I currently teach special education at a very large middle school. We have a big department with lots of teachers and paraprofessionals. This means we have to communicate lots of information to a lot of people and do it correctly. In my time in this position, I have been able to observe the ways in which our department leaders communicate with employees. Some have been an example of great communication and some have not. It is a good way for me to learn how to do what is needed in a leadership role to build that environment that encourages team communication. "Managers and researchers have long agreed that communication processes influence the organizational success" (Krywalski, p. 71).
I know from my studies and reading that taking a leadership role often means that those you lead are apprehensive about communicating their grievances due to fear of losing their position. At the same time, for the leader, it can be a lonely role when you may be the only one in that position. Here are a few tips to help build that team communication and make your organization successful. The leaders at my school do most of these things and it creates a great environment to work in.
Perhaps the most effective way I've observed is the open-door policy. This creates an atmosphere of a safe place for those you lead to come to you with any issue without fear of being reprimanded or belittled. When a leader does not have an open door policy the work environment has a sense of tension and uneasiness. Employees can feel as if they are "walking on egg shells."
As a future leader, I need to focus on the actions of those leading so that I will know how to be effective as a leader. This is not something that I really pay much attention to because the system runs smoothly and it is somewhat ignored by those around. In the article, Social effects of engaged leaders on subordinates' experiences in the workplace, Zhao and Xie say, "positive interactions can contribute to improving leader-follower relationships, which consequently increase employees' job satisfaction" (p. 2). Job satisfaction means our teachers will be better versions of themselves and give our students everything they need.
In the book, Digital Leadership: Changing Paradigms for Changing Times, Sheninger says to love your employees. This is one of the Six Secrets of Change from Michael Fullan. This can be accomplished by "helping them all find meaning, increased competency development, and personal satisfaction by making contributions that simultaneously fulfill their own goals and the goals of the organization" (p. 56). Sheninger goes on to add that, "the best way to love your employees is to trust and support them unconditionally" (p. 56).
As my experience grows, I will continue to observe the behaviors of those leading to better myself. I hope that learning from those that lead me will help me become the kind of leader that can build team communication and encourage those I lead to communicate effectively in the workplace.
Sheninger, E. C. (2019). Digital leadership: changing paradigms for changing times. Amazon. https://www.amazon.com/Digital-Leadership-Changing-Paradigms-Times/dp/154435083X.
Krywalski Santiago, J. (2020). The influence of internal communication satisfaction on employees' organisational identification: Effect of perceived organisational support. Journal of Economics & Management, 42(4), 70-98. https://doi-org.ezproxy.montevallo.edu/10.22367/jem.2020.42.04
Zhao, Y., & Xie, B. (2020). Social effects of engaged leaders on subordinates' experiences in the workplace. Social Behavior & Personality: An International Journal, 48(9), 1-11. https://doi-org.ezproxy.montevallo.edu/10.2224/sbp/9244
Hello Barbara,
ReplyDeleteAs an administrator and leader, my teachers must feel that they can discuss issues with me and that I will listen and try to help. My current principal has created an environment where we all feel comfortable coming to him to vent or ask for guidance. He communicates with all of us daily, and he shared his vision for the school. His ability to help us understand our designated roles is helpful to someone like me, who is a new assistant principal. Sheninger (2019) states, "It is difficult for any school leader to be successful if he or she cannot communicate effectively" (p. 159).
Additionally, leaders must value their teachers. According to Webster and Litchka (2020), "Schools thrive when leadership is shared, decisions are made collaboratively, and teachers feel valued for their expertise"(p. 37). Allowing teachers to be part of the decision-making process is just one way to build positive school culture.
References
Sheninger, E. (2019). Digital leadership: Changing paradigms for changing times (2nd ed.). Thousand Oaks, CA: Corwin.
Webster, K., & Litchka, P. (2020). Planning for effective school leadership: teachers' perceptions of the leadership skills and ethical behaviors of school principals. Educational Planning, 27(1), 31–47.
Hi Barbara,
ReplyDeleteI love how you mention you want to learn from those that lead you. Being in an administrative role, I would be honored to have an employee comment they would like to learn from my leadership. I want to be a leader to learn from, and it is something I strive to achieve daily. By saying all that, it leads me to how important it is for leaders to model their expectations. Sheninger (2019) wrote about how instructional leaders get what they model, whether integrating technology or living out their vision and goals for their school. I will also agree with your statement about how leadership can be a lonely role or job. This very reason is why I feel so strongly about maintaining a shared leadership style. Shared leadership is an interactive influence process among individuals versus one person over everything (Zhu et al., 2020). Shared leadership empowers team members to feel comfortable leading and participating in leadership roles within the organization. Thank you for sharing your thoughts. I enjoyed reading your thoughts.
References
Sheninger, E. (2019). Digital leadership: Changing paradigms for changing times (2nd ed.).
Thousand Oaks, CA: Corwin.
Zhu, J., Liao, Z., Yam, K. C., & Johnson, R. E. (2018). Shared leadership: A state‐of‐the‐art review and future research agenda. Journal of Organizational Behavior, 39(7), 834–852. https://doi.org/10.1002/job.2296
Barbara,
ReplyDeleteCommunication is incredibly critical as a leader. It's important to know what information needs to be disseminated and what can stay in the leader's circle of control. Sheninger (2019) contends that "communication is one of the most important skills needed to succeed in today's society" (p. 107). Learning from those who lead you is also critical. I would assert that you are already a leader. Digging into research and seeking out information to be as effective as possible, demonstrates your leadership skills. One way to grow is to join a PLN specific to leadership. Sheninger (2019) clearly outlines that “what used to be boundaries to PLN formation--time, location, access to people--are no longer issues” (p. 145). We can engage with other leaders and learn from their experiences. I encourage you to take a peek at branding. Bolat and O'Sullivan (2017) claim that "an authentic brand is a brand with a real story, a connection to a fundamental human truth" (p. 757).I enjoyed your post and wish you the best in your future endeavors.
Brooke
Sheninger, E. (2019). Digital leadership: Changing paradigms for changing times (2nd ed.).Thousand Oaks, CA: Corwin.
Communication Strategy for Stakeholder Engagement. (2019, March 12). SustaiNet. https://www.sustainet.com/communication-strategy-for-stakeholder/