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Collaboration is critical in school administration. Being able to be productive, leverage the strength of the group, and foster a collaborative environment by modeling it themselves. "The modern leader needs to know how to create and encourage collaboration. There will be more and more groups, projects and partnerships that will form and uniform" (Wilson-Sanford, 2020).  Leaders need the ability to work with their team for problem solving, goal setting, and achieving those goals. The best leaders understand that they cannot do everything alone, and that there is tremendous value in diverse ideas. "21st Century school leaders are visionary. They see now and the future as collaborative" (Driscoll, 2020). Working with teachers to reach their personal and professional goals takes collaboration and achieving the school improvement goals takes partnerships and collaboration with the community and parents as well. "Knowing how to keep collaboration productive and focused while maintaining the value of working together is a modern leadership skill" (Wilson-Sanford, 2020). According to the study, Leadership for a new vision of public school classrooms, the importance of collaborative leaders is evident. "In the designated innovative schools, we observed that school principals provide key leadership roles as collaborators and instructional leaders. They seek the support of district personnel and local leaders (e.g. parents, community groups) for the acquisition of additional technology resources and for increased support for teacher PD" (Sheppard & Brown, 2014).

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Problem solving is a daily requirement of school administrators. Being innovative is a skill that leads to success. Creativity and new approaches to issues are what fosters a progressive culture. Encouraging teachers to take risks and not be complacent with old methodology because it is familiar. Leaders need to have imagination and a willingness to try new ideas. "The modern leader needs to be creative or be very encouraging of those who are. Especially important will be allowing ideas to bubble up at all levels of the company and to prove the ability to go to experimental execution" (Wilson-Sanford, 2020). Change is often required for organizational growth. Innovation is the skill that leaders need to create that environment. "21st Century school leaders embrace change and innovation. They are change agents and change advocates, understand how to manage organizational change, and nurture a desire to innovate in their teams" (Driscoll, 2020). That need for change and innovation is clear with technology advancing so rapidly. In reference to effective modern school leaders, Sheppard and Brown state; "In support of technology innovation in their schools, they nurture teacher collaboration and the development of teacher leadership" (2020).

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Continuous learning and a willingness to learn through a growth mindset is a skill that leaders need to be successful.  Change is constantly happening with digital technology, education reform, instructional pedagogy, and within the school community itself. Administrators need to learn about their students and their needs, learn about their community, and best ways to make partnerships. "21st Century school leaders are learners. They focus on learning for themselves and the organization. They are reflective lead learners and instructional leaders" (Driscoll, 2020). They need to be willing to learn modern best practices in order to be influential instructional leaders. The willingness to learn from mistakes and learn how to create new solutions is critical. Lastly, leaders need to model life long learning for their staff and students in their school. Lead by example ad demonstrate a love of learning new things.

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Having a clear vision with unwavering guiding principles are necessary for long-term leadership success. "The constancy of the modern leader will be an important element of keeping the company steady in confused seas. It will involve having guiding principles to steer the work even when the work itself may be changing" (Wilson-Sanford, 2020). Charisma, personality, and lofty dreams can create initial momentum for change and excitement in a school. However, remaining constant, knowing their purpose or 'why', and keeping that vision in focus through the challenges that arise with overcoming the resistance of initial change. Once the initial excitement has worn off, a leader must be able to keep that vision for what the organization (school), can be and work to align the work of their staff to achieve that vision. If it is not very clear, and they do not have a defined purpose, it is evident and the stakeholders lose faith in their ability to achieve that vision. "21st Century school leaders are visionary. They want to make a difference" (Driscoll, 2020).

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Reflection - Personal Strengths and Weaknesses

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Reflection - Personal Strengths and Weaknesses

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The Self-Evaluation from MindTools "How Good are Your Management Skills" quiz gave an analysis based on 20 questions to determine self identified 8 essential skills that can be attributed to leadership success. The primary flaw that I felt in this quick assessment was that so much was predicated on being in a position of leadership already. As teachers, we often have no authority to select our collaborative teams or delegate responsibilities to peers as an administrator does. That inherently gives a misread in an individuals skill report.

The skills that I received the highest rating (5) were in Communication and Avoiding Common Managerial Mistakes. Communication is a valuable skill that for all leaders to be clear in their message, avoid confusion, and to convey what they need with their stakeholders. Being open, honest, and frequent in how you communicate with your staff, students, and parents is important. I agree that this is a strong quality of mine.

The lowest scores that I received in the report was in Managing Discipline and Dealing with Conflict (2). This is an area that I can grow in definitely. However, I also feel that it is low primarily due to the questions being centered around our ability to discipline employees (or our teachers), which as a peer is not something that we ever do. As a leader, dealing with conflict and finding peaceful resolutions is a necessary skill. There are going to be teachers, parents, and students that need mediation and guidance and as the administrator having a level head, being empathetic, listening, and leaning on district policy are all things that can help with this skill.

While neither of these traits specifically align with the 21st Century Leadership Skills that I have selected as high priority, they are still critical leadership qualities that I believe are necessary for administrators. I chose the four 21st Century Skills based on ones that I view as idealistic in any administrator in today's schools. They are traits that I strive to have and hope to utilize as a future administrator myself. I feel that it is critical for a modern administrator to be collaborative, use the strengths of their team and be creative to problem solve using the collective ideas for inspiration. Innovation and willingness to try new things goes hand in hand with these other skills. Lastly, a leader needs to be firm in their vision. They must provide the focus when others lose traction in the goals, the leader sets the example for others to follow and even what times are tough, challenges arise, and change is difficult...a successful leader must hold firm to that vision to persevere.

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Driscoll, M. (2020, September 3). 9 essential 21st century leadership skills. Retrieved from: Think Strategic. https://thinkstrategicforschools.com/9-essential-21st-century-leadership-skills/

MindTools (n.d.). How good are your management skills? Retrieved from https://www.mindtools.com/pages/article/newTMM_28.htm

Sheppard, B. & Brown, J. (2020). Leadership for a new vision of public school classrooms: technology smart and learner centered. Journal of Educational Administration, 52(1), 84–96. doi:10.1108/jea-03-2012-0027 Retrieved from http://search.proquest.com.averett.idm.oclc.org/docview/1476449885/fulltextPDF/5847877DDC6945ACPQ/1?accountid=8444 (Links to an external site.)

Wilson-Sanford, J. (2020, July 21st). The modern leadership style: being not doing. Retrieved from SmartBrief. https://www.smartbrief.com/original/2020/07/modern-leadership-style-being-not-doing