Leadership and the teaching and learning culture in the new normal

Welcom
e
to SEAIETI’s
Online International Training
Series

South East Asian Institute of Educational Training Inc. (SEAIETI)
welcomes you to our Online International Training Series on
Leadership and the Teaching and Learning culture
in the New Normal.
.

Speaker’s Profile
• Principal Consultant for Lean & Kaizen Management.
Certified ‘Train the Trainer’ with 35 over years working
experience.
 International Educational Speaker for South East Asian
Institute of Educational Training Inc.(SEAIETI)
An Innovative Engineer that trains MNC on Creativity &
Innovation for Continuous Improvement.
• Founder of Tim’s Waterfuel an alternative fuel supplement
using Water to add power to automobiles.
• Rode 24 Countries, 18,290km, 4 months 11 days, 6 3/4 hours
from Malaysia to London on just a 125 cc.
Timothy Wooi
Add: 20C, Taman Bahagia, 06000,
Jitra, Kedah, Malaysia
Email: timothywooi2@gmail.com
H/p: +6019 4514007 (Malaysia)

Session 1
Leadership for non Teaching Personnel
to support Education in the Teaching
and Learning culture in the New Normal.
Leadership Styles in the New Normal
 1. Servant Leadership,
 2. Transactional Leadership,
 3. Emotional Leadership &
 4. Transformational Leadership

Session 2
 Introduction to Innovation &
Innovation Leadership.
 Innovation Leadership & Skills in
the New Normal
 Leading innovation practice in
the New Normal

It explores organizational theories,
models of theories, models of
leadership & management, and
personal & organizational change.
It bridges the theories to practical
applications to support the Educational
settings.

Choosing from various options can
help you select the right approach for
each challenge. Here, we discuss 4
leadership styles in education and
explore how non teaching staff can
lead to support the organization
effectively in the new normal.

As identified by the National Curriculum Framework (NCF), culture
is established not only in actions taken but also in the relationships
that are built with different Leadership styles.
Leadership styles were introduced to
address the needs of Teachers and
supporting staff from diverse
backgrounds.
Different styles of leadership has
different impact on the Teaching and
Learning culture in the New Normal.

There are four major styles of leadership which apply well in the the
Teaching and Learning culture in the New Normal in the Educational
setting.
Types of Leaders and Leadership Styles in the New Normal
They are;
1. Servant Leadership,
2. Transactional Leadership,
3. Emotional Leadership &
4. Transformational Leadership

While each of these styles has its good points, there is a wide
berth of variation, and in fact, transformational leadership is truly
an amalgamation of the best attributes of the other three.
Let’s explore how servant
leadership, transactional
leadership, and emotional
leadership compare to
transformational leadership in
supporting the Teaching and
Learning culture in the New Normal.

The focus of above leadership Styles, particularly for supporting the
Teaching and Learning culture in the New Normal conclude these four
styles of leadership.
As the need to understand which
style of leadership will work best,
alone or in combination, it is
imperative to understand these
types individually in regards to
their methods and what they offer.

Types of Leaders and Leadership Styles
Let us understand the ‘Rudimentary of different types of
Leadership Styles’ tabled in four Quadrant respectively
1st quadrant,
High Relationship Oriented & High Task Oriented Leader
2nd quadrant,
High Relationship Oriented & Low Task Oriented Leader
3rd quadrant,
Low Relationship Oriented & Low Task Oriented Leader
4th quadrant,
High Relationship Oriented & Low Task Oriented Leader

Relationship-oriented Leader
High Low
The leader is very interested in the growth and
development of their staff and students. They
are often in class, leading teaching and
learning, modelling good practice, and
supporting the students. They take a deep
interest in their work, do it well and in time, and
ensure that staff and students are involved in
the decision making. Everyone feels that the
leader knows and supports them to get better
.
The leader is very focused on getting the work done to
perfection and well in time. They feel that it is a waste of
time to check whether their decisions are acceptable to
staff and teachers, and see it as their job. The leader is
more interested in the time spent on a task than on
supporting the teachers to get better; they often take over
from the staff, since they can do better than the staff can.
Everyone feels that they have to prove they are better than
the others.
The leader is most interested in spending
time socially with the staff and students.
They are very sympathetic to the difficulties
they face but prefer to discuss tasks that
need to be done with staff. They work with a
view to getting a task completed, without
much attention to detail. Everyone feels that
the leader likes them.
The leader keeps to themselves, and may get the
work done so that it is submitted, without any interest
in the work or in the growth and development of the
staff and teachers. There is limited social interaction
and work is done in a minimal way. Everyone feels
that the leader does not know their capabilities.
High
Low
Task-oriented
leader Rudimentary understanding of different types of Leadership Styles.

However, it is useful to
reflect on what implicit
messages these four ‘styles’
of leader might give about
the school’s culture, as
illustrated by the examples
In real life, the task- and relationship-oriented axes represent a
spectrum, with very few people demonstrating all of the
characteristics described of one zone of the Table.

Education happens in the real world, where people have
shortcomings and quite often need guidance in order to get things
going in the right direction.
Transformational Leadership offers
that same focus on the individual,
building an investment in the end
goal and thereby creating a
momentum to achieve it.
Transformational Leadership takes
Service Leadership to the next level.

1. Servant Leadership
The end goal focus of Servant Leadership is the people who are
being led. The leader has no self-interest on his part, steps back
and supports only the interests of the followers.
Guidance, empowerment and a
culture of trust are hallmarks of
this leadership.
A servant leader puts complete
trust in in his or her followers, the
process and to align those within
the organization with its goal.

1. Servant Leadership
The primary issue with servant leadership is that it’s not viable
on an organizational level, because it does not keep its eye on
the prize.
Focusing entirely upon the
needs of the people within
the organization, the goal of
the organization is nearly
completely lost and therefore
not attained.

2. Transactional Leadership
Give and take is the hallmark of transactional leadership
– modeled just like a business transaction. Of course the
employer/employee relationship is largely transactional as is.
Employers need work
done and employees do
that work in exchange
for money.

That “quid pro quo” (something for something) is the heart of the
workplace, and everyone is generally happy with this arrangement,
but it only works if everyone involved sees it that way.

In education, there is often more at stake for employees who quite
often understand their jobs to be more than just a simple exchange
of services for money, but rather see their higher purpose.
Money is therefore not the motivating
factor. This is where transformational
leadership can step in to compliment
transactional leadership, taking the
whole process a step further by
building upon other forms of motivation
outside of simply the exchange of
goods and services for money.

3. Emotional Leadership
Where transactional leadership is concerned primarily with the
exchange of goods and services, emotional leadership is concerned
with the feelings and motivations of followers.
It takes the focus completely to
the other side of the spectrum –
demanding that leaders be
emotionally intelligent themselves
and then to motivate through the
use of that emotional intelligence.

3. Emotional Leadership
Emotional leadership and transformational leadership have a great
deal in common with each other. With emotional leadership, the
leader taps into their emotional center in order to find the path to
guiding their followers.
People sometimes argue that
transformational leadership requires that
same level of influence over emotions,
however there is a fundamental
difference in the two, in that
transformational leadership is by
necessity a rational process rather than
an emotional one.

For education in particular to Teaching and Learning culture
in the New Normal, transformational leadership offers the
best of everything,
– from tapping into the
emotions of workers to offering
the compensatory core that is
the case for all forms of
business, to guiding from a
place of support.

Transformational leadership takes the best qualities from other
kinds of leadership and uses those, along with a deep sense
of shared purpose to motivate subordinates.
While the other forms of leadership
focus on one singular aspect or another,
transformational leadership takes a
broad view of the issues surrounding
leadership and then uses those as a
driving force for meeting the overall
goals of the organization.

However since transformational leadership is informed by all of
these various types of leadership, it’s always a good idea for
leaders to learn more about these other styles.
This is have a deeper understanding
of these forms of styles to offer the
best support and guidance possible
to those whose service are in.
References; Transformational leadership
is a theory of leadership that was
developed by James Burns (1978),

Transformational leadership only really works if the leader is
able to keep up the charisma and interpersonal relationships
which are required for it to work.
When transformational
leadership fails, the last
resort is quite often
transactional leadership,
which is easy and
straightforward, if less than
effective in the long term.

Education happens in the real world, where people have
shortcomings and quite often need guidance in order to get things
going in the right direction.
Transformational Leadership offers
that same focus on the individual,
building an investment in the end
goal and thereby creating a
momentum to achieve it.
Transformational Leadership takes
Service Leadership to the next level.

Innovation means first different,
then better.
It is a fundamentally different
way of doing things with better,
and different outcomes.
Both the 'different' and the
'better' must be significant and
substantial.
Introduction:
What is Innovation?

Educational organization need to think of innovation as those actions
that significantly challenge key assumptions about schools and the
way they operate.

Innovation in Educational sector should be defined as;
“making it easier for administration staff, educators
and students to do the things THEY want to do.”
These are the
innovations that
succeed, scale
and sustain.”
– Rob Abel, USA
Innovation in Education

A very powerful learning and
innovative-mind developing activity
has been,
 visiting other schools
 shadowing the innovative
administration style, and
 blogging observations.
Take initiative as Leaders to observe closely what other schools
from across many educational sectors are doing; K-12 and
post-secondary, private, public, charter, etc.

Own as Principal the role of Innovator-in-Chief:
You can’t delegate innovation:

Driving Innovation and Collaboration
This cycle helps your
organization become
successful in
 identifying new ideas,
 implementing and
 integrating them into
operations.
You must engrain this cycle into the DNA of your organization.

Organizational Leaders are managing Change at a frenzied pace.
This applies to Leaders in the Educational administration support
group too.
Managing Change
The classic K-12 education are
designed for slow reaction to change,
but as the world changes and when
hit by a Pandemic, it requires
constant innovation,
-so must our leaders take on roles for
managing change for continuous
improvement.

Innovation Leadership & Skills of the New Normal
The ability to adapt change to the New Normal and to use new
tools has become even more important especially during this
Pandemic.
Leaders often hear he
phrase “21st Century
Global Competencies.
What does that mean?
It means (the new 6 Cs)

21st Century Innovation Leadership now has done away with
traditional departments, instead to focus on listening and
responding to customer needs.
From company-wide
meetings to team huddles,
their employees know and
understand their customers
and how they might be
serviced.

COVID-19 brings about a fundamental shift in how organizations
need to create innovation and practice leadership.
Instead of focusing on
“disrupting competitors”, the
new normal requires a greater
emphasis on collaboration and
co-creation.
The reason for this is that the
world is so unpredictable.”

Leading Innovation practice in the New Normal
They think, and not just follow
rules blindly, a shift from rules to
principles.
Schools are open to different
ideas and break established rules
when they no longer make sense.
They ask hard questions and expect the school community to
grapple with the questions alongside them.
Innovative leaders create a culture of risk, change, critical and
creative thinking.
Leading innovation practice in the New Normal

If managers are effective
leaders, their subordinates
will be enthusiastic about
exerting effort to attain
organizational objectives.
Leading Innovation involves the social and informal sources of
influence that you use to inspire action taken by others.

Studies of communication provide direction as to how Leaders
can effectively and persuasively communicate.
Information regarding questions
such as,
 “What makes a manager a
good leader?” and
 “In what situations are certain
leadership styles most
appropriate and effective?”

The behavioral sciences have made many contributions to
understanding this function of management.
Personality research and
studies of job attitudes provide
important information as to
how managers can most
effectively lead subordinates.

This research tells us that to lead effectively, Leaders must first
understand their subordinates’ personalities, values, attitudes, and
emotions.
This energized
Workers to put forth
productive effort per
Motivation theory
studies

Personalizing professional
development, managing change and
their own professional development
every day,…
The old models of professional
development for attending seminars
selected by administrators on certain
days is becoming outdated with the
new normal.
Educators are now learning on the go, in real-time, every day and
situated in context.
Personalized Professional Development

Personalized Professional Development
Leaders need to identify clear Goals and guide staff to achieve it
by guiding them on how and what to achieve through continuous
coaching and learning, including a combination of
 online learning,
 service-based learning and
 active workshops
that are more hands-on in making
the changes happen.

"Without that, you’re not
going to be able to
orchestrate a lot of the
things in the new normal”
Ensure digital access and infrastructure
Innovative leaders build capacity for staff & educators to learn
through blogs, wikis and virtual environments by laying a solid
digital access infrastructure foundation.

Design, creativity, entrepreneurship, performance and innovation
combine to foster some of the most staff-centered environments
This empower your staff with voice
and choice in how they learn then
to lead,
 showing work on what they
have learned and
 providing powerful,
personalized learning
experiences.
Believe in Staff capacity to Lead

Believe in Staff capacity to Lead

Staff-Centered Environments (SCE)
Leaders must become comfortable with changing their leadership
style from directive to consultative -- from "Do as I say" to
“based on your needs,
let's co-develop and
implement a plan of
action.“

Thank you very
much
&
Be Blessed!

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