The As A Freelance Arts Educator

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In a traditional and stagnant educational environment leadership relies heavily on power and control. In this context a primary administrator has the power to assign tasks and monitor progress while also controlling the distribution of positive or negative performance based incentives. When leadership is merely a series of transactions the primary administrator is able to stake claim to independently creating a school mission and appropriate action steps. After conducting my interview it is evident that now, more than ever, educational leaders must avoid these tactics in order to appropriately address organizational challenges. The context and type of challenges within an organization will dictate what alternative strategies will be most…show more content…
Currently, she serves as the Director of Curriculum, Assessment and Instruction. Her responsibilities include, but are not limited to, overseeing the implementation of standards based curriculums, facilitating professional development, and developing structures for reporting student progress and faculty evaluation. As she candidly put it “I don’t deal with life and death which is really great”, however, her work has significant meaning within the school and surrounding communities (Appendix A, personal communication, p. 15). I found this interview to be enjoyable and reaffirming because much of what she said resembled leadership strategies which I believe in and have become familiar with in this class. Throughout the interview I noticed the administrator frequently used phrases which aligned to transformative leadership elements of idealized influence and individual consideration. In practice idealized influence requires leaders to create “alignment around a shared purpose” (Marion & Gonzales, 2014, p. 168). The administrator indicated she enjoyed “systems thinking” and is “pretty mission and vision driven” (Appendix A, personal communication, p. 12). In her current role she has helped the school to define a clearer purpose and was responsible for progressing the group forward (Appendix A, personal communication, p. 15). The second component of idealize influence requires the leader to “emphasize trust...generate pride, loyalty, and confidence” to increase
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