Nurturing School Leaders of Tomorrow

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The session highlighted organisational leadership and management skills for principals. It also threw new perspectives on the role that ICT can play in school management

Swami Swaroopananda,
Director In-Charge,
Chinmaya International Residential School, Coimbatore

Leadership is something that people say is inborn. Yet all are not born leaders and yet everyone is leader in their own space. Best leadership is always through example. To create leaders out of people all we have to do is make them people of some values. People find something in them which they are inspired by. Common answer given by students on asking as what they are missing in the education system is that they do not have role models. It became a task that at least that they look up to their parents and teachers as role models. It has become a challenge to make teachers as role model. We began to empower people in order to make them leaders. Recognising the talent and allowing them to express freely whatever they are good at. Discipline, which is self-developed, is always constructive.


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A Murali Mukund, Chairman, Jubilee Public School, Hyderabad

A good institution should have four things those are vision, strong leadership, good teacher effectiveness and good student learning. A good teacher need not be a good school leader but a good school leader essentially has to be a good teacher. A School leader should have a clear vision to lead the staff, to implement the management policies for delivery of quality education to the children. Passion and commitment are two key aspects to become a good leader. Teacher, trainer and team leader are the key roles of a leader.


Dr Kiran Singh, Principal, Mandsaur International School, Mandsaur

Nurturing the future leaders in such a way that they get enough time and space to cultivate the values and required qualities to pass it on to the next generation. We need to reduce the gaps between school and parents, parents and teachers and students and teachers. Leadership is an action not a title. It is a promise, which we make to the people. HR development is very important aspect in nurturing leadership.


Sameer Bora, EVP, Research & Development, Next Education

Digital learning has to blend with conventional way of learning. It is not a substitute to conventional learning. We look at the teachers as catalysts and we do not seek to replace teachers when we are designing tools. Educational data mining is an important activity, which helps in making big decisions regarding students. It is important to figure out how the teacher views the technology. It can not be the case that you built a technology and force teacher to a very steep learning curve, which makes them uncomfortable in front of the class. Content must be such that the teacher must add value rather than replacing teachers.


Dr Nripen Kumar Dutta,Founder and Principal, Miles Bronson Residential School, Guwahati

There is a transformational change over the last 20 years because of the technological change, innovation, globalisation, migration, the landscape of school has changed where the old model of administrative style has been replaced by the new public management style of learning. A paradigm shift from that of intervention to prevention is happening. This shift has made the role of principals different, which is based on action and behaviour. Instructional leadership has become more relevant. Old system and new system can blend and club together in attaining goals. Teacher quality, rigour of content and students as learners are the core of the system and there should be an interaction in the system.


Lt Col (Retd) A Sekhar, Principal, Atul Vidyalaya, Valsad

The need of the hour is to enhance the role of teachers in the teaching process. We have to provide them better education and better tools to enable them to bring further improvement in the teachinglearning process.

Shivananda R Koteshwar, Director, The Amaatra Academy, Bangalore

Leadership is all about getting into a state of a resonance. With resonance I mean that gets created when staff’s aspiration, institute’s requirement and learner’s interest intersect. This state of resonance is a real leadership. Difference between a manager and a leader is that manager says go and the leader says lets go, which means the leader is involved in things. Manger knows how to do things where as leader knows what things to do. The manager gets others to do and the leader gets others to want to do. A principal requires a coach, a structured plan and absolute management support for implementation of planning

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