Colleagues,

 

This commentary by Mary Mingle on participatory leadership is very thought provoking.  In my experience when what she is advocating is well implemented on a consistent basis program quality is invariably enhanced.  When these qualities are lacking and are inconsistently implemented organizational logjams are thereby intensified.

 

Questions:

 


To what extent do you agree or disagree with the core principles of effective program management and administrative oversight laid out in this messaged?
To the extent that you think that she has identified the core attributes of effective leadership (and if not, please add what you think those attributes are), what impedes their full implementations among our adult literacy leadership?
What consequences does inconsistent leadership result in within our programs?
In as concrete terms as possible what would be the impact of consistently implementing such a core set of managerial and leadership attributes?
 

George Demetrion


 


Date: Fri, 25 Sep 2009 17:14:43 +0000
From: mmingle at comcast.net
To: specialtopics at nifl.gov
Subject: [SpecialTopics 1390] Reflection on Leadership







As a professional developer for adult education practitioners, I have the opportunity to observe the different leadership and management styles of administrators in the programs I serve. Strong adult education programs tend to have leaders who engage in participatory decision-making, asking staff members working in classrooms and with individual adult learners for feedback, ideas, and opinions. These leaders are not afraid of opinions and ideas that differ from their own; in fact, they welcome differing opinions and seriously consider these new or different ideas to make better decisions. 

These strong leaders freely share administrative information that impacts the program and seek input from staff before making final decisions. Strong leaders are good communicators and support the flow of information and ideas throughout the organization.
I’ve seen regional programs that seemed “adrift” come to life again with the leadership of a new individual who does not rule the program from a position of power, but who rolls up his/her sleeves, admits when he/she does not know the answer (but makes the effort to find the answer), and works to develop the skills of his/her staff members (who are truly considered a “team”).
Strong adult education programs also actively seek out connections and collaborations within the community. Leaders of these programs are good (and sincere) networkers who are not afraid to share power or funding, but recognize that collaboration is the most effective way to meet program and community goals. Once again, these leaders are able to work with others as a team and can facilitate team activities as well as participate while others do the facilitating.Mary








Mary Mingle

CIU # 10 Development Center for Adults

Central Northeast Professional Development Center
8 N. Grove St.  2nd Floor Suite 1
Lock Haven, PA  17745


(570) 893-4052
Fax: (570) 748-1598
mmingle at comcast.net
www.cnepdc.org 

 

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