Lead personal and strategic transformation

Lead personal and strategic transformation

As a leader, how do you give effective feedback to team members?

• Avoid giving unsolicited advice
• Be specific
• Come with a deep level of empathy
• Don’t wait for a quarterly review
• Keep it private: Don’t criticize publicly—ever.
• Don’t take the “sandwich approach”
• Make the conversation a two-way street
• Focus on performance, not personality
• Keep the conversation going by following up

Question 2: What is the aim of professional development? How can you conduct personal professional development?

The purpose of professional development is to improve knowledge and skills in order to facilitate individual, school-wide, and district-wide improvements for the purpose of increasing student achievement. Educators face continuously increasing requirements from federal and state mandates.

How can you conduct personal professional development?

• Managing bigger budgets, more people or larger projects.
• Attending professional training or gaining sought-after qualifications.
• Volunteering as a buddy or taking on corporate charity work.
• Taking on a role to gain specific experience, knowledge or skills.

Question 3: How and why should you review your own capacity as a role model?

1. Present a Positive Attitude
2. Earn and Build Trust
3. Exhibit Integrity
4. Lead and Inspire
5. Offer Support and Encouragement

Question 4:  How do you build an effective organisational and workplace culture?

• Emphasis on employee wellness.
• Grow off your current culture.
• Provide meaning. …
• Create goals. …
• Encourage positivity. …
• Foster social connections. …

Question 5: Explain “Transactional Leadership”.

Transactional leadership, also known as managerial leadership, focuses on the role of supervision, organization, and group performance. Leaders who implement this style focus on specific tasks and use rewards and punishments to motivate followers.

Question 6: Explain three (3) components of Transactional Leadership.

Transactional leaders are generally split into three dimensions: contingent reward, management-by-exception: active, and management-by-exception: passive.

Question 7: As a leader, what can you do to become more empathetic?

• Truly listen. Empathetic leaders don’t just listen but truly listen. …
• Don’t interrupt. …
• Be fully present. …
• Leave judgment behind. …
• Watch body language. …
• Encourage the quiet ones. …
• Take a personal interest. …
• Lead from within: Empathy is an emotional and thinking muscle that becomes stronger with use.

Question 8: Explain “The LEAD model” methodology of performance management and conflict resolution methodology.

Question 9: How can you identify your own emotional strengths?

• Jot down your triggers for moods. What makes you happy? What saddens, worries and infuriates you?
• List your qualities that have an effect on others.
• Review everything you’ve recently written, achieved and completed and ask yourself what your SWOT (strengths, weaknesses, opportunities and threats)
• Research and write how you’d like to improve in the areas you’ve identified as weaknesses and threats.
• Get a second opinion.
• Consider emotional self-awareness vs social awareness.
• Why change at all? It depends.

Question 10:  How can you identify your own emotional weaknesses?

• Jot down your triggers for moods.
• List your qualities that have an effect on others
• Review everything you’ve recently written, achieved and completed and ask yourself what your SWOT (strengths, weaknesses, opportunities and threats) might be
• Research and write how you’d like to improve in the areas you’ve identified as weaknesses and threats
• Get a second opinion
• Consider emotional self-awareness vs social awareness.
• Will self-awareness lead to confidence?

Question 11: Explain three (3) effective strategies that you can adopt to improve your judgement.

2. RECOGNIZE YOUR DEFAULT BIASES
3. ACCEPT YOUR MISTAKES
4. LEARN FROM EXPERIENCE

Question 12: What are ten (10) minimum entitlements in the National Employment Standards (NES)?

The 10 minimum entitlements of the NES are:

1. Maximum weekly hours
2. Requests for flexible working arrangements
3. Parental leave and related entitlements
4. Annual leave
5. Personal carers leave and compassionate leave
6. Community service leave
7. Long service leave
8. Public holidays
9. Notice of termination and redundancy pay
10. Fair Work Information Statement

Question 13: Explain the key elements of an “Intentional Change model”.

• The ideal self and a personal vision
• The real self and its comparison to the ideal self resulting in an assessment of one’s strengths and weaknesses, in a sense a personal balance sheet
• A learning agenda and plan
• Experimentation and practice with the new behavior, thoughts, feelings, or perceptions
• Trusting, or resonant, relationships that enable a person to experience and process each discovery in the process

Question 14: Discuss different methods of consultation?

• meetings/hui: these should be open-ended and open-minded discussions with individuals or groups
• public forums or open days (often used for larger applications). Carefully manage these sessions so the proposal does not sound like a done deal
• exchange of letters and informative material
• ‘house-meetings’ of community or specific interest groups
• workshops
• site visits
• telephone discussions (which may include the establishment of ‘Hotlines’ or ‘Infolines’)

Question 15: Explain the benefits of modelling and encouraging collaborative communication.

• It helps us problem-solve. …
• Collaboration brings people (and organizations) closer together. …
• Collaboration helps people learn from each other. …
• It opens up new channels for communication. …
• Collaboration boosts morale across your organization. …
• It leads to higher retention rates. …
• Collaboration makes us more efficient workers.

Question 16: Explain the different tools and techniques you can use to analyse and confirm the capacity and competence of relevant individuals to contribute to change processes and plans.

• Rapid appraisal techniques
• Surveys and expert opinion
• Engage stakeholders
• Capacity tests and assessment tools

Question 17: Explain “Laissez-Faire Leadership”. 

Laissez-faire leadership, also known as delegative leadership, is a type of leadership style in which leaders are hands-off and allow group members to make the decisions. Researchers have found that this is generally the leadership style that leads to the lowest productivity among group members.1 However, it is important to recognize that this leadership style can have both benefits and possible pitfalls. There are also certain settings and situations where a laissez-faire leadership style might be the most appropriate. Knowing your dominant leadership style can be helpful for understanding your own strengths and potential weakness.

Characteristics of Laissez-Faire Leadership

Laissez-faire leadership is characterized by the following:

Hands-off approach

Leaders provide all training and support

Decisions are left to employees

Comfortable with mistakes

Accountability falls to the leader

While the conventional term for this style is “laissez-faire” and implies a completely hands-off approach, many leaders still remain open and available to group members for consultation and feedback. They might provide direction at the beginning of a project, but then allow group members to do their jobs with little oversight.

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