The document discusses leadership in the context of education. It begins by defining leadership as situational, contextual, and collaborative rather than a set of characteristics held by an individual. It then examines how leadership has been defined through various theories such as trait-based, contingency, transactional, and transformational leadership. The document also discusses barriers to leadership including distinguishing it from management. It considers if current society is postindustrial and postmodern, and how leadership might function differently in these contexts. Finally, it discusses the role and navigation of leadership in realizing education futures.
Global Leadership: Why being networked mattersCheryl Doig
This presentation explores some ways in which educational leaders are extending their networks and looking beyond their own systems in order to lead for the future. It uses the ACEL Leadership Capability Framework as the basis to explore innovation, partnerships and networks in more depth.
by ARTHUR DAHL
VIDEO VIDEO of the keynote here: https://www.facebook.com/plugins/video.php?href=https%3A%2F%2Fwww.facebook.com%2Febbf.mindfulpeople.meaningfulwork%2Fvideos%2F10154628682531801%2F&show_text=0&width=560
Systems science shows that the real significance of diversity lies not in the number of different entities and their differences, but how they interact. Diversity is the dynamic driver for greater systems complexity, integration and efficiency. In a coral reef ecosystem or tropical rainforest, it is the increasing cooperation among the species expressed in mutual assistance and symbioses that make their high levels of productivity possible. Similarly, human diversity unaccompanied by values of justice, cooperation and reciprocity can produce the negative reactions we see today. Recent research has suggested that higher levels of ethnically-diverse civilization are catalysed by ethical values from religion, building trust and providing the energy for new levels of organization and efficiency. Businesses and communities can follow this example. Recent guidance from the international Bahá’í administrative body invites us to explore what a new economic paradigm might look like in practice.
Global Leadership: Navigating Leadership for the FutureCheryl Doig
A summary of slides presented at a workshop for international school leaders at the EARCOS Conference in Bangkok October 2013. These slides show the importance of SANE Leadership as a differentiator for leaders in the future.
Global Leadership: Why being networked mattersCheryl Doig
This presentation explores some ways in which educational leaders are extending their networks and looking beyond their own systems in order to lead for the future. It uses the ACEL Leadership Capability Framework as the basis to explore innovation, partnerships and networks in more depth.
by ARTHUR DAHL
VIDEO VIDEO of the keynote here: https://www.facebook.com/plugins/video.php?href=https%3A%2F%2Fwww.facebook.com%2Febbf.mindfulpeople.meaningfulwork%2Fvideos%2F10154628682531801%2F&show_text=0&width=560
Systems science shows that the real significance of diversity lies not in the number of different entities and their differences, but how they interact. Diversity is the dynamic driver for greater systems complexity, integration and efficiency. In a coral reef ecosystem or tropical rainforest, it is the increasing cooperation among the species expressed in mutual assistance and symbioses that make their high levels of productivity possible. Similarly, human diversity unaccompanied by values of justice, cooperation and reciprocity can produce the negative reactions we see today. Recent research has suggested that higher levels of ethnically-diverse civilization are catalysed by ethical values from religion, building trust and providing the energy for new levels of organization and efficiency. Businesses and communities can follow this example. Recent guidance from the international Bahá’í administrative body invites us to explore what a new economic paradigm might look like in practice.
Global Leadership: Navigating Leadership for the FutureCheryl Doig
A summary of slides presented at a workshop for international school leaders at the EARCOS Conference in Bangkok October 2013. These slides show the importance of SANE Leadership as a differentiator for leaders in the future.
In order to be successful, it is universally accepted that organizations must ensure all employees are aligned with business objectives. But in a world where objectives inevitably change, how do your leaders keep employees aligned? In this session, Rich Been will discuss an emerging framework that defines leadership in terms of its outcomes of direction, alignment and commitment. This session also will introduce the Center for Creative Leadership’s latest, cutting-edge research on “boundary spanning” — the capability to create direction, alignment and commitment across organizational boundaries in service of a higher vision or goal.
Roland Smith, Ph.D., Senior Faculty Member and Lead Researcher, Center for Creative Leadership
Mark Onisk, Vice President, Learning Products, Element K
This talk was given in National Conference on Emerging Trends in Business- NCETB 2016, @Christ University on 12 Feb 2016
The topic was Knowledge Management through SECI Model and effective Tacit to Explicit Conversion-An experience sharing. This talk focused our experience of knowledge management using the SECI Model. SECI Model focuses on four modes of Knowledge management:
1. Tacit to Tacit (Socialization)
2. Tacit to Explicit (Externalization)
3. Explicit to Explicit (Combination)
4. Explicit to Tacit (Internalization)
Provided details about our experience of converting the tacit knowledge to explicit knowledge. Tacit knowledge is the experience and the knowledge which is residing the minds of people. Many times bringing this out is a big challenge and it gets lost as soon as the member leaves the organization or moves to another project.
Knowledge management (KM) is the process of creating, sharing, using and managing the knowledge and information of an organization. It refers to a multi-disciplinary approach to achieving organizational objectives by making the best use of knowledge
Organizations must battle a highly competitive business environment where ambiguity, interdependence, diversity, and unpredictable fast change require leaders to strengthen their intercultural awareness to foster healthy global business environment. Developing CQ skills requires examining organizational dynamics and a leader's cultural diversity lens to build a global mindset of curiosity, respect and inclusion that fosters resilient relationships.
Sjoerd Luteyn and Martijn Kersten share the fundamental need for a new understanding of purpose to build capacity. Introducing the two-fold purpose of organizations , uniting around new purposes and bringing change and capacity building from the inside.
This presentation offers new insights into the future of leadership. It reviews how leaders have responded to Covid-19 and offers a guiding framework to navigate future disruptions. Drawing on the Three Moments from Jacque Lacan's Logical Time (1945) and on Eco-Leadership (Western S. 2019) this work is original and powerful in its pragmatic application for leaders today.
Presenting a Sustainable Master Model of Leadership, where it is stressed the fundamental leadership attributes of a leader in the workplace. Special emphasis is given to the element of "Emotional Intelligence".
Global Footprints: Navigating Leadership for the futureCheryl Doig
This lead paper explores critical capabilities that leaders will need to thrive in a networked, global environment. We must forge new pathways, stepping through challenges with courage and looking to the possibilities – personally and professionally. What are some of the trends and how might leaders operate in future landscapes? What is important to focus on and why is it important right now?
In order to be successful, it is universally accepted that organizations must ensure all employees are aligned with business objectives. But in a world where objectives inevitably change, how do your leaders keep employees aligned? In this session, Rich Been will discuss an emerging framework that defines leadership in terms of its outcomes of direction, alignment and commitment. This session also will introduce the Center for Creative Leadership’s latest, cutting-edge research on “boundary spanning” — the capability to create direction, alignment and commitment across organizational boundaries in service of a higher vision or goal.
Roland Smith, Ph.D., Senior Faculty Member and Lead Researcher, Center for Creative Leadership
Mark Onisk, Vice President, Learning Products, Element K
This talk was given in National Conference on Emerging Trends in Business- NCETB 2016, @Christ University on 12 Feb 2016
The topic was Knowledge Management through SECI Model and effective Tacit to Explicit Conversion-An experience sharing. This talk focused our experience of knowledge management using the SECI Model. SECI Model focuses on four modes of Knowledge management:
1. Tacit to Tacit (Socialization)
2. Tacit to Explicit (Externalization)
3. Explicit to Explicit (Combination)
4. Explicit to Tacit (Internalization)
Provided details about our experience of converting the tacit knowledge to explicit knowledge. Tacit knowledge is the experience and the knowledge which is residing the minds of people. Many times bringing this out is a big challenge and it gets lost as soon as the member leaves the organization or moves to another project.
Knowledge management (KM) is the process of creating, sharing, using and managing the knowledge and information of an organization. It refers to a multi-disciplinary approach to achieving organizational objectives by making the best use of knowledge
Organizations must battle a highly competitive business environment where ambiguity, interdependence, diversity, and unpredictable fast change require leaders to strengthen their intercultural awareness to foster healthy global business environment. Developing CQ skills requires examining organizational dynamics and a leader's cultural diversity lens to build a global mindset of curiosity, respect and inclusion that fosters resilient relationships.
Sjoerd Luteyn and Martijn Kersten share the fundamental need for a new understanding of purpose to build capacity. Introducing the two-fold purpose of organizations , uniting around new purposes and bringing change and capacity building from the inside.
This presentation offers new insights into the future of leadership. It reviews how leaders have responded to Covid-19 and offers a guiding framework to navigate future disruptions. Drawing on the Three Moments from Jacque Lacan's Logical Time (1945) and on Eco-Leadership (Western S. 2019) this work is original and powerful in its pragmatic application for leaders today.
Presenting a Sustainable Master Model of Leadership, where it is stressed the fundamental leadership attributes of a leader in the workplace. Special emphasis is given to the element of "Emotional Intelligence".
Global Footprints: Navigating Leadership for the futureCheryl Doig
This lead paper explores critical capabilities that leaders will need to thrive in a networked, global environment. We must forge new pathways, stepping through challenges with courage and looking to the possibilities – personally and professionally. What are some of the trends and how might leaders operate in future landscapes? What is important to focus on and why is it important right now?
Essay about Leadership Theories
Outline Of Leadership Theories
Leadership Theory Paper
Leadership Theories Essay
Essay on Different Leadership Theories
Leadership Theories Essay
Leadership Theories
Leadership Theories
Leadership Theories Essay
On the one hand, when leadership manifests itself, the roles assumed by the leader
are extremely important, but, on the other hand, the roles assumed by the members of
an organisation are important as well. “Shaping” the future is made starting from
several variables: the evolution of technology, the cultural conflicts, the uneven
economic developments, the diversity of contexts which very often do not depend on
“actors”, the quality of political leaders, and the complexity of social problems that
arise. In light of these variables, leadership can play a decisive role to the extent that
suitable individuals appear in crisis situations, individuals who use a visionary and
creative leadership which is influenced by the values in which people find themselves.
We can speak of a favourable direction in terms of development to the extent that the
leadership has the ability to influence social groups to act in a certain way as to
achieve certain goals shared by the group. The aim of our paper is to present some of
the current concerns regarding leadership and its evolution in relation to the
evolution of society in general starting from the dramatic changes occurring in the
economic, social, political, technological and cultural fields and also to highlight
some of the future directions of leadership. The research methodology is based on
literature review.
SPIRITUAL TRAITS THAT AFFECT THE LEADERSHIP PERFORMANCE – REFLECTION FROM VID...IAEME Publication
Spiritual traits are characteristics shown by individuals that are fundamental to
their development of our inner being for achieving happiness, peace and fulfillment.
Organizations are constantly on the lookout for leaders who display good
performance. Performance of an individual is dependent on various factors starting
from the self, the organizational context he is working under, his team members and
the customer/ stakeholders who need to be satisfied with the outcome. In this paper,
we provide a qualitative analysis of how people with high spiritual traits display
leadership performance based on lessons from Vidura Neeti. A spiritually sound
organization can look for these traits in new hires for long term sustenance.
On the one hand, when leadership manifests itself, the roles assumed by the leader
are extremely important, but, on the other hand, the roles assumed by the members of
an organisation are important as well. “Shaping” the future is made starting from
several variables: the evolution of technology, the cultural conflicts, the uneven
economic developments, the diversity of contexts which very often do not depend on
“actors”, the quality of political leaders, and the complexity of social problems that
arise. In light of these variables, leadership can play a decisive role to the extent that
suitable individuals appear in crisis situations, individuals who use a visionary and
creative leadership which is influenced by the values in which people find themselves.
We can speak of a favourable direction in terms of development to the extent that the
leadership has the ability to influence social groups to act in a certain way as to
achieve certain goals shared by the group. The aim of our paper is to present some of
the current concerns regarding leadership and its evolution in relation to the
evolution of society in general starting from the dramatic changes occurring in the
economic, social, political, technological and cultural fields and also to highlight
some of the future directions of leadership. The research methodology is based on
literature review.
Using Social Network Analysis to Examine Leadership Capacity within a Central Office Administrative Team .. 1
Robert M. Hill, Ed.D. and Barbara N. Martin, Ed.D.
Implementation of a Teaching and Learning Model: Institutional, Programme and Discipline level at a University
of Technology in South Africa. ........................................................................................................................................... 20
Dr Pauline Machika
Effects of Bioethics Integration on the Critical Thinking and Decision-Making Skills of High School Students..... 32
Sally B. Gutierez and Rosanelia T.Yangco
Effects of Tissue Properties on OJT for Japanese Elementary School Teachers ........................................................... 43
Masaaki Murakami
Revising the Imaginative Capability and Creative Capability Scales: Testing the Relationship between
Imagination and Creativity among Agriculture Students............................................................................................... 57
Yuling Hsu, Li-Pei Peng, Jiun-Hao Wang and Chaoyun Liang
The Relationship between Upper Intermediate EFL Learners’ Critical Thinking and Their Listening
Comprehension Ability........................................................................................................................................................ 71
Samane Naderi and Hamid Ashraf
Buying Our Lives with a Riddle:1 Adaptation as the “Female-Other” Perspective .................................................... 81
Lekan Balogun
MEMO To Director of Marketing, U.S. Park Southeast FromAbramMartino96
MEMO
To: Director of Marketing, U.S. Park Southeast
From: Director of Business Intelligence, U.S. Park Southeast
Re: Monitoring of Consumer Social Media Engagement
Date: June 1, 2021
Pursuant to your request, we contracted with a social media analytics-monitoring organization
to track customer behavior and conversations on social, digital, and traditional channels. By
monitoring and analyzing these conversations, we can define emerging trends, identify
actionable insights, and optimize the impact of our brand strategies and communications
efforts.
We have received two consecutive monthly reports with the following critical insights from
potential and existing consumers. These reports are consistent and statistically valid based on
the number of observations.
1. There is a significant and growing concern for the safety of park customers and
employees. While not grounded in a recurrence of the incident prior to closing the parks
earlier this year, it is clear that there is a growing perception of risk for future safety-
and injury-related incidents.
2. There is significant evidence of negative consumer and employee opinions as to the
reasons for a “quick” reopening of the park. The overriding consensus is that the park
has reopened for profit without stakeholder safety as the priority.
3. It is our opinion that damage has occurred to the brand image and that while safety
issues have been addressed in a highly effective manner, the negative implications for
the brand can only be reversed through aggressive and strategic brand management
efforts. This certainly includes marketing alignment with those efforts.
We will continue to monitor, analyze, and report on this situation on a monthly basis.
Leadership is about ideas and actions. Put simply, it is about implementing new ideas into creative
actions to achieve desired results. Doing so, however, is far from simple. We know leadership re-
quires considerable skills and abilities. It requires knowledge and insight—about one’s organization
or entity, its people, goals, strengths and market niche. Yet, something more is needed. Leadership
also requires a kind of awareness beyond the immediate, an awareness of the larger pictures—of
paradigms that direct us, beliefs that sustain us, values that guide us and principles that motivate us,
our worldviews.
This article will, first, briefly examine how the concept of worldviews is used in leadership study
and the contexts in which it arises. Second, it will critically look at worldviews, recognizing that they
are not always coherent and that our belief systems are often fragmented and incomplete. Third, it
will argue for the relevance of the concept worldview in leadership study as a way to explore vari-
ous visions of life and ways of life that may be helpful in overcoming the challenges we face today.
Fourth, it will examine how national and global issues impact worldview construction, esp ...
Smart Discipleship: Applying Transformational Leadership to a Discipleship Model of Worship, to Train Ministers for Smart Phone Engagements.
This work advances the scientific body of knowledge surrounding three domains of communication: 1) transformational leadership; 2) Christian discipleship; and 3) smartphone/social media interaction. Its aim is to develop an online training model to prepare ministers to conduct 21st century discipleship.
CSCL 2017 | Using Rotating Leadership to Visualize Students’ Epistemic Agency...Leanne Ma
As in knowledge-creating organizations and Collaborative Innovation Networks (COINs), students in Knowledge Building classrooms work creatively with ideas in a self-organized fashion, with all members engaged in advancing emergent community goals. In this study, we examined the online knowledge work of 9-year-olds studying light and shadows. Data triangulation at multiple levels of analysis (e.g., community, students, teacher) was used to validate the COIN concept of rotating leadership to assess students’ collective responsibility for knowledge advancement. Overall, we found many students leading the group at different points in time, facilitating the spread of diverse ideas that enhanced the breadth of community knowledge and the depth of individual learning. Teacher perceptions of classroom dynamics uncovered additional details of student leaders, such as their level of engagement and their learning outcomes. The practical implications of rotating leadership for assessing Knowledge Building community dynamics – such as epistemic agency and collective responsibility – are discussed.
Transforming Brand Perception and Boosting Profitabilityaaryangarg12
In today's digital era, the dynamics of brand perception, consumer behavior, and profitability have been profoundly reshaped by the synergy of branding, social media, and website design. This research paper investigates the transformative power of these elements in influencing how individuals perceive brands and products and how this transformation can be harnessed to drive sales and profitability for businesses.
Through an exploration of brand psychology and consumer behavior, this study sheds light on the intricate ways in which effective branding strategies, strategic social media engagement, and user-centric website design contribute to altering consumers' perceptions. We delve into the principles that underlie successful brand transformations, examining how visual identity, messaging, and storytelling can captivate and resonate with target audiences.
Methodologically, this research employs a comprehensive approach, combining qualitative and quantitative analyses. Real-world case studies illustrate the impact of branding, social media campaigns, and website redesigns on consumer perception, sales figures, and profitability. We assess the various metrics, including brand awareness, customer engagement, conversion rates, and revenue growth, to measure the effectiveness of these strategies.
The results underscore the pivotal role of cohesive branding, social media influence, and website usability in shaping positive brand perceptions, influencing consumer decisions, and ultimately bolstering sales and profitability. This paper provides actionable insights and strategic recommendations for businesses seeking to leverage branding, social media, and website design as potent tools to enhance their market position and financial success.
Hello everyone! I am thrilled to present my latest portfolio on LinkedIn, marking the culmination of my architectural journey thus far. Over the span of five years, I've been fortunate to acquire a wealth of knowledge under the guidance of esteemed professors and industry mentors. From rigorous academic pursuits to practical engagements, each experience has contributed to my growth and refinement as an architecture student. This portfolio not only showcases my projects but also underscores my attention to detail and to innovative architecture as a profession.
Can AI do good? at 'offtheCanvas' India HCI preludeAlan Dix
Invited talk at 'offtheCanvas' IndiaHCI prelude, 29th June 2024.
https://www.alandix.com/academic/talks/offtheCanvas-IndiaHCI2024/
The world is being changed fundamentally by AI and we are constantly faced with newspaper headlines about its harmful effects. However, there is also the potential to both ameliorate theses harms and use the new abilities of AI to transform society for the good. Can you make the difference?
Dive into the innovative world of smart garages with our insightful presentation, "Exploring the Future of Smart Garages." This comprehensive guide covers the latest advancements in garage technology, including automated systems, smart security features, energy efficiency solutions, and seamless integration with smart home ecosystems. Learn how these technologies are transforming traditional garages into high-tech, efficient spaces that enhance convenience, safety, and sustainability.
Ideal for homeowners, tech enthusiasts, and industry professionals, this presentation provides valuable insights into the trends, benefits, and future developments in smart garage technology. Stay ahead of the curve with our expert analysis and practical tips on implementing smart garage solutions.
Book Formatting: Quality Control Checks for DesignersConfidence Ago
This presentation was made to help designers who work in publishing houses or format books for printing ensure quality.
Quality control is vital to every industry. This is why every department in a company need create a method they use in ensuring quality. This, perhaps, will not only improve the quality of products and bring errors to the barest minimum, but take it to a near perfect finish.
It is beyond a moot point that a good book will somewhat be judged by its cover, but the content of the book remains king. No matter how beautiful the cover, if the quality of writing or presentation is off, that will be a reason for readers not to come back to the book or recommend it.
So, this presentation points designers to some important things that may be missed by an editor that they could eventually discover and call the attention of the editor.
2. Why talk about leadership?
a) We are all affected by leadership
b) Many of us will be leaders
c) Any of us can be leaders
What we see and define as valuable http://effective-public-health-leadership.seebyseeing.net/
leadership is perceptually, personally and contextually so
unique it is difficult to find common conceptual ground.
Leadership by current theories is important to consider but
hopelessly inadequate to support leadership action or the
changing context in which it currently occurs.
MOOC 2012
3. How is leadership defined?
Leadership is a set of characteristics and behaviors that together
enable organizations, and the individuals in them, to create optimal
organizational conditions for realizing organizational goals
(Beaudoin, 2007).
Innovative education leadership
characteristics and behaviors
(See Latchem and Hanna, 2001, pp. 236-237)
BUT
http://www.tlcc.biz/transformational_leadership_assessment.htm
Leadership is known to be situational, contextual and
collaborative, not a set of characteristics held uniquely by an
individual. These characteristics, then, may be applied in the
thinking and doing of leadership such that followers engage.
Followers enable and sustain change in organizations. (Adapted
from Cleveland-Innes, 2009)
MOOC 2012
4. How is leadership defined?
Leadership can be “dyadic, shared, relational, strategic, global,
and [operates in] a complex social dynamic.”
“Authentic leadership: a pattern of transparent and
ethical leader behavior that encourages openness in sharing
information needed to make decisions while accepting followers’
inputs”
(Avolio, Walumban & Weber, 2009, p. 423).
Does this mean other theories
represent non-authentic leadership?
MOOC 2012
5. How is leadership defined?
Trait-based leadership Contingency theory and Transactional leadership
leadership
Emergent leadership Complexity leadership Transformational leadership
Distributed leadership Servant leadership Shared leadership
Situational leadership Leader-member exchange E-leadership
theory
MOOC 2012
6. What are the barriers?
“…. difficulties in distinguishing leadership from
management; tensions between leadership,
influence and power; the potential redundancy of
leadership in the face of possible substitute factors;
leader-followership's presumption of a division of
labour; the prevailing myth of exceptionality; and
disciplined subjectivity achieved through emergent
forms of designer leadership. Embedded in each of
these criticisms is the claim that, if leadership is to
retain its conceptual and practical utility, then it has
to be reconstituted in a distributed, as opposed to a
focused, form.”
Gronn, 2003, p. 267
http://www.youtube.com/watch?v=ktWBeqpSb9I
MOOC 2012
7. Are we postindustrial?
…. leadership in the knowledge era must
take new forms to meet the needs of new
economic structures (Child and McGrath
2001; Prewitt 2004). Changes in broader
social and economic trends have not gone
unnoticed by institutions of higher education.
However, as Garrison and Kanuka note,
“higher educational institutions, especially
universities, are notorious resisters to
change” (2004: 102).
MOOC 2012
8. Are we postmodern?
http://www.horsesenseatwork.com/psl/pages/postm
oderndefined.html
Making things happen:
“Leadership that is founded in service to the vision held by other
people in the organization. This is a style of leadership that builds
on humility rather than hubris. It is a style of leadership that fosters
collaboration rather than competition. It is a style of leadership that
builds on a foundation of generativity and generosity rather than
stagnation and resentment.”
THE GREAT CONTEXT [PERSON AND SYSTEM IN
INTERACTION: RIGHT PERSON AT RIGHT TIME IN RIGHT
PLACE
Bergquist, 2010
MOOC 2012
9. Are we postmodern?
“…… there are no more heroes, and the charismatic
leaders who would enslave us in cult plays and self-less
theatrics. There is a loss of self, a headless identity for
both leader and bit player in the postmodern society.
Individuals are subordinated in modern bureaucracy to
the common unity of strong culture and in
postmodernity to the fragmentation of isolated
individuals, brought together on occasions in safely
administered, but temporary designer spectacles”
http://business.nmsu.edu/~dboje/teaching/338/postmodern_leadership_theory.htm
How do we make things happen
in a post-modern education?
http://sivers.org/ff
MOOC 2012
10. Can you teach
postmodern leadership?
….. a social issue is raised, education is
determined to be one remedy, and leadership
ensues to implement the education innovation. In
this case, leadership can be seen as problem-
based, solution-centered, ethical, shared and
distributed, working continuously toward the
greatest good for the greatest number, beyond the
reproduction of the status quo toward increased
equity.
Intro to EDDE 804,
Leadership In Distance Education
Athabasca University
MOOC 2012
11. Norine Wark
EDDE 804
Athabasca University
March 23, 2012
12. Social Problem: A Need for Water
Stewardship
The Global Context
Human water rights and Indigenous Treaty rights
versus government and industry.
• UN Resolution on Human Rights for Water and Sanitation (August,
2011) versus struggles by First World governments to protect private
market industries (Barlow, 2011)
• UN Declaration on the Rights of Indigenous Peoples (2007, September
13)
• American Declaration on the Rights and Duties of Man (1998, June 2)
13. Concerns about fracking.
Water use: collection, use, disposal.
Explosions: earthquakes. Wildlife/endangered
Health risks. species.
14. The FNFN Dilemma
Historical conflict: industrial use of Liard
waters.
Current conflict: large-scale fracking in FNFN
territory.
Exacerbated by the
role of federal and
provincial
governments.
15. Project Design.
Vision.
– FNFN people have knowledge, understanding
and responsible stewardship of Liard
watershed
Mission.
– Develop an educational plan that enables
FNFN people to remain in their communities,
while learning how to improve local
environmental conditions in partnership with
recognized academic water institutions
16. The role of distance education (DE).
Why DE?
– Remote FNFN location – DE reduces time, space
barriers
– Technological infrastructure exists
– FNFN people used to online communication, and learn
new online technologies quickly – visual and kinesthetic
– Youth (initial targeted learning audience) conversant
with mobile technology; will teach Elders
– DE learning networks structured similarly to existing
cultural and environmental networks; sense of
familiarity
– FN people are highly mobile (BC Stats 2006, Census 2001)
– Access to qualified DE educators/media developers
17. Determining a DE paradigm.
- constructivism, eco-constructivism or
connectivism (web of life)
- Need to blend Traditional Ecological
Knowledge (TEK) with Western science and
academia
18. Leadership Theories and Strategies
Shortcomings of Traditional Leadership
Theories and Strategies.
• Western hierarchal leadership structures
incompatible with FN cultures
• Geographic isolation = “us and them” mentality
• A single leader, leadership theory or leadership
strategy will not work with this diverse,
geographically and socio-culturally dispersed
population
• Leadership must be fluid, complex and adaptive
19. Core (hub) – the design team. (Micro level)
– Wilton + Wark – transformational, servant and e-
leadership
– FNFN – Lana Lowe, Lands Director - transformational
leadership
– Dr. Gilles Wendling, key academic institute stakeholders
– transformational and transactional leadership
Connected to distributed network. (Meso/macro
level)
– Keepers of the Water - transformational, distributed and
transactional leadership; Elders as sages
– Academic scientists and institutes – transformational,
distributed and transactional
20. Challenges in Leadership
Leadership processes.
– Determining what form of leadership is needed
when, and who should lead
Solution – Situational leadership, or “leadership by
design” – a bio-cluster network
– Bio-cluster network definition - a local, or
regional network, which “is part of the larger,
global community, forming a mutually-
beneficial, symbiotic relationship.” (Technology
Management, 2009.)
21. Leadership processes.
Distributed Leadership
Bio-cluster Network
Model
Need: Collaboration/
networking
Effect: Equality/
Synergy
Figure 13. Distributed leadership bio-cluster network model. Adapted from “Bio-cluster networks.” Copyright 2009
by Technology Management, and Leadership: Current theories, research and future directions” by B. Avoilo, F.
Walumbwa and T. Weber, 2009. Copyright 2009 by University of Nebraska – Lincoln.
22. Leadership in Mobile Learning:
Connecting the Disconnected in
Nepal
By
Susan Bainbridge
Yeung Sze-Kiu
Tony Tin
EDDE 804 Class Project
23. Our Project Goals
M-learning can be used to:
– promote literacy and achieve universal
education
– bridge the learning divide
– improve access to learning resources
– promote Global Awareness and
Understanding
– empower learner
24. Leadership in Mobile Learning:
Connecting the disconnected in Nepal
Emergent Leadership
Consistent with Misolek and Heckman’s (2005)
definition:
“Through the interactions of the group that one or
more individuals emerge to perform the
leadership behaviours that the group requires.”
(p.3).
More than anything, we have accommodated
each other’s strengths and weaknesses.
25. To realize our education futures?
See the phenomenon we used to call leadership
as
“a dynamic interactive process among individuals in
groups for which the objective is to lead one another
to the achievement of group, or organizational goals,
or both.”
Bligh et al., 2006
In a context which is
•a network of interacting individuals and partnerships
•flexibility, boundary openness
•dispersed complexity, variability
•concerted, collaborative action through relationships
•central support
MOOC 2012 Adapted from Bennett, 2002
26. To realize our education futures?
…… design to serve the greater good. It is not
possible to provide effective leadership without an
understanding of the purpose of education, and its role
in society. Education is fundamentally characterized
by a quest for improving the human condition. It is to
overcome social and economic challenges, resolve
inequities, promote societal power and prowess and
allow for individual development.
Schofield, 1999
….. the newly emerging society requires an education
system that takes advantage of the democratization
and contestation of knowledge and promotes
technological and cross-cultural citizenship.
Bloland, 2006
MOOC 2012
27. What leadership navigation for
education?
The higher education leader All those involved in
education of the 21st century will exhibit strong
character, well-developed personal skills and the
ability to create and communicate vision (Garrison
& Vaughan 2008). In addition to these personal
traits, this new leader these people will be willing
and able to 1. manage change and innovation 2.
listen to and assist stakeholders, maintaining and
enhancing relationships between the institution and
relevant partners, 3. embrace the realities of
network environments and 4. ensure transformation
to a new model of teaching and learning.
(Cleveland-Innes & Sangra, 2011).
MOOC 2012