Tracks: Age-Friendly Environments; Business and Aging; Global Aging Curriculum and Policy Issues; Translating Research to Education and Training; Program and Curriculum Development; Workforce Development
1. They have self- awareness. Emotionally intelligent leaders understand their own emotions and know how to manage them. They don’t speak out of frustration or anger; they control their emotions and wait to speak up until their feelings have settled and they have processed their thoughts. They don’t react in the heat of the moment but wait to respond.
2. They respond to criticism and feedback. Every leader faces feedback, some of it negative. Emotionally intelligent leaders don’t become defensive or take it personally. They listen, process, and genuinely consider other points of view, and because they’re always looking to improve, they know how to accept sincere critiques.
3. They know how to generate self-confidence. Emotionally intelligent leaders share a healthy dose of confidence but never cross the line into arrogance. When they don’t understand something, they ask open-ended questions that aim to gather information, not challenge or argue. They know how to give and take in a way that generates confidence.
4. They know the importance of checking their ego.Leaders who have to demonstrate their own importance or value are not yet connected to true leadership or emotional intelligence. Those who are know how to speak and act out of concern of others. They don’t always have to be the center of attention, and they would never take credit for the work of others. Secure in their own abilities, they’re generous and gracious to others.
5. They know how to embody empathy. Leaders with emotional intelligence can put themselves in others’ shoes. They listen with genuine interest and attention and make it a point to understand, then give back in a way that benefits themselves and others. They know how to create win-win situations.
6. They know how to engage with empowerment. The best leaders–the ones with the highest EQs–make it their mission to believe in others and empower them to believe in themselves. Instead of focusing on themselves they know it’s the power of the people that makes leadership successful, so that’s where they focus their efforts.
help administrators as they start hiring for their 1:1 environment with some questions they can ask during the interview process.
Questions for teachers entering a 1:1 school
What computer platform are you most comfortable with, Mac, PC or tablet?
Why do you want to work in a 1:1 school?
What particular challenges and learning opportunities excite you about working in a 1:1 school like ours?
Being able to look up information and resources on the web is an important skill. Explain how you go about looking up information on the web. How do you verify that the information you find is trustworthy and of use to you and your students?
Knowing we are a 1:1 school and that we expect students to use their laptops for learning, what is something that you would start learning and thinking about today to prepare you for this new learning environment?
At what times do you feel that it would be appropriate to have “lids down”? When do you believe a laptop is not a tool for appropriate use?
How comfortable are you with using online resources in your classroom? What are some resources you’ve used in the past? How have you found these resources?
Tell me how you think the future you are preparing children for will be different?
How often do you/have you taken part in technology Professional Development opportunities?
Do you read any professional magazines or educational blogs as part of your own PD? If so, which ones?
What apps do you use to curate information?
What apps do you use to curate information?
Do you have a Personal Learning Network? If so, can you tell me a story of how you learn from your network.
How often do others come to you for guidance in using technology? Do you offer guidance when not asked? If so, describe how you did this recently?
A typical Finnish teacher teaches just under 600 hours a year, whereas the average American teacher teaches students over 1,600 hours annually.
Our teachers in Seattle meet about two hours a week for common planning, like you do in Finland, but the big difference is that in our two hours we are supposed to receive professional development, but teachers in your country get to create their own professional development to further their school.
While the hybrid roles that teachers play at teacher-powered schoolsmay seem like a lot of work, they give teachers the power to decide what programs, textbooks, software, etc., should or should not be used in order to make space for the community’s vision. And when teachers decide together on the vision and strategy to reach all students, they are often more invested and excited by the change they are creating from within.
Some of the best available examples of how to improve teacher quality and promote teacher leadership lie in models offered by other high-performing places, like Finland and Singapore.
Seven qualities must be in place.
A vision and strategy for teacher leadership, “with stated goals and clear images of tasks to be done, must be in place.” Teachers must feel part of creating this vision in order to buy in.
A supportive administration. “Principals must be willing to share power with teachers and must have the skills to cultivate them as leaders,” most educational leadership programs focus on supervising teachers, not supporting them as leaders.
There need to be appropriate human and fiscal resources.
Work structures that enable authentic collaboration are crucial. While more resources help on this point, there are creative ways to stretch limited dollars.
Supportive social norms and working relationships are key to teacher leadership. “All too often, policymakers develop incentives to motivate teachers and administrators,” . “Instead, policies and programs should be in place to value teachers spreading their expertise to one another, allowing teaching to be exercised as a team sport.”
Organizational politics must allow for blurred lines between roles. Teachers can only take on leadership roles at the expense of principals and district-level administrators. This also requires teacher unions to act more as “professional guilds” and for districts to follow the example of some for-profit businesses that are flattening bureaucracies.
The school and system must be oriented toward risk-taking and inquiry. Just as students need hands-on applied learning rooted in inquiry, so, too, do teachers need powerful driving questions to push their work forward. “School systems must be able to interrogatethemselves about the extent to which they create opportunities for teachers to learn and lead in ways that spread teaching expertise and improve student outcomes.”
Guajardo, M., Oliver, J. A., Rodríguez, G., Valadez, M. M., Cantú, Y., & Guajardo, F. (2011). Reframing the Praxis of School Leadership Preparation through Digital Storytelling. Journal of Research on Leadership Education, 6(5), 145–161. http://doi.org/10.1177/194277511100600504
p. 149-150. Digital storytelling applies techniques that cross disciplines, fields, and subject matter. Digital storytelling pioneer Dana Atchley used the varied techniques such as case study, personal experience, introspection, life story, interviews, artifacts, cultural texts, observations, historical interaction, visual texts, and others (Lambert, 2002, 2006). Atchley’s techniques are firmly rooted in research methodology and collectively describe routine and problematic moments and meanings in individuals’ lives (Denzin & Lincoln, 2000; Lambert, 2006). Qualitative researchers often refer to this process as a bricolage, or the creation or construction from a variety of things. This bricolage helps Downloaded from jrl.sagepub.com at SAINT CLOUD STATE UNIV on June 8, 2016 Guajardo et. al./REFRAMING THE PRAXIS OF SCHOOL LEADERSHIP 150 to clarify our ontologies and inform epistemologies. Ladson-Billings (2000) explained epistemologies as more than the traditional way of knowing. Instead, epistemologies are a system of knowing that has both internal logic and external validity. The assortments of experiences used to inform our way of knowing then become the deliberate choices between hegemony and liberation. This process allows individuals to move beyond a traditional epistemological stance, or what Stanley (2007) has called the master narrative. Shujaa (1997) has called it a worldview epistemology that looks at knowledge as a symbiotic interaction of how we view the world, the knowledge we possess, and the knowledge we are capable of passing on to others.
p. 156 digital storytelling has been found to help organizations understand themselves (Militello & Guajardo, 2011). When organizations delve into introspective practices through the use of digital media, small and large organizations alike invite the opportunity to learn from deep, digital reflection.
Global Leadership Week (GLW) is a week-long celebration of leadership through global action in K-20 education, taking place April 25 – 29, 2016, and organized by the Global Education Conference (GEC) Network. GLW is an opportunity for global education leaders (and those who want to be!) to learn from one another and share effective principles in leadership, particularly within the context of an interconnected, global age.
During Global Leadership Week, leaders in schools, universities, non-profit organizations, and corporations have designed and will be hosting over 25 virtual events to showcase thought leadership. The global education community at large can choose to participate in these online activities by browsing event listings on the GLW calendar. All events are free of charge to attend.
You can participate actively in these events by posting comments and ideas to Twitter using the hashtag #globaled16. Global Leadership Week discussions are also being hosted in a new Edmodo feature called Topics. You’ll need a free Edmodo account to participate and we encourage you to respond to the prompts on this page: https://www.edmodo.com/topics/609/2016-Global-Leadership-Week. Also, feel free to add yourself to the participant map.
AND it’s still not too late to design and host a virtual event focused on global education leadership next week. We will post your event on our website’s calendar. If your organization is a sponsor or a non-profit, we will promote your event through social media. Submit to host an event here. And while time is short, if your organization can reach several thousand educators, consider joining us as an outreach partner. Email Lucy Gray at firstname.lastname@example.org. Include a short description of how you can help get the word out to your network and a logo for your organization.
This event is brought to you by people and organizations who believe in the power of globally connected teaching and learning. GLW is organized by the Global Education Conference Network, Flat Connections, GlobalEdLeader, Global Oneness Project, iEARN-USA, the Learning Revolution Project, and VIF International Education.