Leadership Toolkit

Topic outline

• 

  Leadership Toolkit

  • Announcements Forum
• 

  Introduction

  Welcome to the online edition of the Hampshire toolkit for growing future leaders.

  The toolkit will support your work in identifying and growing leaders, and in making the relevant changes to policy and practice.

  The toolkit will help you to build on what is already good in your educational context and area. The resources will provide support for growing flexible, creative and emotionally intelligent leaders at all levels.

  Contents

  • Setting the scene
  • Summary of sections and tools
  • Frequently asked questions (FAQs)
  • Example leadership development policy

  • Introduction booklet File
  • Example leadership development policy File
• 

  Section 1 - Create a Culture

  This section focuses on positive leadership cultures, how they foster more leaders and help leaders to be more effective.

  Schools that are learning organisations seek to create the conditions that will nuture leaders, and place value on the sorts of learning that buiild leadership capacity.

  Contents

  1.1  Changing the culture

  1.2  Strategies for developing a leadership culture

  1.3  Defining success criteria to measure progress

  • Section 1 booklet File
  • Tool 1.1 File
  • Tool 1.2 File
  • Tool 1.3 File
• 

  Section 2 - Benchmark Current Practice

  Before starting a process for development it is essential to review your current position. Feedback from a variety of sources will prompt useful debate. You may wish to use benchmarking within a partnership which will assist with the identification of priority areas, and the deployment of resources within and beyond a single school.  

  Contents

  2.1  Leadership in current context

  2.2  Securing confidence and effectiveness with leadership development policy

  2.3  Defining leadership

  • Section 2 booklet File
  • Tool 2.1a File
  • Tool 2.1b File
  • Tool 2.2a File
  • Tool 2.2b File
  • Tool 2.2c File
  • Tool 2.3 File
• 

  Section 3 - Define Leadership Qualities and Identify Talent

  This section will help you to think about the existing leadership talent in your context and the implicatinos for future leadership. Developing leadership potential over time requires individuals to be placed in a variety of roles, with an expanding range of responsibilities and accountabilities. This increases their confidence and capability.

  Networking and partnerships offer new leadership opportunities and ways of working. It is critical to define what excellence looks like for each leadership role within the context.

  Contents

  3.1  Introduction to Hampshire's leadership qualities and behaviours

  3.2  Using leadership qualities and behaviours for impact assessment

  3.3  Emotional intelligence self analysis

  3.4  Leadership characteristics for high potential

  3.5  Measuring performance matrices

   

  • Section 3 booklet File
  • Tool 3.1a File
  • Tool 3.1b File
  • Tool 3.2 File
  • Tool 3.3 File
  • Tool 3.4 File
  • Tool 3.5a File
  • Tool 3.5b File
  • Tool 3.5c File
  • Additional resource File
• 

  Section 4 - Grow Leadership

  It is essential to plan developmental experiences and opportunities to challenge and support future leaders. Effective leadership learning includes a range of opportunities and interventions rather than one single approach.

  Organisations that are good at developing leaders place emphasis on: real experiences that use innovation, creativity and out of the box thinking; process-rich activities, which deepen and extend learning over time; collaboration, giving colleagues the opportunity to network and influence team working; regular structured feedback, on-the-job learning through new responsibilities and challenges; coaching and mentoring; job shadowing; individual as well as team based activities; academic study and research. 

  Contents

  4.1  Examining current practice and future possibilities to develop leaders

  4.2  Diagnosing current and identifying future practice

  4.3  Leading with others

  4.4  Types of leadership learning

  4.5  Action learning sets and appreciative enquiry

  4.6  Coaching

  4.7 Policy for leadership learning

  • Section 4 booklet File
  • Tool 4.1 File
  • Tool 4.2a File
  • Tool 4.2b File
  • Tool 4.3 File
  • Tool 4.4 File
  • Tool 4.7 File
• 

  Section 5 - Build partnerships and networks

  One school is too small to be an effective unit for leadership development alone. Groups of schools working together and liaising with other agencies increase their capacity to identify and grow leadership potential. They can do this by sharing expertise and offering support. More talented staff can be attracted, engaged, developed and retained by working together.

  Contents

  5.1  A diagnostic framework about collaboration

  5.2  Learning in another context

  • Section 5 booklet File
  • Tool 5.1 File
  • Tool 5.2 File
• 

  Section 6 - Recruit and Retain Potential Leaders

  People are motivated in different ways and seek different things from their work. Identifying and developing leaders is not an effective use of resources if they do not stay long enough in the organisation/area to make difference.

  It is important to have a clear framework of roles, rigorous talent assessment and tailored development activities. It is good practice to show colleagues the various pathways for leadership growth, from interview and induction to role transition and whole school leadership.

  Contents

  6.1  Progression from induction

  6.2  Scenarios for the future - Futures thinking extract

  6.3  Raising aspirations activity cards

  • Section 6 booklet File
  • Tool 6.1a File
  • Tool 6.1b File
  • Tool 6.2 File
  • Tool 6.3 File