Creating a Shared Vision and Culture Research Paper

Pages: 4 (1376 words)  ·  Bibliography Sources: 4  ·  Level: Doctoral  ·  Topic: Higher Education

SAMPLE EXCERPT:

[. . .] Having agreements between the faculty members and focusing on an agreed mission is better than having different teachers doing different things all aimed at effecting culture change.

The leader should ensure that teachers and school administrators are all on board with proposed changes as this is the only way that there can be a shared culture. Collaboration is the key word for effecting change and having a shared culture adopted within the institution. Since the shared culture was developed in collaboration with the relevant stakeholders, every one of them feels involved and encouraged towards achieving the desired goals. The leader should be prepared to accept open ideas, listening to other stakeholders and valuing the differences of others. This way the leader would be viewed as accommodating and faculty members are more likely to share with the leader. Listening and failing to implement the suggestions would not be nice, the leader should provide insights on why a decision has been reached and encourage others to join in on the decision.

Create a research-supported statement of how a leader can harness a collaborative culture in order to fuse alumni and the community at large into a vibrant community of scholars

A collaborative culture is one that manages to balance focus and collaboration, providing the stakeholders with space for working on individual tasks and gathering with colleagues for brainstorming sessions (Yang, 2007). For an institution that aims at building a community of scholars, it is vital to have collaboration between the school, alumni, and the community at large. To have such collaborative culture there is a need for openness, transparency, and trust building. The search for solutions should be the main aim for all those involved and not passing blame. Solutions will assist in fixing problems or issues and will ensure that no one is blamed for a mistake. There should be monthly meetings that bring together the alumni and the community to inform them all of what is going on in the institution whether good, bad, or ugly. This openness will allow them all to understand what has been happening and what needs to be done in order to rectify the issues being faced (Barczak, Lassk, & Mulki, 2010). In case there are some members who cannot manage to attend the monthly meetings, it would be nice to have emails being sent out informing and presenting the status of the institution. The institution would need support from the alumni in order to grow its community. Support is mainly requested in areas the institution would have been unable to meet its obligation. With a collaborative culture, others would be willing to support and lend a hand where they can because they understand the reason behind all they are doing.

The school leader should approach the alumni leaders and community leaders and inform them or demonstrate to them how working together could be mutually beneficial for all the parties. This way the leaders would be willing to support the collaboration and their members would not do contrary to what the leaders have proposed. If the school leader does not get support from community and alumni leaders, the members who support these leaders would not be willing to support the school's initiative. Collaboration does not necessarily mean that all the members will have to sit in one room and complete or collaborate as required. However. it requires that individuals from the two groups be working towards a common goal and informing each other of the steps made. Sharing resources is another way of collaborating. Resources can be in the form of financial support, human support, or moral support.

References

Barczak, G., Lassk, F., & Mulki, J. (2010). Antecedents of team creativity: An examination of team emotional intelligence, team trust and collaborative culture. Creativity and Innovation Management, 19(4), 332-345.

Huffman, J. (2003). The role of shared values and vision in creating professional learning communities. Nassp Bulletin, 87(637), 21-34.

Sergiovanni, T. J. (2000). The Lifeworld of Leadership: Creating Culture, Community, and Personal Meaning in Our Schools. The Jossey-Bass Education Series. Maryland Avenue, SW: ERIC.

Yang, J.-T. (2007). Knowledge sharing: Investigating appropriate… [END OF PREVIEW]

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