Komathi (NKPS) & Tiffany (SBPS)

Reason: As schools face new initiatives, pedagogical shifts, and technological transformations, the ability to guide teams through change while maintaining morale and ensuring quality outcomes has become increasingly important.

1. Democratic: To manage change effectively, it is important to build collective ownership, and to encourage staff voices to gather implementation feedback for continuous improvement.

2. Affiliative: For change to be effected smoothly, it is important that staff feel valued and supported, so as to maintain positive team dynamics when facing challenges.

1. Begin your response with your name and school on the first line

2. Identify one leadership domain you want to strengthen and explain why.

3. Select two / three of Goleman's leadership styles that would support this development. Explain why.

In Singapore’s rapidly evolving education landscape, EdTech is no longer a supplementary tool but a fundamental driver of effective teaching and learning. With the EdTech Masterplan charting the course for digital transformation in schools, it is crucial to have leaders who can navigate change, inspire adoption, and drive impactful implementation.

Coaching Leadership

• Develops educators' confidence in using EdTech – Change is only successful if teachers feel supported. Focuses on mentoring teachers, helping them build competence and confidence in digital pedagogy.

• Encourages personalized growth – Instead of a one-size-fits-all training approach, there’s a need to tailor professional development to different groups of teachers’ comfort level and skill gaps.

• Fosters a culture of continuous learning – By recognizing small wins, this style helps educators gradually embrace digital transformation without fear of failure.

Visionary Leadership

• Aligns technology with a clear educational purpose – A visionary leader sets a compelling long-term goal, ensuring that EdTech adoption is not just about using new tools but enhancing teaching and learning outcomes.

• Inspires buy-in from educators

• Creates a sense of direction and urgency – core part of the school’s transformation journey, aligned with national goals like the EdTech Masterplan.

Working with stakeholders especially with parents and winning them over as partners in the education journey of the students .

Most often than not , we look as parents as the cause of a problem rather then an agent to use to help in the education journey of our students .

-Would like to strengthen this domain. The area I work in would benefit and from the rich resources available and access to different levels of expertise.

Muz (Huamin Primary )

1.Coaching Leadership – to help develop teachers long-term strengths, fostering growth and motivation. By improving, better support individual career goals and create a more engaged, high-performing team.

2. Authoritative Leadership – to set a clear vision while inspiring others. To builds confidence, aligns teams with strategic goals, and fosters innovation without being overly controlling

I would like to strengthen this as the need to help students to grow holistically can only be done through effective partnership.

1. Visionary Leadership

As change often brings uncertainty, and a visionary leader helps teacher understand the bigger picture and the benefits of transformation. I can create a sense of direction and motivation, making it easier for my team to embrace new initiatives.

2. Coaching Leadership

Change can be challenging, and by adopting a coaching mindset, I can provide supportive structures that encourage continuous learning and adaptability. I can help team members gradually adapt through guidance, feedback, and personalized development plans

In the above domain, affiliative and visionary would help - from Henry

Taking on a portfolio with work areas with existing teams that have been doing well. It is important to help the team to first "see" a new goal/objective and the rationale and value of working towards that. In this context, there is a need to balance the current realities (existing team structure and working processes) and to tackle issues that may not exist yet or to refine processes for better outcomes.

Visionary Leadership can help to provise and express the new goals and objectives that the team can work towards, promising the possibilities of better and more value-added outcomes.

Democratic Leadership would be useful to help to hear the ground and understand the changing realities as the team adjusts to new structures/processes. It also gives the team the autonomy and agency, giving them the involvement and role in forging forward.

CHIJ St Nicks

I would like to develop my skill in creating a clear and concise vision which is meaningful and simple enough to paint a clear picture for my team members.

The 2 domains in Goleman’s leadership styles I would like to hone is Visionary and participative. I would like to foster collaboration, buy in and build consensus building

Strengthen support for students with needs: to make learning accessible to all

Visionary: focus on the Singapore Curriculum Philosophy, what it means to be an educator

Affiliative: how teachers can leverage each other’s strengths on pedagogy and instruction for this group of students

*Coaching

We have new teachers taking up some coordinator roles. They need to understand their roles and and expectations etc. Would like to coach and walk with them on this journey. As I journey with them I will also sharpen my own competencies and be more aware of my own strengths and areas for growth.

CHANGE LEADERSHIP

• The immediate need to adapt to the various changes in educational pathways due to FSBB in schools

• Ensure our teams/teachers adapt quickly and effectively to the changes (adaptability)

Democratic leadership is crucial because it fosters collaboration, engagement, and adaptability. It is important to build Trust and Morale (commitment and buy-in) amongst staff. Open communication and shared decision-making create a positive work culture, reducing resistance to changes. :)

As schools go onboard Edtech masterplan, ePed etc, we need to be able manage change and lead the teachers forward.

Affiliative - leverage on relationships with teachers to buy in, work towards shared goals for the well-being and development of our students

Visionary - help teachers to understand the benefit of the different new initiatives, help them to see the goals (clarity) and inspire them

Reason: As part of future of learning, there are a lot of new changes that teachers need to adopt and adapt to. As an HOD (ICT) it is important to drive these changes effectively

Visionary leadership: Get teachers to envision how future of learning looks like with technology.

Democratic: Discuss together what can be done to achieve the vision. What are the concerns they might have and what support is needed.

Culture builder

• as I am new to the school as HOD science, I see a need to gel the whole department as a closely knitted department to focus on developing teachers to improve capacity and to improve level wide approaches etc

• Leadership style includes Democratic and Coaching leadership

• Reason: to have buy in from staff (hear their feedback) and support teachers in their development to strengthen teaching and learning in class.

With the AI development these years, the Ed Tech is changing the education landscape.

To prepare students to be future learner, teachers have to be ready for the landscape changing.

I want to strengthen the coaching leadership

• Provide time and safe space for teachers to try.

• Utilise strategic resources effectively.

• Implement supportive structures to help staff

embrace changes.

Domain : Culture Builder

Creating a culture of care is important in school. It is essential for teachers to be able to work together to build this culture

leadership style will be coaching and affiliative. Through CCE PD and dialogue, we hope to provide the necessary support and guidance for teachers to guide their students. With these 2 styles, we can model the way for teachers to feel the culture of care provided to them. In return they will also provide for their own students.

2) Change Leader

Reason: Singapore education landscape is constantly changing. What we teach need to catch up with time. If we don’t, we will be left behind.

3) 3 leadership styles I have chosen

• Visionary - Need to vision what we want to achieve and share this vision with our teachers.

• Pace Setting- As leader, we need to lead by example to show our teacher we are doing it too. By leading by example, we could share our experiences and guide them in problem solving.

• Coaching: Every teachers are at different stage of their teaching journey, customize coaching is needed.

To cope with the rapid changes in educational landscape and equipping our young generations with the 21st CC.

1. Coaching -need to understand where my staff are at, what are their areas for growth in order for me to provide a customised developmental roadmap

2. Affiliation- strong relationships with colleagues and partners in the community will catalyse the process of change

Change is inevitable nowadays and it comes in many different forms, for eg, revised structures etc and often involves moving people out of their comfort zone.

1) Visionary leadership to set the new direction to staff where we can work towards the new shared vision.

2) Coaching leadership to develop our staff and equip them with the skills to walk alongside us to reduce the resistance to change as we navigate the change together.

Coaching leadership: To support staff in embracing the changes in the pedagogical shifts and new initiatives. This will foster continuous learning among staff.

Democratic leadership: To manage change and gather inputs feedback to understand needs. Through feedback gather we can provide support structures for staff.

Visionary

Able to inspire the team members to a common goals, achieve KRAs

COACHING

Able to provide guidance & develop colleagues to achieve school’s goals.