Category: Unit 1

Servant leadership requires the application of many different characteristics, three of these are listening, building community and conceptualization  (Northouse, 2016).

Jesus often faced challenging situations. Instead of debating or displaying his power he often asked questions and then listened.  People require someone to listen in so many situations.  When we are frustrated, stressed or facing tough personal challenges having a sounding board is important.

Being a good listener is important to me.  I am intentional about shutting doors, turning off screens and silencing devices when listening to someone that is sharing something that is important.  This practice often has great value for me so I can better understand and support a staff member, friend or family member, thus building our relationship.  I know that it also helps these same people to maintain emotional health because they have been heard and supported.

Our school community includes students, staff and parents.  All three of these groups understand their place in the community in different ways.  They are able to contribute in different ways and they may have different needs.  Servant leadership in this setting would involve making sure the needs of the community are being met and providing experiences for all three parts of the community to interact and work together in a way that builds positive culture.

Conceptualization is about looking beyond the day to day and understanding the long term vision and plan. For many years our school has been a kindergarten to grade 9 school.  Recently, we have worked to establish a small high school group who learns with us but is formally assigned to another school.  As this program becomes more successful, shaping an identity for it will be important should it become our own program.  It will be a conceptualization exercise to determine which identity would best suit this program so that it would reflect the culture and direction of the school.

The most challenging of these three concepts has been conceptualization.  In many ways I lead a young school with a parent group and school board who contribute thought toward understanding exactly what our school is about.  At times it is a challenge to balance day-to-day needs which could involve time, money or other resources with the more long term perspective guided by vision. We are learning to work together to make sure  the long term vision of the school shapes our understanding of what it needs today.

In regard to conceptualization, how does vision practically overcome the constraints of time and money?

Northouse, P. G. (2016). Leadership: theory and practice (Seventh ed.). Los Angeles: Sage Publications.

And then I was assigned.  At the beginning of my role as principal, the shift in my position involved changing desks from the classroom to the office.  I had been assigned a new position in the school, but for many months or even a year or two there were staff who had strong opinions about the way our school should run, I was not yet the leader. I eventually emerged as a leader once I was able to look up from the day to day management of the school and more formally implement vision, direction and plans for development.  Today, I must balance both responsibilities suggested by Northhouse, (2016) I must manage and lead.

Management and leadership are complementary concepts and are mutually dependent. Management is essential for maintaining day to day success. Managers keep schedules, balance budgets, and place staff as needed; managers get the job done (Northhouse, 2016).  Once healthy daily function is achieved, a leader is free to create vision, communicate goals, build teams, and empower followers (Northouse, 2016). Between the two, leadership is most important.  If an organization is left only with management, then the status quo quickly becomes stale and the endeavor obsolete.  In a small organization, is it possible for the same person to effectively hold both positions?

Northouse, P. G. (2016). Leadership: theory and practice (Seventh ed.). Los Angeles: Sage Publications.