Читать книгу The Noble School Leader - Matthew Taylor - Страница 16

The concepts of unintended enabler and negative controller (the next self‐limiting mindset) have been applied effectively to the education sector in the last decade by the CT3 professional development group (CT3 2018).³

Unintended enablers are uncomfortable with conflict and are afraid of damaging relationships. These leaders often hold a negative view of positional power. When acting from an unintended enabler mindset, leaders default to attempting to build or preserve positive relationship and inspire stakeholders, even when those approaches will not achieve the outcomes they desire. Enablers “let things go this time” and retreat to silence when observing behavior that doesn't meet their standards.

When leaders enable, what they allow becomes the unwritten rule. When their teams and students know that they are not going to be held accountable, leaders lose credibility, and inadvertently communicate that they don't believe in their people. Schools led by unintended enablers may be positive on the surface but lack real investment in learning, and they are marked by underperformance in all substantive areas.