Abstract:

Leaders, educators, and families are working together to find ways to overcome the complex issues in modern education. The barriers to a quality education workforce, learning loss and widening academic gaps and increased trauma and social-emotional needs are important concerns. This is magnified with existing systemic inequities and barriers to demonstrate meaningful growth and change. This paper will address these issues and offer a platform for educational leaders to create a culture of learning and growth in our academic institutions.

Educational leadership is the process of enlisting and guiding the talents and energies of teachers, pupils, and parents toward achieving common educational aims. This research paper will indicate the trends in education that have to be recognized by leaders. The last five years has seen a meteoric rise in technology, advancement that has created expanding learning environments but also an economic divide in the availability of such technology. Leaders need a pathway to alleviate some of the concerns and maximize new ways to teach, educate and grow. Covid gave all educators a difficult time to give all students proper access to their learning potential. However, as we come towards the end of the restrictions, the research will indicate how some leaders saw opportunity and invention from such difficult times.

The goal is to enhance educational leaders to provide quality and best practice leadership principles. Educational Leaders must have a group working together to provide the best experience for their students, teachers, and staff. The four leadership principles are emotional intelligence, building a culture of success, problem-solving complex issues, and crisis leadership. All four of these principles involve complex thought processing and effective communication. By highlighting examples of leaders that promote these values the research will indicate how to improve and grow in positions of leadership.

There are certain leadership values that create success in an educational organization. The first is fostering, enabling, and encouraging leaders to behave like leaders. The second is identifying a profound purpose for the institution that positively impacts people over the long term. An important value is building good relationships with external stakeholders that require collaboration and mutual support. The last value is promoting integrity, humility, and generosity in an educational institution. It’s imperative when creating a culture change, leaders and team members must believe and behave differently. There is considerable research on the impact that a positive culture within an organization can have. This research will also indicate the negativity of a toxic culture.

There are three critical elements for leaders to have to solve complex problems. The first is creative problem solving, where leaders must correctly define the problem or issue, gather information, and develop a unique approach to solve it. The second is social judgment skills, where leaders work collaboratively with others to meet the needs of the students. The last element has the knowledge to diagnose or assess the complex issue, understand situational factors, and experiential knowledge where the leaders define the problem and implements a plan. This paper will examine these concepts and offer some insight into how educational leadership can be functional and beneficial to all aspects of academic institutions.

Keywords:

Leadership, Education, Process, Values.