Introduction
TheKIPPLeadershipFrameworkandCompetencyModeldescribesthecompetenciesandbehaviors consideredmostimportanttotheperformanceofKIPPExecutiveDirectors,Principals,VicePrincipals/Deans andGradeLevelChairs/otherteacherleaders,leadersinourregionalsharedservicesteamsandKIPP Foundationstaff. Ourleadershipframeworkisthehighlevelcategoryarchitecturethatassistsinorganizingourcompetencies andshowinghowthosecompetenciesrelatetooneanother.Acompetencycanbedefinedasaclusterof relatedknowledge,skillsandattitudesthataffectsamajorpartofonesjob(aroleorresponsibility),that correlateswithperformanceonthejob,thatcanbemeasuredagainstwellacceptedstandards,andthat canbeimprovedviatraininganddevelopment(Parry,1996,p.50). Everycompetencyinthismodelincludeskeybehaviorsthatmakeupthecompetency.Thekeybehaviors withineachcompetencydescribetheactionsaleadertakesthatdemonstrateproficiencyinthat competency. Thismodellaysthefoundationforseveralassociatedtoolsthatwillenableustomoreeffectivelyselect, develop,evaluate,retain,andpromoteleadershipatKIPP.Leadershipdevelopmenttoolsassociatedwith thismodelincludeevaluationtools,goalsettingtools,360feedbacktools,proficiencyandleadership developmentroadmaps,realisticjobpreviewtools,interviewprotocols,andselectionrubrics.
DescriptionoftheFrameworkandCompetencyModel
EffectiveKIPPleadersDriveResults,BuildRelationships,andManagePeople.TheydosoinordertoProve thePossibleforourstudents.Assuch,weveorganizedourcoreframeworkandcompetenciesintothese fourcategories.Everyindividualalsohascriticalrolespecificcompetenciesthatmayvarybyroleacross regionsandasyoucrossfromschoolleadershipintoregionalleadership.Essentialcompetenciessuchas InstructionalLeadershipandOperationsManagementfitinthiscategory.TheRolespecificCompetencies categoryringsthecorecompetenciesbecausethesecompetenciesoftenmakeupaveryvisiblepartofan individualsroleandbecausetheyoftenrelyuponmanyoftheunderlyingcorecompetencies. TheProvethePossiblecategoryandStudentFocuscompetencyareatthemiddleofourmodel,helpingto alwayscentertheeffortsofourleaderswithaconstantfocusonwhatsbestforstudents.TheDriveResults categoryincludescorecompetenciesthataredirectlyassociatedwiththeindividualsabilitytoproduce exceptionaloutcomesandtheirabilitytomodelandsupportothersinproducingexceptionaloutcomes. TheBuildRelationshipscategoryincludescompetenciesthatenableourleaderstoworkeffectivelywith others.TheManagePeoplecategoryincludescompetenciesthatallleadersmustdemonstratetoensure thatstaffandteamperformanceareexcellent.RolespecificCompetenciesincludespecializedknowledge andskillsthatareextremelyimportantandhighlyvisibletosome,butnotallleadershiprolesatKIPP.For exampleKIPPExecutiveDirectorsandPrincipalsmustdemonstrateoperationalskillsandknowledgethat arenotrequiredforKIPPGradeLevelChairs.Thiscategoryallowsflexibilityforregionalorganizationsto applythismodeltoSharedServicesTeammemberswhoserolesmayalsorequireessentialdomain expertise. 2
BackgroundandResearchBase
TheKIPPLeadershipCompetencyModelisbothempiricallyderivedandheavilyresearchbased.Tocreate thismodelwereliedpartlyuponthepracticalexperienceofhighperformingKIPPleadersatalllevelsand thoseatKIPPFoundationwhoworkwiththoseleaders.Throughbothdiscussionsandfocusgroups,our leadersofferedperspectiveonwhatcompetenciesaremostimportanttotheireffectiveness.Focusgroups validatedthismodelbyprovidingrolespecificexamplesofeverykeybehaviorinthemodel.Wealsorelied significantlyuponresearchintheorganizational,business,andeducationdomainsthatindicatedwhich competenciesandbehaviorsaremosttiedtoeffectiveleadership,managementandstudentachievement. Thisresearchhelpedustobothprioritizecompetenciesandstructurethekeybehaviorsthatdemonstrate proficiencyinthosecompetencies.AppendixAcontainsalistoftheresearchbasethathasbeenreferenced tobuildthismodel.
PROVETHEPOSSIBLEStudentFocus
KeyBehaviors:AnEffectiveKIPPLeader
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DRIVERESULTSAchievementOrientation
KeyBehaviors:AnEffectiveKIPPLeader
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CHALLENGINGGOALS.Demonstrateshighexpectationsbysettingchallenginggoalsforhimor herselfandothers. INITIATIVE.Takesinitiative,goingaboveandbeyondtypicalexpectationsandmakingnecessary sacrificestoachieveexceptionalresults. FOLLOWTHROUGH.Followsthroughoncommitmentsandpromiseswithanappropriatesenseof urgency. RESILIENCE.Demonstratestenacity,perseveringthroughsignificantchallengestoreachgoals. Supportsperseveranceinothers. FLEXIBILITY.Demonstratesflexibilitywhenplansorsituationschangeunexpectedly.Effectively adjustsplanstoachieveintendedoutcomes. FOCUSONRESULTS.Focusesuponresultsandhowtheyareachieved.Doesnotconfuseeffortwith results.
DRIVERESULTSContinuousLearning
KeyBehaviors:AnEffectiveKIPPLeader
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LEARNING.Takesresponsibilityforbehavior,mistakes,andresults,learnsfromsuccessesand failures,andteachesotherstodothesame. RISKTAKING.Takescalculatedrisksandteachesotherstodothesame. DATABASEDIMPROVEMENTS.Usesdatatoaccuratelyassessareasforimprovementandteaches otherstodothesame. RESEARCH.Usesresearchtoinformpractices. IMPROVEMENT.Continuouslyandhumblyseeksopportunitiesforpersonalandorganizational improvement.Proactivelysolicitsandwillinglyacceptsassistance. INNOVATION.Valuesandencouragescreativeandinnovativeideas. SHARING.Promotesandcontributestoacultureofsharingeffectivepracticeswithinthe organizationandacrosstheKIPPnetwork. 4
DRIVERESULTSCriticalThinkingandProblemSolving
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DRIVERESULTSDecisionMaking
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PROCESSES.Establishesdecisionmakingprocesses,communicatingabouthowdecisionswillbe madeandwhohasinput,andensuringthatdecisionsaremadebyindividualsbestsuitedtomake them. CONSEQUENCES.Considersboththelongertermandunintendedconsequencesofpotential decisions. SENSEOFURGENCY.Makestimelydecisions,usingintuitionaswellasdatainthefaceofambiguity. COMMUNICATING.Timelyconveysdecisionstorelevantstakeholdersandtakesfollowupactions tosupportdecisions. DIFFICULTCHOICES.Willinglymakesandstandsbycontroversialdecisionsthatbenefitthe organization.Sharesunderstandingoftherationalefordecisions,particularlywhenconsensus cannotbereached.
DRIVINGRESULTSPlanningandExecution
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BUILDRELATIONSHIPSStakeholderManagement
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BUILDRELATIONSHIPSCommunication
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BUILDRELATIONSHIPSImpactandInfluence
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BUILDRELATIONSHIPSSelfAwareness
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BUILDRELATIONSHIPSCulturalCompetence
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MANAGEPEOPLEDirectionsetting
KeyBehaviors:AnEffectiveKIPPLeader
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VISION,MISSION,VALUESANDGOALS.Establishes,articulates,aligns,and/orteachesthe organizationsvision,mission,valuesandgoals. INSPIRINGOTHERS.Inspiresandgainsthecommitmentofotherstowardsthevision,mission, valuesandorganizationalgoals. MODELING.Modelsorganizationalvaluesandstrongcharacteratalltimes. BUILDINGCULTURE.Integratesprograms,rituals,andvisualartifactsthatrepresentthevalues throughouttheorganization. NEWOPPORTUNITIES.Anticipatesandseizesnewopportunitiesthatarealignedwithstrategic goals. MANAGINGCHANGE.Manageschangebyseekingtounderstanditseffectsupontheorganization andkeystakeholders,byguidingothersthroughchange,andbyaddressingresistancetothat change.
MANAGEPEOPLETeamLeadership
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MANAGEPEOPLEPerformanceManagement
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MANAGEPEOPLETalentDevelopment
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RECRUITMENT&SELECTION.Recruitsand/orselectsahighlyeffectivestaff. DEVELOPMENTOPPORTUNITIES.Createsdevelopmentalopportunitiesforstafftobemore effectiveintheirrolesandprogresstowardscareergoals. ONTHEJOBDEVELOPMENTPlacesindividualsinrolesandassignmentsthatcontributetotheir personalandcareerdevelopment.Facilitatescrossteamandcrossnetworkmovementwhen appropriate. RETENTION.Contributestotheretentionofthemosttalentedandvaluedemployees. SUCCESSION.Explicitlybuildssystemsthatencouragetalenttogrowintheorganization,and developssuccessorsforownposition. POORPERFORMERS.ManagesoutstaffswhodonotmeetexpectationsorfitKIPPculture.
ROLESPECIFICCOMPETENCIESInstructionalLeadership
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ACADEMICVISION.Establishesacademicandcharactervisionand/orgoals. CURRICULUM.Overseesdevelopmentandalignmentofcollegepreparatorycurriculum. INSTRUCTIONALIMPROVEMENT.Supportsinstructionalimprovementbyobserving,coaching, modelingfor,andteachingstaff. ASSESSMENT.Overseestheadministrationofmultipleformsofassessments,tomeasureand improveteachingandlearning. USEOFDATA.Supportstheteaminusingstudentandstaffperformancedatatodriveimproved teachingandlearning. CHARACTER.Overseesorimplementssystemsthatreinforcepositivecharacter,behavior,and organizationalvaluesforstudents.
ROLESPECIFICCOMPETENCIESOperationalManagement
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GETTINGRESOURCES.Bringsresources(people,funding,etc.)intotheorganizationtomeetthe needsofthestrategy. MANAGINGRESOURCES.Managesresources(people,financial,equipment)effectivelytosupport theorganizationsshortandlongtermgoals. FINANCIALDECISIONS.Usesfinancialinformationtomakesounddecisions. VIABILITY.Maintainsafocusintheorganizationonthecriticaldetailsessentialtokeepingthe businessrunning,suchasriskmanagementandcompliancesystems. SUSTAINABILITY.Establishessystemswiththelongtermsustainabilityoftheorganizationinmind. BOARDDEVELOPMENT.Developsagroupofcommittedboardmemberswhomakeconcrete contributionstotheschool/regionssuccess,andwhohavethediverseskillsetandtalents necessarytomeetcriticalneedsoftheorganization.
AppendixA:ListofLeadershipCompetencyModelReferences
Arkin,M.D.andKowal,J.M.(2005).Reopeningasacharterschool.WashingtonDC:LearningPoint Associates. Bass,B.(1990).Bass&StogdillsHandbookofLeadership(3rded.).NewYork:TheFreePress. Buckingham,M.andCoffman,C.(1999).Firstbreakalltherules:Whattheworld'sgreatestmanagersdo differently.NewYork:Simon&SchusterTrade. Charan,R.,Drotter,S.,andNoel,J.(2000).TheLeadershippipeline:Howtobuildtheleadershippowered company.SanFrancisco:JosseyBass. TheCouncilofChiefStateSchoolOfficers(2008).EducationalLeadershipPolicyStandards:ISSLC2008. Goleman,D.P.(1995).Emotionalintelligence:WhyitcanmattermorethanIQforcharacter,healthand lifelongachievement.NewYork:BantamBooks. Gostick,A.andElton,C.(2007).TheCarrotPrinciple.NewYork:FreePress. Hsiao,H.,Wu,C.F.&Huang,T.(2008,June).DevelopingaLeadershipCompetencyModelthroughthe DistinguishedVocationalSchoolPrincipalsbytheJobCompetenceAssessmentMethod. Presentationatthe15thInternationalConferenceonLearning.Chicago,Illinois Judge,T.A.,Piccolo,T.A.andIlies,R.(2004)."TheForgottenOnes?TheValidityofConsiderationand InitiatingStructureinLeadershipResearch"JournalofAppliedPsychology.89(1),3651. Kotter,J.P.(1990).Forceforchange:Howleadershipdiffersfrommanagement.NewYork:TheFreePress. Kouzes,J.M.andPosner,B.Z.(2007).Theleadershipchallenge(4thed.).SanFrancisco:JosseyBass. Saphier,J.,HaleySPeca,MA,andGower,R.(2008).TheSkillfulTeacher(6thed.).Acton:ResearchforBetter TeachingInc. Schein,E.H.(1985). OrganizationalCultureandLeadership:ADynamicView.SanFrancisco:JosseyBass. Spencer,S.M.andSpencer,L.M.(1993).Competenceatwork:Modelsforsuperiorperformance.NewYork: JohnWileyandSons. Stogdill,R.M.(1974).Handbookofleadership:Asurveyoftheliterature.NewYork:FreePress. Waters,Tim,Marzano,Robert,andNcNulty,Brian(2003).BalancedLeadership:What30yearsofresearch tellsusabouttheeffectofleadershiponstudentachievement.McRel.
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