At this point in the subject think about strategies to take you from TL, the keeper and stamper of the books and the quiet space (library) (how many of our colleagues perceive TLs), to become something different. Make a set of notes using your new understandings to support your arguments and conclusions:
Many of the readings regarding leadership list vision as a key quality of leadership. In order to develop strategies for moving from the stereotypical keeper-of-the-books-and-quietness to “something different” that has a leadership hue, it is essential to formulate and articulate a clear vision (Gleeson, 2016) of what that “something else” will look like. For my situation, I know that I am not really looking to take on a formal leadership role – at least not anything that has the word “principal” in the title. My projected to pathway to professional development might include pursuit a Highly Accomplished or Lead Teacher status, but not an Assistant or Deputy Principal position. Therefore, my vision of my “something else” lies in the distributed leadership, informal leadership or leadership by expertise vein. My vision for the library is as a place that will be the go-to place for resources across the curriculum and for information on teaching and learning. A central school service station rather than just a place for students to go and borrow some books or listen to a story and be kept busy for an hour while their teachers plan for their “real learning activities”.
Moir, Hattie and Jansen’s (2014) viewpoint that to develop leadership capacity you first need to know what qualities the members of the organisation value as evidencing effective leadership really resonated with me. Looking at the five top “effective leadership qualities” that they found in their study (Moir, Hattie, & Jansen, 2014, p 37), I find a framework for my vision and strategy for change: Continue reading