RLG280Y1 Lecture : rlg lec 16 nov 23.pdf

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pucecod518

27 Feb 2012

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1st struggle; how to retain the following that mohammad had established and how to expand it. They needed to decide who was going to guide the group now tha the died. Some thought it should pass through his blood line. Ali was his cousin 30 yrs old but some ppl thought he was too young and some thought this was too much responsibility for such a young fella. So then mohammads best friend abu bakr became the leader of muslim community. He became the first caliph (political leadership,and religious leadership/commitment); he established the caliphate which was a rleigous institution. Abu bakr lead community for a few yrs be4 dying but while alive he spread islamic tradition. 2nd person to follow the caliph after abu was omar*** Under his reign community ventures out to communities; islam spread widely with his leadership. 3rd ultmen; was a weaker administrator; hes accused of acts of nepotism ; favours his fam etc.

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In the late 1990s, Dr Chris Sarra became the first Aboriginal principal of Cherbourg State School where he made significant changes to the way that Indigenous students experienced education. Dr Sarra challenged the whole school community to have high expectations of Indigenous students and fostered the âstrong and smartâ approach which embraced a strong and positive sense of what it means to be Aboriginal in contemporary Australian society. This success led to the formation of the Stronger Smarter Institute (formerly known as the Indigenous Education Leadership Institute) which was established in 2005 as an innovative partnership between Education Queensland and the Queensland University of Technology.

The Institute seeks to achieve scale in delivering the Stronger Smarter approach to as many Indigenous students possible by partnering with, and working through, school and community leaders.

Learning context What happens when you ask 24 school & community leaders from the Jervis Bay region what Stronger Smarter means to them? Summarise the Sarra approach. Thinking about how this will help inform your practice and ensure that you are able to meet Standard 1.4?

In the late 1990s, Dr. Chris Sarra became the first Aboriginal principal of Cherbourg State School where he made significant changes to the way that Indigenous students experienced education. Dr. Sarra challenged the whole school community to have high expectations of Indigenous students and fostered a strong and smart approach that embraced a strong and positive sense of what it means to be Aboriginal in contemporary Australian society. This success led to the formation of the Stronger Smarter Institute (formerly known as the Indigenous Education Leadership Institute) which was established in 2005 as an innovative partnership between Education Queensland and the Queensland University of Technology. The Institute seeks to achieve scale in delivering the Stronger Smarter approach to as many Indigenous students as possible by partnering with, and working through, school and community leaders. Learning context What happens when you ask 24 school & community leaders from the Jervis Bay region what Stronger Smarter means to them? Summarise the Sarra approach. Thinking about how this will help inform your practice and ensure that you are able to meet Standard 1.4?

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Research a servant leadership organization of your choice or one of the organizations listed on the "Individual and Corporate Servant Leaders" handout in the Topic Materials. Selections do not need to be limited to businesses. Entities such as hospitals or educational institutions are also acceptable. In a 750-1000 word paper, address the following.

Provide a summary of how the organization implements the principles of servant leadership in the way it interacts with or provide service to customers, hires and manages employees, and models its operations and policies.

Discuss specific commitments the organization makes to stakeholders and how implementing servant leadership affects not only the organization, but also the community and the common good.

Knowing that most organizations do not function with the principles of servant leadership as part of their operations, discuss how the concepts and behaviors associated with servant leadership might be a source of conflict or might create operational challenges within the organization. Provide examples to support your ideas and discuss specific ways the organization's leader has addressed these challenges.

What do you see as the greatest benefits for organizations that adopt the principles of servant leadership as their operational model? Provide specific examples to justify your opinions.

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RLG280Y1 Lecture : rlg lec 16 nov 23.pdf

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