The School Head as a Strategist

The school head is always regarded as the lead person in a school. As such, he assumes numerous responsibilities and discharges several functions for the good of the school and for the whole system as well but such is not always the case for school heads differ in many aspects, especially in managerial ways. Majority of the school concerns depend almost exclusively on the principal’s initiative and strategies. Even when participative leadership is practiced, teachers seldom suggest distinctly for themselves. They expect the principal to assume the leadership role himself.

It is a fact that strategy is the bedrock of any organization. No matter how competent the leader is and how excellent his people are, no matter how wonderful their plans are, if they don’t get strategy right, everything else they do is at risk and tantamount to futility.

Many leaders today, including the school heads do not understand the ongoing intimate connection between leadership and strategy. These two aspects of what leaders should do, once tightly linked, now, have grown apart. Once a strategy has been identified and the steps specified, the job of a leader, of a school head, of a strategist is done.

Effective and performing schools do not just happen. They are products of good leadership and excellent strategies exercised by the principal in coordination and cooperation of various stakeholders in education such as the parents, teachers, supervisors, instructional consultants, non- government organizations, community officials and above all, the pupils.

The school head, being the manager of a school should act like a strategist for the several issues, controversies and concerns besetting his school. His strategies and approaches to the existing needs of the school entrusted under his care play a vital role in the performance of his school.

What makes a school a quality one? How is it different from other schools? Is there a model that can be used to establish a performing school? Are there certain standards that schools must meet if they are to provide quality education to the pupils? The answer is none. It depends largely on the strategies of the school head and his staff on how they enrich their curriculum, instruction and performance.

In school, where concerns would just pop out, good decision-making and excellent strategies are needed. What has been forgotten is that a strategy is not a destination or a solution. It is not a problem to be solved and settled. It is a journey. It needs continuous, not intermittent leadership. It needs a strategist.

As a good strategist, it is expected that the school head employs several effective strategies which are never frozen – signed, and sealed. A strategist is the one who must shepherd the on going process, who must stand watch, identify and weigh, decide and move time and time again.

As much as possible, school head should be active and should be truly a strategist and not merely a leader. He should make things happen and not just to let go of things. The series of problems that come almost at regular intervals in an organization or in a school give fullness and add meaning and dimension to living and to one’s profession or engagement. Thus, the ability of the school head to design and plan for strategies to improve the status of his station is very vital and important.

The school head, being a strategist is the one who must decline certain opportunities and pursue others. He must know too how and when to seek consultant’s expertise, pieces of advice and considered judgment. But in the end, it is the strategist who bears the responsibility for setting and making the choices day after day in his school. This explains why strategy and leadership must be reunited at the highest level of an organization, particularly in school. It is then a must that all leaders in any endeavor accept and own a strategy as the heart of their responsibilities like the school head.

Reference:                 The Strategist: Be the Leader Your Business Needs

                                    By: Cynthia A. Montgomery