Dorothy Mcferrin: An Authentic Leader

A community college leadership crisis endures; within the next fifteen years, ninety percent of the community college presidents are expected to retire (McNair, 2015). To remain viable, United States community colleges need an influx of self-motivated, visionary leaders. Currently, there is a gap in leadership; (Anderson, 2014, Claus, 2013, Eddy, 2013, Hannum, 2015, Jones, 2014, Leist, 2013, McArdle, 2013, McFadden, 2013, McNair, 2015, Tunheim, 2015), quality leadership (Anderson, 2014, Ayers, 2015, Claus, 2012, Cornacchione, 2013, Dahlvig, 2013, De-Frank, 2014, Eddy, 2013, Enke, 2014, Floyd, 2016, Fujii, 2014, Gardner, 2013, Goltz, 2013, Grasmick, 2012, Hannum, 2015, Jones, 2015, Kearney, 2013, Leist, 2013, McArdle, 2013, McFadden, 2013, McNair, 2015, Morley, 2013, Myran, 2013, Tartari, 2015, and Tekniepe, 2014), and gender leadership (Catalyst, 2013, Claus, 2012, Cornacchione, 2013, Dahlvig, 2013, De-Frank, 2014, Eddy, 2013, Eddy, 2015, Enke, 2014, Floyd, 2016, Fujii, 2014, Gardner, 2013, Goltz, 2013, Grasmick, 2012, Hannum, 2015, Jones, 2015, Lennon, 2013, Morley, 2013 & 2014, Ortega, 2014 and Tartari, 2015), which is related to the gender wage gap (Claus, 2012, Cornacchione, 2013, Dahlvig, 2013, Enke, 2014, Goltz, 2013, Lennon, 2013, Morley, 2014, Tartari, 2015, Tekle, 2012, Pitts, 2014, and Bell, 2014).

This semester, we learned specific ways to build our leadership capabilities by reading “How Remarkable Women Lead” by Joanna Barsh and Susie Cranston, researching Boston women leaders, interviewing a present day woman leader, and reading a group book. Throughout all of these resources and research, common themes of how to be a successful leader emerged. Not only did I learn more about leadership in general, but I also found ways to improve my own leadership without going too much out of my comfort zone. The important lessons of leading with perseverance, framing, and an activist's mindset thoroughly influenced my identity as a leader and gave me new tactics to grow as a person.

Educational leaders who have a strong integrity and innovated disposition may use these ideas and values to create an environment where the school operates to not only serve the students, but the community as well. Educational leaders should not be afraid to use these ideas and values to promote the success of their students; however, educational leaders need to be able to defend why certain ideas and values may not work within their school. If educational leaders are honest with their faculty, staff, and local community, then an educational leader’s choices should never be judged, but accepted because of the lack of impact these values and ideas may have on the

The nominee who I considered displayed the character of collaborative leadership is a teacher who I was honored to work with during my student teaching. Mrs. Calloway is the lead teacher at David G. Sanchez Elementary, teaching 2nd grade and leads three other teachers in their educational endeavors. The methods she represents are all that collaborative leadership defines. The interview discussed: how collaboration is effective with those she leads? How parents are involved in supporting collaborative learning. The roles of the site-based decision-making committee. The importance of communication when practicing the collaborative process. The challenges that come up when utilizing the collaborative approach. Why might a professional move away

A leader is someone who inspires others and promotes integrity and hard-work ethic. A single name immediately wound into my head the moment I read the word “Leader”. Ellen McLemore, a piano director at Lafayette High School, has proved her leadership qualities an inexhaustible amount of times. As the only director of a public high school piano class in Louisiana, the LHS Tennis team sponsor, and a Quidditch Club sponsor, Mrs. McLemore demonstrates many leadership qualities. Between preparing her students with an appropriate amount of knowledge of the fine arts, Mrs. McLemore still finds time to go above and beyond, nearly every day. She in charge of hosting and planning school wide pep rallies, scheduling the annual LHS Talent Show, and

Marzano, McNulty and Waters propose five steps for a plan of effective school leadership. The first step is developing a leadership team with purpose. The definition used for a purposeful community is one with the collective efficacy and capability to develop and use assets to accomplish goals that mater to all community members through agreed-upon process (Marzano, et. al, 2005). The second step is distributing some responsibilities throughout the leadership team. The third step is to select the right work. The fourth step is to identify the order of magnitude implied by the selected work. The last step is to match the management style to the order of magnitude of the change initiative. The last step incorporates whether this is first or second order change.

Achieving a school district’s mission and vision requires the commitment of its stakeholders. In order to involve them in the process, it is necessary for educational leaders to “motivate staff, parents, students, board and community members” (Educational Leadership Constituencies Council, 2002, p. 4). The transformational leadership theory emphasizes the importance of educational leaders acting as role-models in order to motivate and inspire the school community. This approach has the potential to involve all stakeholders, leading to increased student success (Bush, 2007). The Assistant Director of Special Education in Northwest ISD directly supervised the school district’s assessment staff. Her education, experience, and passion set an example for her subordinates, stimulating them to achieve more, leading to her promotion to Executive Director of Student Services.

Austin being a leader instead of a manager is how she leads and inspires not only her students, but other faculty members as well (Wren, 1995, p. 8-10). There was a time when I attended the Virginia High School League States Debate Competition with my debate coach, another Midlothian High School English teacher (Cheatham, personal communication, April 20, 2014). During one of the round breaks, my coach and I happened to get on the topic of English teacher (Cheatham, personal communication, April 20, 2014). It was then that my coach raved about Mrs. Austin and the personal impact she has had on his own teaching methods and ways to motivate students that are dragged down by SOL tests and public school standards (Cheatham, personal communication, April 20, 2014). In this experience, Mrs. Austin solidified her leadership capabilities of motivating and inspiring anyone around her to work harder and be better at anything one does. Overall, Mrs. Austin knows how to properly handle coping with change. She knows how to be a leader, not a manager (Wren, 1995, p.

Over the years, I have worn many educator hats such as a Director of Resource, classroom teacher, Head Start teacher, special’s teacher, and as a teacher’s aide. My leadership experiences have not been ones in an administrative role, but I have had leadership experiences both informal and formal in nature. My years as a professional educator with a Virginia Collegiate Professional license has allowed me to teach in public settings as well as Catholic schools, at many different grade levels and for me, all of those experiences have influenced my leadership skills.

Teacher leaders and administrators play a vital role in the overall organizational structure of a school. As discussed in Educational Leadership, there are ten roles that teacher leaders tend to gravitate towards. The roles of teacher leaders vary according to duties and responsibilities placed on the teacher leader, they include the following: resource provider, instructional specialist, curriculum specialist, classroom supporter, learning facilitator, mentor, school leader, data coach, catalyst for change, and learner (Harrison & Killion, 2007, pg. 74-77). As a teacher leadership at Lake Oconee Academy, I personally see my duties and responsibilities covering several of these roles. Since the beginning of my employment at Lake Oconee

The West Fargo Public School system is not only the fastest growing school district in the State of North Dakota, it is also one of the most innovative and creative. The district’s Mission is “Educating today’s learners for tomorrow’s world”. Teachers employed by the district take this Mission statement to heart and live it in their own lives. To them, education is a lifelong process, not just something everyone experiences between the ages of 5-17. Evidence of this can be seen in the fact that this past summer 20 elementary and secondary teachers began a 20 month educational journey by enrolling in West Fargo’s second Teacher Leadership Academy (TLA). The Academy is a collaborative effort between West Fargo Public Schools and North Dakota State University’s Educational Leadership Program. The 20 teachers began their journey this summer and will be meeting during the school year every-other Wednesday after school. At the end of five semesters they will be awarded the Masters of Education (M. Ed.) degree. Some of the unique features of the Teacher Leadership Academy are: a) rather than traveling to campus for their coursework, Academy students are taught at the district’s Leidal Education Center, b) classes are facilitated by not only university professors, but the district’s two assistant superintendents [Dr. Allen Burgad and Mrs. Beth Slette], and c) course assignments are focused around the district’s initiatives and strategic plan.

A vital individual when it comes to initiating change is the person willing to take action in order to construct something different. A person willing to own the outcome and lead the change is the critical element in producing change. Without the leader of change stepping up and accepting responsibility, all others have is an awareness of the problems that exist, therefore, change doesn’t transpire. There are countless people who are constantly eager to share all of the items which they believe need to change, with anyone who will listen. There are far fewer who are willing to step up and lead that change. Teacher leaders have the vision to generate change in their schools, and are a vital asset to change. Catalytic leaders are needed throughout schools in order to make change happen. Leaders with an expertise in the area of change are authentic, initiative, and influential.

Leadership is a privilege that carries with it many responsibilities to inspire others, and to direct individuals to attain the vision and goals of an organization. As an effective leader it is my job to be flexible, be an excellent communicator, be a person who leads by example, and is an individual who is committed, resourceful, and reflective. Achieving the characteristics above, I have developed a definite purpose in mind; one that is shared and modeled in and outside of my school environment. With such growth mindset, I teach, present workshops and empowers others to make decisions that will develop future leaders. To lead by example, I became a mentor for first-year teachers. Furthermore, I orchestrate educational committees, encouraging

The authors are as followed: Gene E. Hall, Linda F. Quinn, and Donna M. Gollnick. Hall is a Professor of Urban Leadership at the University of Nevada, Las Vegas. Quinn is a full professor in the Department of Teaching and Learning, and Gollnick is the Chief Academic Officer of TEACH-NOW, an online education program in Washinton, DC. This all points to experience and credibility. All authors are collegiate professors, as well as Quinn and Gollnick are specialized in education. This gives the article credibility, strength, and is not bias.

One of the topics in organizational development today is leadership. Leadership is what individuals do to mobilize other people in organizations and communities. According to Kouzes & Posner, there are five practices and ten commitments of exemplary leadership. The five practices of exemplary leadership include: Model the way, inspire a shared vision, challenge the process, enable others to act, and encourage the heart. In the Leadership Challenge, Kouzes and Posner found similar patterns and actions of leadership that created the essentials to achieve success. Utilizing the research conducted by Jim Kouzes and Barry Posner, I have created a leadership plan that would apply to the Admission Department at Texas Wesleyan University.