Shared Leadership. We believe that together we can ensure that every child enters kindergarten ready to succeed in school and life.
Shared Leadership. 1.2.1 The Minister and the Congregation share responsibility for the leadership and ministry of the Congregation. This relationship is one of discovery of each other, in a context of mutuality. The relationship of the Minister and the Congregation will be in accordance with the Guidelines for the Conduct of Ministry of the Unitarian Universalist Ministers Association (see xxxxx://xxxx.xxxx-xx.xxx/?guidelines).2
Shared Leadership. 1.2.1 Consistent with our understanding of the covenant that binds us in an evolving living tradition, the Minister and the Congregation share the leadership and ministry of the Congregation. The relationship of the Minister and the Congregation will be in accordance with Unitarian Universalist Ministers Association (UUMA) Guidelines for the Conduct of Ministry. (See xxxxx://xxx.xxxx.xxx/guidelines.)
Shared Leadership. 2.1.1. The Minister and the Congregation share responsibility for the leadership and ministry of the Congregation. Achievement and maintenance of this collaborative relationship must likewise be shared. It is a relationship of discovery, of both self and other, in a context of mutuality.
Shared Leadership. 7.8 The Association agrees to submit to the Board, for its consideration, suggestions for the school calendar on or before January fifteenth (15th) of the preceding year. The Association will also be given an opportunity to provide input, and meet and confer, in instances where the school calendar may require or undergo modification during the school year. The Board shall have the right to establish the school calendar and to make appropriate changes at any time, and such action by the Board shall not be subject to the grievance procedures of this Agreement.
Shared Leadership. 16 The District and Association endorse the concept of shared leadership as the preferred 17 manner in which to make many building decisions and/or recommendations to staff 18 and principal. Each school will elect representatives to work with the principal on a
Shared Leadership. This workstream looks to facilitate local leadership through the development of both the Integrated Executive Programme Board and South Kent Coast Health and Wellbeing Board and locality delivery groups; identifying decision makers, influencers, and how to overcome challenges to local delivery.
Shared Leadership. The Minister and the Congregation share responsibility for the leadership and ministry of the Congregation. Achievement and maintenance of this collaborative relationship must likewise be shared. It is a relationship of discovery, of both self and other, in a context of mutuality. The Congregation looks to its Minister for spiritual leadership and initiative, for assistance in setting and articulating its vision, and for professional and inspired performance and oversight of the Congregation’s programs in collaboration with the Board of Trustees and the Congregation’s committees.
Shared Leadership. The relationship between the Board and CEO is often described as one of sharing the leadership responsibilities. This shared leadership relationship is a critical factor in assuring that the organization has coordinated governance and management functions. The sharing of leadership also creates a dynamic tension that is somewhat unique to a nonprofit organization. The Board & CEO share leadership responsibilities yet at the same time the employer and employee relationship is also always present. Both parties need to be sensitive to that dynamic factor and its implications. In addition to trust and respect the following represents other components of a successful working relationship. Communication: Communication is the key to all relationships. It must be open, consistent and concise. ▪ The CEO and the Board agree to keep an open and consistent line of communication. ▪ The CEO and the Board’s Chairman agree to a scheduled time to discuss issues of importance. These meetings in person or via phone should take place at least weekly during the first three months after the hire. They may become less often as soon as both parties feel it appropriate (probably after the first three months). ▪ During the first six months the new CEO agrees to provide the Board with a monthly report on key activities and accomplishments. ▪ The CEO understands the importance of informing the Board of any issue that may become a fiscal or legal problem in the future. ▪ The CEO understands that the Board expects him to communicate the organization’s vision, mission and core values to the community and stakeholder groups. ▪ The CEO agrees to be responsible for maintaining a continuous line of communication with key stakeholders: such as donors, sponsors, liaison chairman, partners in the arboriculture/green community and staff. Keeping these groups informed about the accomplishments of the organization is a critical factor in building on the organization’s positive image and name recognition.
Shared Leadership. Stakeholder Engagement (e.g., teachers, parents, students, school and district administrators, community representatives) Governance, Management, and Operations Change Management
