As an education consultant in secondary schools in over 40 counties, there is a way I see it. It is what most Principals should strive to arrive at. In this treatise, I cogently contend that what worked well in school ‘A’ may fail and fall flat in school ‘B’.
The two institutions call for different tact. The level of leadership attained in school ‘A’ may not be akin to ‘B’. In the new station, you may have to start from a nascent point. For in a tremendous tome titled 5 Levels of Leadership, John C Maxwell talks about levels leaders climb. I will dote on that great text to help you understand a certain concept. Let us delve deeper with sharp shafts of giant intellect.
Ideally, Level 1 is position (rights). People follow the leader because it is an obligation. Level 2 is permission (relationships). Leaders must strive to know the people they are leading, and figure out how to work well with them. In my intimate intellectual intercourse with heroic books, I read about Napoleon Bonaparte. It is written that this great general while working and walking with junior generals, strived to know the officers by name. Likewise, he strived to know where they lived. In the same token, the battles they fought with him.
Consequently, Level 3 is production (results). People follow the leader because of what they have done for the institution. Somewhat, great feats, achievements and accomplishments — are magnets that endear followers on leaders. Level 4 is People Development (reproduction). Leaders become great not because of the powers they wield or royal rods they hold aloft and brandish, but because of their ability to empower others. Level 5 is pinnacle (respect). Any leader can climb the ladder of leadership up to Level 4, but level 5 looks elusive in nature — and sometimes, slippery like good goo. It requires joint effort, skill, intentionality and great talent. Leaders at Level 5 nurture people to become Level 4 leaders. When people are respectful, pleasant and productive, they can establish a degree of influence with others. Or create correct class and clout.
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Moreover, Level 5 Leaders develop Level 5 Organisations. They create infinite spectra of opportunities that leaders at lower levels miss to offer. Leaders who are at the acme of Level 5 transcend their positions. Some leaders think that leadership only remains at Level 1. They hold the view that leadership is only about job position, title, rank, or occupancy of an ego-boosting office. No wonder, such leaders rely on threats and intimidation to steer the ship towards the shores of ‘success’. The veracity of the matter is this: People follow such leaders because they have to do so. They do not have any escape route. Positional leadership abut on rights granted by the position and title.
In actual sense, nothing is wrong with wielding leadership position, but something becomes seriously wrong when a leader clings only on the position to peddle influence. Meaning, position is a poor substitute for true power and puissance. Leaders who make it only to Level 1 may be bosses, but they are never leaders. They have subordinates, but not teammates. No wonder, for them to govern, they have to stick like ticks on raft of rules, regulations, policies, and organisational charts. Their subjects will only follow them within the stated boundaries of their aura of authority. The people will only do what is required of them.
Lastly, when a leader joins a new institution, s/he should take the challenge, and inject change. The change and challenge must be reasonable and rational. Meaning, change sometimes is useful medicine, but bitter like bile. Change should come in piecemeal and in doses. It has to be gradual and glacial. The speed should not be rapid. It should be evolution, not revolution.
The writer rolls out leadership talks and training services. vochieng.90@gmail.com. 0704420232
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