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leadership roles and functions

There are two function considering to the evaluation purpose Formative Evaluations provide the information on the improving a product or a process Summative Evaluations provide information of short-term effectiveness or long-term impact to deciding the adoption of a product or process.

Not all evaluations serve the same purpose some evaluations serve a monitoring function rather than focusing solely on measurable program outcomes or evaluation findings and a full list of types of evaluations would be difficult to compile. This is because evaluation is not part of a unified theoretical framework, drawing on a number of disciplines, which include management and organizational theory, policy analysis, education, sociology, social anthropology, and social change.

⑧ Lead and facilitate constructive communication.

Lead the rich array of types of communication exchanged between team members that include goal setting, task assignments, work scheduling, announcements, problem solving, performance evaluation,corrective feedback, praise, discussions, etc. communicate in a way that is truthful and believable to team members. provide constructive feedback to the team on where and how it might improve. encourage open communication among team members and communicate team views to and from other teams. encourage self-criticism and rehearsal. strive for team consensus and win-win agreements. provide guidance to the team based on upper management direction. escalate issues which cannot be resolved by the team and communicate team views to upper management. serve as a focal point to communicate and resolve interface and integration issues with other teams.

⑦ Motivate and inspire team members.

Be enthusiastic, inspire and energize people. setstretch goals. recognize and celebrate team and team member accomplishments and exceptional performance

⑥ Develop a self-managing team. be a superleader.

Develop team members so that they can lead themselves. don't give direct commands or instructions, use questions (such as "what do you think should be done?") and coaching instead. empower people, delegate authority, and be open to ideas. trust your team, rely on their judgment. give your people authority to decide as much as possible. encourage your team to engage in self-leadership behaviors such as self-observation, role-playing exercises, and self-problem solving. encourage your team or groups within your team to evaluate themselves and to give both positive and negativefeedback. share with the team members certain areas of your responsibility. ask for their input when you need to make a decision regarding recruitment, firing, discipline, training, and promotion.

③ Establish shared ownership for the results.

Start with yourself – share your own individual results with the group. shared responsibility is better achieved if the pay and reward system has a significant element that is dependent on the overall outcome. keep the team informed how individual members are performing – it is important if individuals' rewards depended on the performance of the group as a whole.

Harmonizer leadership style

this leadership style looks for ways to defuse the tension and bring the group back into a compromise or cooperative state. These individual respond best to communications that provide praise and positive reinforcement

Compromise

Compromise is a viable strategy for managing conflict. Whether it’s the best strategy depends on the circumstance and the desired outcome.

Tension Reliever

Eases tensions and increases the enjoyment of group members by joking, suggesting breaks, and proposing fun approaches to group work.

Harmonizer

④ Develop team members to fullest potential.

Bring out the best in your people. help team members to develop so that all of them could effectively participate on the team. lead by setting a good example. train, coach and provide effective feedback.

Reconciles disagreements; mediates differences; reduces

tensions by giving group members a chance to explore their differences

⑨ Monitor, but don't micromanage.

Avoid close supervision; do not overboss; do not dictate. help keep the team focused and on track. communicate team status, task accomplishment, and direction. intervene when necessary to aid the group in resolving issues.

⑤ Make the work interesting and engaging.

Create enjoyable work environment. encourage -entrepreneurial creativity, risk-taking, and constant improvement. this includes also freedom to fail and fun in the workplace. maintain healthy group dynamics. facilitate problem solving and collaboration.

② Build a star team, not a team of stars.

Your team will not reach its potential if players are unwilling to subordinate their personal goals to the good of the team. as ervin "magic" johnson put it, "everybody on a championship team doesn't get publicity, but everyone can say he's a champion." be personally a team player. teach people to cooperate to make a team a winning team, and thus all of them winners. involve everyone. establish shared values and an environment oriented to trust, joint creativity, open communication, and cohesive team effort. help resolve dysfunctional behavior. facilitate join problem solving and collaboration.fully utilize diversity of team members.

Coach and Team Leader

1. Provide purpose.

Everything starts with → vision. you cannot have a real team without one because people will not find the desire to achieve the common goal. the team members will work together and sacrifice only if they can see what they're working toward. capturing and communicating vision is your role as a team leader. only you can do it. create an inspiring vision. provide the big picture and keep the vision of the big picture before yourself and your people. every team member "has a role to play, and every role has its part in contributing to the bigger picture. without that perspective the team cannot accomplish its goal, whether the team's "game" is sports, business, family, ministry, or government," says john c. maxwell.

Three things characterize the people who are energizers.

1. A relentless focus on the bright side. Energizers find the positive and run with it. A state government official in a state that doesn’t like government overcomes that handicap through her strong positive presence.

2. Redefining negatives as positives. Energizers are can-do people. They do not like to stay in negative territory, even when there are things that are genuinely depressing.

3. Fast response time. Energizers don’t dawdle. Energizers don’t tell you all the reasons something can’t be done. They just get to it.

ENERGIZER

someone who imparts energy and vitality and spirit to other people.

Energizer people or leaders are charismatic, inspiring, connects emotionally, and provides meaning.

Perspectives of Evaluation

The word “evaluation” has various connotations for different people, raising issues related to this process that include; what type of evaluation should be conducted; why there should be an evaluation process and how the evaluation is integrated into a program, for the purpose of gaining greater knowledge and awareness?

There are also various factors inherent in the evaluation process, for example; to critically examine influences within a program that involve the gathering and analyzing of relative information about a program. Michael Quinn Patton motivated the concept that the evaluation procedure should be directed towards:

• Activities

• Characteristics

• Outcomes

• The making of judgments on a program

• Improving its effectiveness,

• Informed programming decisions

Standards

Evaluating programs and projects, regarding their value and impact within the context they are implemented, can be ethically challenging. Evaluators may encounter complex, culturally specific systems resistant to external evaluation. Furthermore, the project organization or other stakeholders may be invested in a particular evaluation outcome. Finally, evaluators themselves may encounter "conflict of interest (COI)" issues, or experience interference or pressure to present findings that support a particular assessment.

• Systematic Inquiry

• Competence

• Integrity/Honesty:

• Respect for People:

• Responsibilities for General and

Public Welfare

Purpose

The main purpose of a program evaluation can be to "determine the quality of a program by formulating a judgment" Marthe Hurteau, Sylvain Houle, Stéphanie Mongiat (2009).

An alternative view is that "projects, evaluators, and other stakeholders (including funders) will all have potentially different ideas about how best to evaluate a project since each may have a different definition of 'merit'. The core of the problem is thus about defining what is of value." From this perspective, evaluation "is a contested term", as "evaluators" use the term evaluation to describe an assessment, or investigation of a program whilst others simply understand evaluation as being synonymous with applied research.

Thank you!

Evaluation is inherently a theoretically informed approach (whether explicitly or not), and consequently any particular definition of evaluation would have be tailored to its context – the theory, needs, purpose, and methodology of the evaluation process itself. Having said this, evaluation has been defined as:

• A systematic, rigorous, and meticulous application of scientific methods to assess the design, implementation, improvement, or outcomes of a program. It is a resource-intensive process, frequently requiring resources, such as, evaluate expertise, labor, time, and a sizable budget

• "The critical assessment, in as objective a manner as possible, of the degree to which a service or its component parts fulfills stated goals" (St Leger and Wordsworth-Bell). The focus of this definition is on attaining objective knowledge, and scientifically or quantitatively measuring predetermined and external concepts.

Evaluation is often used to characterize and appraise subjects of interest in a wide range of human enterprises, including the arts, criminal justice, foundations, non-profit organizations, government, health care, and other human services. It is long term and done at the end of a period of time.

Evaluator

Definition

Evaluation is the structured interpretation and giving of meaning to predicted or actual impacts of proposals or results. It looks at original objectives, and at what is either predicted or what was accomplished and how it was accomplished. So evaluation can be formative, that is taking place during the development of a concept or proposal, project or organization, with the intention of improving the value or effectiveness of the proposal, project, or organization. It can also be assumptive, drawing lessons from a completed action or project or an organization at a later point in time or circumstance.

someone whose job is to judge the quality, importance, amount, or value of something

Evaluation

Thank you !

is a systematic determination of a subject's merit, worth and significance, using criteria governed by a set of standards. It can assist an organization, program, project or any other intervention or initiative to assess any aim, realizable concept/proposal, or any alternative, to help in decision-making; or to ascertain the degree of achievement or value in regard to the aim and objectives and results of any such action that has been completed. The primary purpose of evaluation, in addition to gaining insight into prior or existing initiatives, is to enable reflection and assist in the identification of future change.

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