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For coverage of our learning session, we will direct our attention to Domain 6, “Community Linkages and Professional Engagement.” Generally, Domain 6 affirms the role of teachers in establishing school-community partnerships aimed at enriching the learning environment, as well as the community’s engagement in the educative process. It has four strands. Strand 6 point 1. Establishment of learning environments that are responsive to community contexts. Strand 6 point 2. Engagement of parents and the wider school community in the educative process. Strand 6 point 3. Professional ethics. Strand 6 point 4. School policies and procedures. Let’s examine Strand 6 point 2 at length. I’d like you to focus on the keywords while descriptors for each career stage are mentioned. A Beginning Teacher is expected to seek advice concerning strategies that build relationships with parents/guardians and the wider community. To illustrate, we can say that a Beginning Teacher is a newly hired classroom teacher, fresh from the teacher training institution and recently passed the licensure examination for teachers. He or she needs guidance on how to facilitate a parent-teacher conference. A proficient teacher is expected to “Build relationships with parents/guardians and the wider school community to facilitate involvement in the educative process A highly proficient teacher is expected to “Guide colleagues to strengthen relationships with parents/guardians and the wider school community to maximize their involvement in the educative process. In a faculty line-up, there’s a more experienced colleague who shares with younger teachers some techniques in facilitating a parent-teacher conference. A distinguished teacher is expected to “Lead in consolidating networks that strengthen relationships with parents/guardians and the wider school community to maximize their involvement in the educative process. Did you notice the words, “Seek,” “Build,” “Guide,” and “Lead” highlighted on the screen?? If you reflect on these words, you’ll realize that there is progress in the competencies of teachers across career stages, starting as someone dependent on colleagues for guidance to someone emerging as a leader of the organization. In essence, that is what each teacher should aspire for in the practice of the teaching profession. The academic preparation coupled with experience gained from the service should propel each well-intentioned professional teacher to embrace the role of a distinguished teacher. Remember, we should enjoy the support of the people where our school is located. Our engagements and relationship with them would require adherence to the code of ethics and professional standards. Be an ethical and professional teacher. That ends our exploration of the topic “The Teacher and the Community.” I’m inviting you to browse and read the files contained in the links provided on the webpage. It will give you in-depth information about our topics. See you in the next video. Welcome back to our learning session entitled “Organizational Leadership in School Setting.” In this video, we will acquaint ourselves with the significant concepts of leadership. We will take up transformational leadership, and transactional leadership. We will examine how these concepts are related to school-community partnership. What is leadership? Northouse defines leadership as “a process whereby an individual influences a group of individuals to achieve a common goal.” In other words, we speak of an individual who can inspire other individuals to work together for a specific target. In concrete term citing ASU Makato as our example, Dr. Amelia T. Navejas is our head. She is our leader. Her ability to share her development goals for our campus and translate this into reality through her subordinates, referring to other employees in the campus, is attributed to leadership. What about organizational leadership? Sofia Tokar explains that organizational leadership is a management approach in which leaders help set strategic goals for the organization while motivating individuals within the group to successfully carry out assignments in service to those goals. Another definition given is by Jennifer Trout who said that “Organizational leadership is a management strategy that focuses on the organization as a whole, and the processes needed to unify the individual and organizational goals.” Takas used “management approach” while Trout cited “management strategy.” If you look at these two definitions closely, you’ll notice similarities. For these two definitions, the end result is the achievement of goals set by the organization. Let’s differentiate Transformational Leadership from Transactional Leadership. Burns (1978) defined transformational leadership as a process where leaders and followers engage in a mutual process of 'raising one another to higher levels of morality and motivation.' Transformational leaders raise the bar by appealing to higher ideals and values of followers. In doing so, they may model the values themselves and use charismatic methods to attract people to the values and to the leader. A person engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower. This type of leader is attentive to the needs and motives of followers and tries to help followers reach their fullest potential. Transactional leadership, on the other hand, focuses on results, conforms to the existing structure of an organization and measures success according to that organization's system of rewards and penalties. Transactional leaders have formal authority and positions of responsibility in an organization. This type of leader is responsible for maintaining routine by managing individual performance and facilitating group performance. In other words, transactional leaders are micromanagers who is a boss or manager who gives excessive supervision to employees. A micromanager, rather than telling an employee what task needs to be accomplished and by when will watch the employee's actions closely and provide frequent criticism of the employee’s work and processes. Remember, we should enjoy the support of the people where our school is located. The style of leadership by a school head is an important factor for the continuing support of his/her colleagues (like teachers and other employees in the school), and ultimately the community where the school is located. A school head who does not entertain ideas from other members of the school or community is intolerant to change. This is not healthy for the school. In your view, what style of leadership is appropriate in school setting? That ends our exploration of the topic “Organizational Leadership.” I’m inviting you to browse and read the files contained in the links provided on the webpage. It will give you in-depth information about our topics. See you in the next video.