Can you help me with this?

I work at a high school as a Dean of student the relevant information about the organization interviews that I did are below. Can you help me with presenting a summary of my finding in a narrative format in no more than $3-5$ pages and references at least three courses readings for both book?

Collect relevant information about the organization by interviewing at least $3-5$

people that might assist you in answering the questions below. You must also on a separate

page answer the below questions. Present a summary of your findings in a narrative format in

no more than $3-5$ pages, referencing at least three course readings or materials.

Northouse, P $(2019).$ Leadership Theory and Practice $8$th Edition. London: Sage Publications.

Pfeffer, J$.(2010).$ Power: Why Some People Have It $-$ And Others Don$$t$.$ New York: HarperCollins Publishers.

Deputy Chief answers

$1)$ Who are the major power players in this setting $($including you$)?$

A: The major power players in our setting are the Chief and Deputy Chief.

$2)$ What are the interests and hidden agendas of those players? What do they want to see

Happen?

A: Both the Chief and Deputy Chief would like to see significant academic growth as well as a decrease in out$-$school suspensions and an increase in restorative practices. In addition, our focus is data driven and small group instruction to provide individualized instruction for students to meet their individual needs.

$3)$ What power resources or currencies does each possess? What are the alliances or coalitions

among those players? Where are you in this dynamic?

A: The Office of Teaching and Learning, which has created the universal curriculum Skyline and Branching Minds to assist networks and schools with the implementation of both programs, is the alliance that the Chief and Deputy have chosen. In order to support this endeavor, we collaborate with them to offer assistant principals and principals professional development. In order to assist Instructional Coaches and Interventionists, Teaching & Learning also hosts professional development for Instructional Support Leaders.

$4)$ What are your bases of power?

A: I provide support and evaluate Principals, facilitate professional developments for Principals and Assistant Principals, conduct school$-$based rigor walks, progress monitor schools continuous improvement works plans, support the freshman and sophomore framework, and support with developing the network strategic plan with a focus on the instructional core, post$-$secondary$,$ and culture and climate to name a few.

$5)$ What might you do to build $($or not$)$ relationships with your boss and these power players?

A: I collaborate and contribute to the overall vision of the network and utilize central office staff as experts in supporting our network priorities.

$6)$ What is the trust level among the power players and others within the organization?

A: Relational trust is earned not given through honesty, integrity, and professionalism.

$7)$ What strategies can you employ based on the readings that might permit you to create more power?

A: Paul Bamrick's book Getting Better Faster has helped me assist principals with their pedagogical approaches and teacher development. "Better defined as more able to meet students' immediate needs,$\text{'}\text{'}$according to Bambrick Since "the more quickly a teacher masters the most important skills of teaching, the more quickly students get to develop the skills of being students,"getting quicker means having to achieve early and with extreme urgency. Teachers must be lifelong learners, and this notion is only one illustration of how. There is a current adaptive shift occurring in high schools that necessitates teachers to improve their capacity to deliver differentiated instruction in a high school context, which usually follows an elementary methodology. Usually, I make use of techniques, publications, and advice relating to Teacher practice when I facilitate professional development.

$8)$ What organizational changes do you anticipate need to occur for a more productive

organizational culture?

A: Effective communication, consistency, and transparency are necessary for organizational culture transformation. In order to optimize the advantages and guarantee the dedication, involvement, and retention of personnel, it is imperative to establish a work environment that fosters positive interactions with staff members, provides a secure forum for constructive dialogue, requires supervisors to set a good example, show appreciation for their team members, and capitalizes on each individual's special strengths.

$9)$ What assumptions$/$mental models do you bring into the situation that may cause you

Problems?

A: I am not a personable person, I am friendly but like to get the work done. I have high discernment and shy away from bad energy.

$10)$ Name some of the power plays that you see the most.

A: I see many power plays. The most important t