Throughout this whole course, what I kept coming back to is one thing: as a leader, remember you are dealing with PEOPLE, first and foremost.
Way back in Module 2.1, Colvin (2004) stated that aligned values were the reason people get out of bed in the morning. In my reflective blog post around this source (https://thinkspace.csu.edu.au/kylieobrien/2020/07/26/response-to-colvins-managing-in-the-info-era-module-2-1/) , I followed up with how people needed to belong to something bigger than themselves. This connects quite nicely to the expected participation in the Case Study group forums and the importance of connecting as a group of future/current TLs to work through scenarios. Working together, as difficult as it was logistically, opened up to a range of commentary around how best to tackle familiar problems. What I actually wish we had done a little better here (and it was only with hindsight that I realised this) was perhaps define our roles better. I even brought this up in our Case Study 3 contribution and the importance of identifying everyone’s key roles in order to get better results using Roberts (2012) strategy. This links to a key leadership strategy I will take with me – for everyone to feel secure in their position and therefore perform well in this position, everyone must know what their key responsibilities are and their value within the structure. This includes the TL, and I believe a conversation with the principal or line manager is an absolute must before the TL can start making changes.
The case study content was interesting, because once again, it was about people. While it could be argued it was also about leadership, leading from the middle, facilitating change etc, I would argue that yes, but it was mostly about people. People who had been allowed for far too long to sit too comfortably in their roles, people who didn’t have anyone to challenge them or motivate them into action, or most importantly, inspire them. What really jumped out at me was the idea of the “courageous conversation” (Str!ve, 2013). Good leaders simply cannot shy around the difficult conversations if they wish to lead change.
The other area which I found highly useful and something I will take into my own role is that of the TL as an “informal teacher leader” – the idea that we rise from the teacher ranks to lead from the middle (Danielson, 2007). Our strength therefore lies not in that we have climbed the ranks, but we are on the same “level” as the other teachers in the school and hence can lead from a place where we still have a connection to the classroom and students, and can therefore make our leadership decisions based around student learning rather than ticking boxes.
I believe my key takeaway from everything I have absorbed over the last few months via the modules, discussion forums and case studies is that people just want to feel valued, respected and inspired by their leaders. They need to feel that what they are doing and the changes that are being made are for a common purpose and vision, something we all believe in. If your team does not feel these things, the conflict will be paramount. The key to being a good leader is to be someone who keeps that at the forefront of all their change management decisions.
REFERENCES:
Colvin, G. (2000). Managing in the info era. Fortune, 141(5). http://archive.fortune.com/magazines/fortune/fortune_archive/2000/03/06/275231/index.htm?iid=sr-link1.
Danielson, C. (2007). The many faces of leadership. Educational Leadership, 65(1), 14-19. http://www.ascd.org/publications/educational-leadership/sept07/vol65/num01/The-Many-Faces-of-Leadership.aspx
Roberts, R. (2012, September 12). How identifying the different roles can help groups work better together. elt-resourceful. https://elt-resourceful.com/how-identifying-the-different-roles-we-play-can-help-groups-work-better-together/
STR!VE. (2013). How to have a courageous conversation [Video]. YouTube. https://youtu.be/CoFe_NRRITQ
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