Jeremy Lapka

EDL 279
9/15/18
Management Definition

A majority of us have worked in some type of position or company where we have

worked in a system. These experiences can be vastly different depending on the how the

system to run and lead. When thinking about my definition of a highly effective Manager-

Leader, my initial thought would be to reverse these two words as a Leader-Manager. To be in

an effective system we need Leaders to lead the direction, and then manage the layers of the

system to work together.

In creating a definition of a highly effective Manager-Leader, I think of all the different

job experiences I have had along with the two pre-readings. My definition first starts with

Leader, to facilitate the learning for a common aim/purpose and empower those in the

organization to highly effect this outcome. Peter Senge was quoted talking about leaders in Lee

Jenkins book From Systems Thinking To Systemic Action that, “they do instill confidence in those

around them that, together, we can learn whatever we need to learn in order to achieve the

result we truly desire” (Jenkins, 2008, p. 49).

The second half of the definition would center around being a manager. To manage a

system a Leader needs to create an environment where members are valued/trusted to share

their thoughts and be able to grow within the system without fear of growing from their own

personal weaknesses. A leader needs to see the potential in each member as a value in the

system and help them reach their full potential. Jenkins quotes Huckabee that, “Administrators

are still teachers, but teachers of adults. The single most important job a leader has is to make
other people successful” (Jenkins, 2008, p. 48). When managing the leader is putting the system

first to reach the goal and purpose of the organization.

To be a Manager-Leader your outcomes need to be continually monitored for their

effectiveness. A system should be growing and achieving short term goals in trying to reach

their mission/vision of the organization. When creating processes in a system they should be

determined on their effectiveness of the mission/vision. Our overall purpose as a system is

driven by this mission and decisions should be weighed against this statement. The challenge of

effectiveness can sometimes be quick decisions. If there is not a process in place, and quick

decisions are made these can sometimes turn into fast fixes that create problems somewhere

else in the system. Jenkins (2008) states, Leaders must ask why, why, why, why, and why some

more until they uncover the root causes of their problems (p. 4). Quick fixes might seem

appealing at the time, but can create bigger problems in the end.

Being part of the same school system for the last 8 years, I have seen many great things

along with some I question. One effective process, that was started this school year was the use

of the welcome back to school letter from our principal. He stated in this letter all the nuts and

bolts of the start of the year along with the managerial items with links. This allowed PLC’s to

focus on student learning and teachers to be in their rooms for half days before students

started. Another highly effective communication tool, emailed Wednesday mornings, was

started at the district level and is called Take Five. This email communicates to teachers the

same constant message weekly from district level departments. Finally, one ineffective practice

I have observed and experienced was the rollout of SBG. Our district rolled this practice out 4
years ago with many unanswered questions from the teacher level. This created a lot of tension

between parents/teachers and teacher’s/district office as items were being ironed out.

We have all worked at jobs where we can feel when the system is moving on all

cylinders and is being effective. When this is not occurring people within the organization can

feel it and reflection is needed. Jenkins quotes in his book, “A system is a network of

interdependent components that work together to accomplish the aim of the system. A system

must have an aim. Without an aim, there is no system (p. 21). As a Leader-Manger we need to

keep the mission/vision/aim at the center of our decision making process.

Reference

Jenkins, L. (2008). From systems thinking to systemic action: 48 key questions to guide the

journey. Lanham, MD: Rowman & Littlefield Education.