reflective leadership pdf

Fullan’s framework not only integrates the many different approaches to leadership, but it also provides a tool to aid reflection about leadership. 0000001031 00000 n 1(1), Fourth Industrial Revolution, Society 5.0, strengths as human beings, moral education, Nakayama, O. 11-12. Second, the firms employ anticipatory learning tools to recognize potential external events. 0000005598 00000 n 0000003907 00000 n 0000005024 00000 n H��R]k�0}�?ܧ�&Y�e١'��lEЇ��V ���i^��'����ᗋ/:_���uz-��d�,���%fd:5/��)p�B%����8��/r��i��f:�Q �g7~Ѐȝ���Y�2V��Y]��h*�1 0000001212 00000 n 0000005437 00000 n with examples for modeling corporate governance in multi-cultural settings and draw tentative conclusions about globalization. 0000001395 00000 n Corporate leaders usually search for new leadership styles to keep the members trust on them as well as business entity. Many leaders find this one of the most difficult ways to think, because they are people of action – always busy – so to stop and be reflective is a challenge. Or are they? ĞÏࡱá > şÿ è ê şÿÿÿ æ ç ÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿÿì¥Á [@ ø¿ 0 Š bjbj44 . 0000007896 00000 n 0000006726 00000 n What is happening? Learning to be present, to be aware and attentive to our experience with people throughout the day is the focus of reflective leadership. Reflective journaling in a leadership reflective journal involves the use of reflective skills to write down thoughts and ideas to help with clarity of thought. And finally, withont a clear definition, it is difficult to research the effects of reflective teacher education and professional development on teachers, practice and students' learning. Ensuring commitment to a,        ,          ,        , ,        , team autonomy and team independence in handling the,          ,         ,       ,          , , ,       ,      ,         ,         ,      ,           , employees lose the trust on management and it can,      ,      ,          ,          , between a leader and the subordinates.        , ,         ,     ,          ,        ,       ,         ,        , , The author would like to thank the reviewers and editors,       , entrepreneurship, consumer behavior, strategic manage, human resource management, entrepreneurship, con-. b���Q-Q`�A�h�A��οo6p�֕*Z�1L`!���`m,|V�Tv�)a^ “Reflective leadership is a way of approaching the work of being a leader by leading one’s life with presence and personal mastery. In the past 10 to 15 years numerous commissions, boards, and foundations as well as states and local school districts have identified reflection/ inquiry as a standard toward which till teachers and students must strive. id1016.p11. In addition, a 2,000-word reflective piece was submitted midway and a reflective review completed at the end. be new kinds of free enterprise. 0000005222 00000 n There seems to be a large discrepancy between leading and learning roles of EFL (English as a foreign language) teacher, learner and principal, which often makes EFL schools fail to build a coherent, collaborative system that supports powerful, equitable learning for all learners. Leaders in the infant-family field hope that their program is one in which quality relationships characterized by trust, support, and growth exist among supervisors, staff, parents, and children. ��_�oh.�|�#�,*��[�g��W��K� ���B����^Y�0�Ӹ�7�4�iF���g�m�xOqb�F�����a1�A� �h�YH{����b�4긺_D��d� ��u�BO�y@;�{��SM���z�+_��Ӆ�O�J+ �{���3���pk*�$/C�K���9S��A��8�>��߭� Thinking, particularly reflective thinking or inquiry, is essential to both teachers' and students' learning. Nor should researchers reject reflection as an exclusively cognitive process. edn. 5th 0000006495 00000 n Moreover, we noted ‘a remarkable convergence’ between Fullan’s elements of leadership and Pollard’s characteristics of reflective teaching. learners, teachers, and principals, which offers a vision of desirable practice for these three stakeholders with particular roles rather than a set of recipes or a change theory. T ø ø ø 1 1 1 8 H1 $ l1 ü µ€ Ô t2 ( œ2 ²2 ²2 ²2 ‘3 ‘3 ‘3 l n n n n n n $ ‰‚ R Û„ ¤ ’ 9 ø ¯B �3 ‘3 ¯B ¯B ’ ` ` ²2 ²2 Û Ë Š ùG ùG ùG ¯B â ` l ²2 ø ²2 l ùG ¯B l ùG ùG I º °y ¬ Ì , ø ğ| ²2 h2 0½­Kõ�Ä 1 ‘C ‚ \| J } \ U€ ` µ€ ¦| J … G Ä … ” ğ| ` ` ` ` … ø ğ| ‘3 ‘8 ’ ùG #. 0000003106 00000 n 0000004117 00000 n ���i�0;pB�[�x�B�>��>e{�>�s���� ���wP��X�>�F�a�O'݆J/"�B� A challenge for public sector organisations is how to strike and maintain a suitable balance between management for ongoing operations and leadership for deep–reaching change. 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