Jenifer T. Tuante.
BEED 2-1
EDTICOL 203
CHAPTER 8 ACTIVITIES
Application- Let's Apply
1. Based on this lesson and by means of an acrostic, give qualities or specific behaviors of good leaders.
See example.
L- oyal
E-xtentionist
A- dvancement
D-ecisive
E-go-less
R-eachable
S-incere
2. You are assigned as a school head in a low-performing school. Students are poorly motivated, parents
and community are not very cooperative, and teacher have low morale. As a leader, what should you
do? Outline your steps.
Improving a low-performing school with poorly motivated students, uncooperative parents, and low
teacher morale can be a challenging but important task. Start by assessing the current state of the
school. Gather data on student performance, attendance, and discipline issues. Understand the root
causes of these problems. Define clear, achievable academic and behavioral goals for the school. Share
these goals with the staff, students, parents, and the community. Recruit or reassign key staff members
who are passionate and skilled in their roles. They should share your vision and values. Invest in
professional development for teachers. Provide training and resources to help them improve their
teaching methods and morale. Recognize and reward teachers for their efforts. Encourage a positive and
supportive work environment. Organize regular meetings and events to involve parents and the local
community in the school's activities. Show them how they can contribute to the school's
[Link] programs to address the specific needs of poorly motivated students. Offer tutoring,
mentoring, and counseling services. Review and update the curriculum to make it more engaging and
relevant. Encourage innovative teaching [Link] monitor student progress and use data
to make informed decisions. Adjust strategies based on the outcomes. Promote a positive school culture
that values respect, responsibility, and inclusivity. Implement anti-bullying and anti-discrimination
[Link] open and transparent communication with all stakeholders. Keep them informed
about progress and [Link] the best use of available resources, seeking additional support or
funding when [Link] and celebrate achievements, both big and small. This fosters a sense
of pride and accomplishment. Embrace a culture of continuous improvement. Regularly assess what's
working and what needs [Link] that turning around a school takes time. Be patient
and Remember that the process of transforming a low-performing school is a complex and ongoing one.
Consistency, communication, and a shared commitment to the school's success are key to achieving
meaningful change.
[Link] are introducing an innovation in school. Sociologically, Filipinos are known for the "ningas-cogon"
mentality. How does this mentality affect school innovation? As a leader, how will you counteract it?
The "ningas-cogon" mentality, which refers to the tendency of Filipinos to start things enthusiastically
but not sustain them, can impact school innovation negatively. It might lead to initial excitement about
new ideas or projects, but a lack of follow-through and long-term commitment. Encourage dedication
to long-term goals, emphasizing that innovation is an ongoing process, not just a one-time effort. Ensure
that innovation initiatives are feasible and sustainable, taking into account available resources and
capacities. Provide consistent encouragement and support to sustain enthusiasm and commitment
among students, teachers, and staff. Establish clear responsibilities and hold individuals or teams
accountable for their roles in the innovation process. Educate the school community about the benefits
of innovation and the importance of consistency in efforts. Foster a feedback culture where everyone is
encouraged to share their thoughts, and use this feedback to refine and adapt innovations. Celebrate
and reward those who consistently contribute to school innovation, creating positive reinforcement for
long-term [Link] addressing these points, you can work to overcome the "ningas-cogon"
mentality and create a more innovative and sustainable school environment.
4. Two of your teachers are doing very well. Four strongly resist Continuing Professional Development.
Two are about to retire and are simply waiting to retire. To make your school perform, as a school head,
what moves will you take? Explain by writing an essay of 200 words
Improving a school's performance involves addressing various factors. Encourage and incentivize
professional development for all teachers, such as offering paid training opportunities, recognizing
achievements, or linking development to promotions. Pair experienced teachers with those who resist
professional development to provide peer support and mentorship. Assist teachers nearing retirement
in transitioning out of their roles smoothly and potentially offer them part-time or mentoring
opportunities to share their knowledge. Implement regular performance evaluations to identify
strengths and areas for improvement among all teachers. Use the results for targeted support and
development [Link] resources for professional development and classroom materials, ensuring
all teachers have access to necessary tools for effective teaching. Create a culture of collaboration and
peer learning within the school, where teachers can share best practices and support each other.
Communicate a clear vision and goals for the school's improvement and involve all teachers in the
process, emphasizing their role in achieving success. Create open channels of communication and
feedback with all instructors to address their issues and recommendations. Make professional
development more relevant and engaging by customizing it to teachers' interests and unique
requirements. Track progress and make well-informed decisions about teacher development and
resource allocation by utilizing data and performance measures. Keep in mind that not all instructors will
benefit from a one-size-fits-all strategy, so it's critical to modify tactics to match unique requirements
and situations while keeping an eye on the performance of the school as an entire phenomenon.
5. Here are various methods that leaders employ:
● Model the way. Set the example:
● Share your vision. Enlist others.
● Challenge the process. Look for ways to grow.
● Enable others to act. Empower others.
● Set goals.
● Build trust.
● Give the direction.
● Encourage the heart. Give positive reinforcement.
Identify the leadership style employed in each method. Explain your answer.
Methods that leaders employ Leadership style Explanation
model the [Link] example Autocratic style Autocratic leadership, also known as
authoritarian leadership, is a
leadership style where leaders have
absolute control and authority to
make decisions and supervise their
subordinates with minimum or no
input from others.
Share your vision Democratic style A democratic leader is someone
who asked for input and considers
feedback from their team before
making a decision. This leadership
style is often credited with fostering
higher levels of employee
engagement and workplace
satisfaction. But this is because they
drive discussion and participation
Challenge the process. Looks ways Consultative style Consultative leadership is a
to grow. leadership style that targets team
building and uses the skills of others
to create plans and make decisions.
Leaders consult with their team to
obtain their suggestions and
opinions to help them make
informed and strategic decisions.
Enables others to [Link] Free- rein style Free-rein / Laissez-Fair Leadership
others Style. Free-rein leadership, also
called Laissez-Faire, is a type of
leadership style in which leaders are
hands-off and allow group members
to make the decisions. Managers set
objectives, and employees are free
to do whatever is appropriate to
accomplish those objectives.
Set goals Democratic style A democratic leader encourages
open conversation and helps their
employees set goals, evaluate their
own performance and motivates
them to grow. Democratic leaders:
Build trust Democratic style When leader and member have
equal decision-making power and
access to the same information, it
increases the feeling of trust among
them. Each group member knows
the motives behind their leader's
decision and doesn't need to
question them.
Give the direction Consultative style Consultative leadership fosters pro-
activity. In other words, when
member get asked for their input, it
encourages them to voice their
opinions more regularly. Therefore,
they're more likely to participate in
similar decision-making discussions
in the future.
Encourage the heart Democratic style Also called “shared leadership” or
“participative leadership,”
democratic leadership encourages
each team member to participate in
decision-making by sharing their
opinions. A democratic leader
encourages open conversation and
helps their employees set goals,
evaluate their own performance
and motivates them to grow.
6. In groups of five, develop a servant leadership assessment instrument.
Survey questionnaire for leadership assessment 1 2 3 4
1 He/she emphasize the importance of giving back to the community
2 He/she gives others the responsibility to make decisions about their
own work
3 He/she has a through understanding of the organization and its goals.
4 He/she hold high ethical standards.
5 He/She gives others the freedom to handle difficult situations in the
way they feel is best.
6 He/She would not compromise ethical principles in order to meet
success.
7 He/She makes others' career development a priority.
8 He/She is able to think through complex problems.
9 He/She can tell if something work related is going wrong.
10 He/She encourages others to handle important work decisions on
their own.
11 He/She gives others the responsibility to make important .
12 He/She is interested in making sure others reach their career
[Link] about their own jobs.
