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Education Dive
School leaders can learn from Martin Luther King Jr's shared-power leadership style
Former history teacher Michael McQuillan writes how King and other key civil rights figures set an example for administrators.
Michael McQuillan
Jan. 17, 2020
Martin Luther King Jr.’s belief that every individual has an innate
capacity for leadership was a cornerstone of the civil rights movement.
His leadership style — under which thousands of others were able to
display moral heroism and rise to greatness — shows how powerful a
facilitator can be and is one that can be adopted by education
leaders.
King understood that the civil rights movement’s success would depend
on continuous mass mobilization, beyond the bus boycott in Montgomery,
the Edmund Pettus Bridge march in Selma, or any one demonstration. At
times, he engaged in a game of cost accounting, tallying the risks and
rewards of his actions.
But school principals — pressured to raise test scores or other
measurables — may, to their detriment, rush through issues and create a
revolving door of leadership. According to one report, “three years in,
60% of principals in New York Mayor Bill de Blasio’s signature School
Renewal program were replaced, in contrast to the 35% citywide total.”
King also never relied on celebrity for his own self-esteem. Instead,
he “shared space,” expanding his influence by empowering others to
emerge as leaders — this ensured that the civil rights movement would
outlive him.
Later achievements by Andrew Young as ambassador to the United Nations
and mayor of Atlanta, Rev. Jesse Jackson as presidential candidate and
Rainbow Coalition founder and Georgia Congressman John Lewis testify to
King’s legacy.
Building strong organizations through dialogue
The theme of empowerment still resonates today. “There can no longer be
rigid hierarchy, nor isolation of leadership," said Barbara Levy
Kipper, chair of the Charles Levy Company, a Chicago-based book
distributor. "The people closest to a given situation know how to
handle it best. The more voices that are heard, the stronger the
organization."
Most leaders are given a honeymoon period during which time an
individual can get a grasp on his or her organization. A leader who
holds one-on-one consultations with key staff members like department
chiefs, leaders of associations, or those with “devil’s advocate” or
“elder” roles will gain support for plans or programs. During these
consultations, meaningful lines of questioning can elicit valuable
information about overall attitudes and more specific things, such as
sources of fulfillment or frustration and the capacity to overcome
obstacles.
These exchanges can also illuminate potential concerns, acquaint the
leader with potential allies and help identify “unsung heroes and
heroines” who may relish opportunities to prove themselves ready for
higher-level positions.
A leader who provides those opportunities both facilitates growth and
improves daily operations. Informal contracts can be a valuable way to
place staff members in positions that are challenging, yet offer the
opportunity for success.
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