how we will work as a team within a framework

4 ENGAGING Keep...Start...Stop Reflecting on our perspectives of leadership Conversations to build trust and sense of team Researching, Reflecting & Sharing to build knowledge and capacity as leaders

5 PLANNING Our Vision Shaping our leadership themes & framework Our Purpose Our Values Our Team Our Work

6 ENABLING L5 Frame as a tool to analyse, interrogate & cultivate leadership Articulating our work as a team within a framework CESA Dimensions of Catholic Leadership College Values Action focus...what would others see us doing?

7 IMPLEMENTING Reflection ongoing throughout the process Producing & sharing the charter Valued the process Published & shared One Year in the Making

8 SUSTAINING Reflection as part of Leadership Team meetings The Charter as an ongoing Reflective tool Common language & practice Challenge each other A living document for reflection, induction of new members and professional review

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12 LEADERSHIP FRAMEWORK..LEADERSHIP OF LEARNING Leadership starts from Within Role model our faith and ourselves as leaders / learners. Be learners and engage in professional learning. Actively lead learning. Read current research on learning. Share good practice with others. Reflecting and evaluating work and developing personal skills. Demonstrate our enthusiasm / passion / sharing / commitment / encouraging others in all that we do. Leadership Develops a Rich Learning Environment Continue own Professional Learning in Brain Based Learning and Pedagogies. Share Professional Learning with others (eg Newsletter, Meetings, PLTs). Promote excellence and a culture of achievement along with students being the focus in all we do. Introduce and support new learning strategies / pedagogies in the classroom. Implement recommendations of Middle School review Discuss openly with LT and PORs what it means to be a Leader of Learning. Source professional earning opportunities that are innovative and exciting and will increase staff capacity in their work. Leadership is About Influencing Others Encourage and support staff in their Professional Learning. Facilitate / encourage ourselves and others to share good practice with colleagues at relevant meetings / forums. Promote team building as a way of learning from others. Share our Professional Learning / Research with staff at meetings and distribute relevant written material. Encourage and support staff in the verification and consistency in Assessment of Learning through the formation of Moderation Panels. Promote professional conversations regarding performance standards and student progression in their learning (Yr 8-10). Leadership Builds Professionalism and Management Capability Build on our own professional learning and increase management capabilities. Provide learning opportunities and experiences for staff to build their professionalism and capabilities. Use data and research to inform our learning and achieve our goal of continuous improvement. Challenge and acknowledge one another to build professionalism. Attend conferences and engage in and share professional reading. Discuss curriculum matters and pedagogy with colleagues to build their capabilities. Leadership Inspires Leadership Actions and Aspirations in Others Model a love of learning and leadership professionalism. Encourage others to aspire to leadership and to learn more about it. Learn from one another. Provide staff with opportunities to learn about leadership. Acknowledge leaders and their skills in leading learning. Meet with student leaders to discern their leadership with them. Allow for role changes / opportunities for PORs and College Leaders. Ensure leaders have mentors and support their learning and wellbeing.

13 REFLECTIONS Literature & Research Neil Cranston Review Research Audit of the LT Charter Neil s Review Paper presented to Leadership Team Reflection Day with Neil and Leadership Team

14 REFLECTIONS Literature & Research ACTIONS Bring LT Charter to life: Through self -reflections about our Work / Explain the Charter to Staff / Staff Feedback about our Work as a Team Ongoing Review of Charter and Leadership Team in light of the Charter Induction Document for new Members The Journey was more important than the final Product

15 CONTACT DETAILS Gleeson College Surrey Farm Drive Golden Grove, SA, 5125 Ph:

16 GLEESON COLLEGE LEADERSHIP TEAM CHARTER The starting point for the formation of an authentic leader is personal transformation leading to a deeper understanding of personal values and a passionate conviction about one s capability to make a difference in the lives of all who are connected with them. (Patrick Duignan)