Category Archives: ETL504

ETL504 Assignment 2 Part B

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Part B – Reflection

Before beginning ETL504, my thoughts about educational leadership were limited. My view of leadership as a top-down, formal and hierarchical structure dictated by the organisational chart of the school was, I have come to see, overly simplistic. This is evidenced in Assignment 1 wherein I was just beginning to see the importance of less authoritarian leadership styles, and formed an appreciation for changing staff engagement in different leadership groups. I wrote about teacher librarians supporting teachers through collaboration, which itself represented a change in thinking. Not so much that I did not appreciate the need for collaboration previously, but that this constituted a form of leadership.

I was always aware that some teachers had the capacity to be more enlightening and guiding than others. The difference between the “experienced teachers” and the “dinosaurs” was quite obvious, but I had not attempted to describe or name the phenomena. One way in which my thinking has changed is by developing an ability to articulate thoughts on leadership. This has led me to develop the idea that if one learns to name and describe a phenomena in language, one develops a more detailed schema that then supports other thinking. The importance of nominalisation and articulation through language is well documented in the field of psychology, it turns out, and is a concept I would like to read more about.

Through this subject I have learned the importance of creating staff engagement in order for change management processes to be successful (Pennington, n.d.). Staff need not only to be enthused about the change, but also be involved in professional development around the implications, opportunities and considerations involved in change. In her 15th March post (Styles, 2021, March 15), Yvette discussed her experience with creating flexible and collaborative spaces. The result was less successful than it might be due to a number of factors, such as autocratic leadership style and lack. A mix of transformational and instructional leadership was needed. The transformational leader could engage all staff in the process, developing a shared vision and encouraging engagement. An instructional leader could facilitate staff learning around pedagogical changes made possible in the new environment. Targeting identified teacher leaders first could ensure their skills and influence are fully mobilised.

Throughout the subjects I have undertaken so far, advocacy has been an important concept, but I had not considered how other stakeholders might be mobilised in support of this goal. In my post “Leadership and Advocacy” (Hahn, 2021, May 5), I discussed a moment of discovery from module 6. I have decided that I need to focus more on activating the advocacy of others in support of the library program, as described by Kachel et al (2012) and to do that, I need to help them develop the language to recognise and articulate the ways in which the library program can support and add value to what they are already doing.

Digital technologies has been a focus area recently. I wrote about plans for development in my discussion posts on 25th April and 8th May. Using a combination of instructional leadership and teacher leadership, I plan to help my colleagues focus their attention on what they want their students to learn by using the technology, rather than focusing on how much fun they are having. To return to the syllabus to remember what it is that students need to learn and understanding why that learning is important is my goal for the professional development sessions I have now been given approval by the principal to run. ETL504 has helped me to consider the options available in terms of how this project should be approached. Giving a name to the various strategies available means I can learn more about how each works and be more deliberate in my choices. I have been influenced particularly by Farrell (2014), Weisburg & Walter (2010) and the practical advice offered by ASLA (2013) and AOSL (2013).

References

American Association of School Librarians (AASL). (2013). Empowering learners: Guidelines for school library programs. American Library Association. https://ebookcentral.proquest.com/lib/csuau/reader.action?docID=1342650&ppg=57

Australian School Library Association. (2013). Future learning in school libraries. ASLA. https://asla.org.au/future-Learning-paper

Kachel, D. e., DelGuidice, M. & Luna R. (2012). Building champions in the school community. In D. Levitov (Ed.), Activism and the school librarian: Tools for advocacy and survival. (pp. 85-98). ABC_CLIO, LLC.

Pennington, R. (n.d.). How to make change work [Vimeo]. https://vimeo.com/145795736

Styles, Y. (2021, March 15) RE: School direction [Online discussion comment]. Interact 2. https://interact2.csu.edu.au/webapps/discussionboard/do/message?action=list_messages&course_id=_55151_1&nav=discussion_board_entry&conf_id=_110083_1&forum_id=_227669_1&message_id=_3421739_1

Weisburg, H. K. & Walter, V.A. (2010). Being indispensable: A school librarian’s guide to becoming an invaluable leader. American Library Association.

Leadership to build productive partnerships

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A noisy, disruptive class waiting outside the library for their teacher to speak to a colleague is not an unusual circumstance. Sometimes teachers need to bend the ear of their colleagues and with time pressures the way they are, sometimes it is necessary to grab the opportunity while it exists. Yet, the noise and jostling can be unsettling for both the waiting class and the class that is in the library at the time. The way I would deal with this circumstance depends largely on the nature of the teacher’s discussion. It is often possible to discern from a distance whether the interaction is of a social nature or concerning an important issue.

My first step would be to quickly get the students already in the library engaged in an activity such as browsing or recreational reading. I would then determine the nature of the need outside. If it is a social interaction that could wait, I simply walk over to the doorway, wave a friendly greeting to the teachers involved and close the door. This will often be enough of a hint to move it on. If, however, the interaction is of a more serious nature, I would gather the students’ attention using whatever recall strategy I use for that group in the library and remind them briefly of the etiquette involved in their situation. There should be enough settling, if only briefly, for me to ask the teachers if it would be helpful for the classes to come in and join the recreational reading happening in the library while the teachers use my office for their discussion. I can enlist another member of library staff to assist in supervision if required. This lets them know that I am aware they may need assistance and am prepared help. If the interaction can wait, this will prompt them to take the discussion elsewhere, feeling supported at the same time, and if it can’t wait, they have an opportunity to deal with whatever the situation is while I support them by supervising their students for a few minutes. Either way, the staff members feel that the library staff are there to help them and the students are supervised or moved on as needed. Providing an opportunity for the teachers and I to work collaboratively to solve an immediate problem while respecting and hopefully enhancing the interpersonal relationship between them and me accomplishes the objective needed (the class is no longer disruptive) and builds a collegial spirit simultaneously.

What attributes makes a good leader?

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I have been fortunate in my professional life to have worked with some amazing and inspiring leaders. They each have their unique abilities and characteristics and have been effective in different areas and roles within the school and with different types of tasks.

I worked with Margaret in my first years of teaching. As AP, She provided a positive model of how to run a class to me as a very new teacher. She offered feedback that was timely, useful and within my zone of proximal development. She encouraged teamwork and facilitated collaborative planning and preparation, encouraging each member of the team to rely on the others, ultimately showing that each member was reliable, capable and trusted to do their job well. Her special skill lay in servant leadership and team dynamics.

A few years later I worked for AP and later DP, Rae. She had a way of keeping the workload and expectations manageable. In her everyday, get the job done, arrive at the end of the week, task oriented leadership, she kept the team on track by setting realistic goals, providing plenty of notice about work that needed doing and taking care to keep student learning at the forefront of all discussions and decision making. She developed positive relationships with all members of the school community and was proactive in dealing with issues as they arose. This meant that students, parents, teachers and the school leadership all felt a sense of shared direction and support and that she had their best interests at heart.

Currently I am working with a teacher leader who, although relatively new to teaching, brings a wealth of experience in other industries with her as well as experience bringing her own two boys through the special education sector. Jo has a way of listening and getting to the heart of a problem quickly and succinctly. She is intelligent as well as intensely practical and identifies problems before they begin, allowing her to be proactive and avoid potential pitfalls. Jo asks questions and really considers the answers. She identifies those people who know about topics she is investigating and asks for help as needed. Similarly, she offers advice and counsel to others as needed and people listen. She is a reflective practitioner and skilled communicator.

In thinking about the leadership qualities demonstrated by these leaders, I see that the attributes that make a good leader are:

great communicator
reflective practitioner
excellent listener
proactive
considered, thoughtful and measured
collaborative
a model of best practice

Leadership and Advocacy

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This evening I read two readings for module 6.1:Kachel, DelGuidice & Luna (2012) and Bonanno & Moore (2009). In considering how my perceptions of the leadership role of teacher librarians has changed, it struck me that I had only been considering ways in which the teacher librarian could lead programs that influence teaching and learning activities, programs that serve and assist the faculty, leadership and community. I had not considered the importance of recruiting and leading members of the school community: students, teachers, leaders, parents and others, in support of the library program itself. I had missed the seemingly subtle but actually vital difference between promotion and advocacy. Of course, if the school library program is not successful, lacks the resources to be effective or is invisible in the school, it can not possibly have any influence at all on student learning regardless of leadership style. Advocacy for the school library program must, therefore, be seen as essential in the role of the teacher librarian, not for the self-serving reason of keeping our jobs, but because of the advantages the skilled execution of that job provides student learning (the central business of schools).

In assignment 1 I wrote about teacher librarians using both servant leadership and instructional leadership to influence student learning. I had an inkling that there was more to the idea of teachers and teacher librarians being leaders from the middle and this module has solidified that view, fleshed it out and given it a name: teacher leadership. A subject to which I hope to return.

Bonanno, K. & Moore, R. (2009).  Advocacy: Reason, responsibility and rhetoric.  https://kb.com.au/content/uploads/2014/08/Keynote-Advocacy.pdf

Kachel, D. e., DelGuidice, M. & Luna R. (2012). Building champions in the school community. In D. Levitov (Ed.), Activism and the school librarian: Tools for advocacy and survival. (pp. 85-98). ABC_CLIO, LLC.

 

21st Century Library – considering the physical space

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What would a 21st Century Library look like?

Some initial thoughts: Australian School Library Association (2013) recommends that flexible and varied spaces be utilised in pursuit of personalised learning. These should involve a mix of communal and social spaces, individual and group spaces that allow students to move between the spaces as needs develop. The increasing integration of technology will require supportive infrastructure such as wifi, charging stations and technical support. Collaboration and group interaction will be important for future focused learning spaces, so technologies that encourage and support collaborative learning, such as interactive touch screen tables, movable and adjustable furniture and technology peripherals such as headphone splitters may be helpful. Small group inquiry always involves students talking to each other and can result in sound difficulties, so attention must be paid to sound dampening technologies. As technology becomes more ubiquitous, BYOD programs may see students bringing a variety of devices with different requirements and abilities. Apps, software and supportive infrastructure will need to be available (eg, a variety of charging cords available in the charging station, apps running a browser based version rather than an iOS or Android specific app). There will always be a place for the print collection, but the nature of it may change and it may become more integrated with the digital collection, for example, linking print and electronic versions of texts in the LMS, offering audiobook and print copies of the same texts etc. As pedagogy shifts more towards content creation rather than content consumption, 21st Century libraries need to provide access to equipment and spaces for this, for example, green screen filming, sound and video recording equipment, video editing software and web authoring tools. But it might not only be a matter of online creation. A makerspace may involve tools for physical creation also: anything from screw drivers, hot glue guns, soldering irons and sewing machines to 3D printers and robotics. Teacher librarians, in designing these spaces, need to consider choices in lighting, sound and colour, flexibility, durability and attractiveness.

The 21st Century library must be staffed with a team of people: teacher librarian to look after the pedagogy and teaching aspects, a technical support officer to look after the technology and a library assistant or technician to look after the collection management aspects. In some cases, these three roles may be

The Pointy End

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What does it mean to be “at the heart of the school”? This is a phrase I have heard quite a bit over the last few years as I have undertaken the study in this course. We want libraries and teacher librarians to be at the centre, the heart learning and the school. But what does that actually look like? Today I had a thought. And it is this:

21st Century Learning is about problems. Defining them, investigating them, seeking, proposing and testing possible solutions, communicating and then applying new knowledge. The 21st Century education is not about memorising lots and lots of facts. It is about learning to find, evaluate, use and think about facts and information. This is the specialist area of teacher librarians. Knowledge management, fact finding, fact connection and evaluating is our schtick – our bread and butter. Teacher librarians, then, are at the pointy end of 21st Century education. Far from being a dying breed, relegated to the dusty innards of a book shed, armed with an RFF roster, a date stamp and supply of unfortunately coloured twin sets, teacher librarians need to be leading, modelling, reflecting on and investigating 21st Century learning in our schools, sharing our skills and new knowledge with our colleagues as well as our students.

My focus now needs to be on how we actually go about this. 40 minutes a week with 2 classes in the room on a fixed schedule 7 periods a day 5 days a week poses a challenge in terms of practicality – actually having the time during each lesson to accomplish all that is needed and give students time to participate, explore and partake in hands on learning as well as manage borrowing time requires exquisite time and classroom management skills. I am not sure it is actually possible and so a new way of thinking about the problem is needed – an opportunity to engage in some problem based learning myself!

Module 3.2: Conflict resolution

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I was struck in this module by the TED Talk given by Campbell ad Clarke (2015) in which the presenters discuss the desirability of using conflict to promote creativity and innovation by looking at situations from other perspectives. I think this is a skill that can work in an educational setting, given the right people involved. Both parties would need to come to the discussion prepared to hear the perspectives of the other before any progress could be made. This is a skill that can be modelled, taught and expected by leaders both of teachers and students. Most people do not go into situations of conflict just to be oppositional (though, it must be acknowledged that some people are bull-headed). I take the view that perhaps the other party in the conflict knows or feels something I don’t know about. If I take the time to investigate why they think or feel the way they do, I can understand their perspective more clearly. Perhaps they may have a point. And perhaps not. I will admit, though, that I am more likely to spend time and effort on these issues if the person I am in conflict with is someone who’s opinion I usually respect. This I have the luxury to indulge because I am not currently their leader. If I were to become their leader, I would need to change this. Taking the self-assessment, results show that I am relatively good at compromise and collaboration, but also score above half-way for avoidance, competing and accommodating. I believe this is probably true and reflects my tendency to approach conflicts differently with different people. I would like to improve my skills in turning conflict into an opportunity to grow by exploring other perspectives. I think this could be a very powerful tool in the right hands.

 

Campbell, C.M & Clarke, S. [TEDx Talks ]. (2015).  Conflict – Use it, don’t defuse it [Video]. YouTube.  https://youtu.be/o97fVGTjE4w

Module 3.1: Stress

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Cross (2015) identifies teacher stress as a major factor in the attrition rate of teachers at all career stages, but especially early career teachers. She identifies as major factors leading to teacher stress:

  • excessive workload,
  • pressures of assessment targets and inspections,
  • changes to curriculum and teaching styles including a lack of decision making contributions,
  • false public perceptions of teachers coupled with poor student behaviour and management of that behaviour leading to poor self esteem and self-efficacy,
  • aggression and
  • classroom and school culture.

Clement (2014) suggests that some factors contributing to teacher stress as it derives from educational change are:

  • feeling a sense of compulsion,
  • a lack of opportunity for meaning-making and
  • teacher perception of change as transitory.

Protective factors against teacher stress, as identified by Cross (2015):

  • resources to increase sense of self-efficacy,
  • connectedness with students and colleagues,
  • support from colleagues and
  • receiving recognition for their work.

Bandura (1997) defines self-efficacy as “an individual’s belief in his or her capacity to execute behaviors necessary to produce specific performance attainments”, in other words, a belief that they are able to be successful. so, how might teacher librarians work to reduce the stress of our colleagues? I believe the key lies in the relationships that we develop with and between colleagues. Servant leadership, characterised by listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of others, and building community (Spears, n.d in Burkus, 2010) presents an opportunity to build those relationships and address the needs of colleagues. From a more practical standpoint, teacher librarians can assist by curating a collection of professional learning resources directly around areas of need, analysing and synthesising and then publishing information about key changes and developments in educational theory, provision of instructional leadership as needed, by team teaching with colleagues, modelling key strategies, targeting teaching to areas of curriculum need, eg approaching some HSIE content during library lessons from an information literacy perspective. Collection and curation of resources both for students’ and teachers’ learning needs and promoting them at point of immediate need is an important skill for teacher librarians. Provision of a safe space, a cone of silence, for problems to be talked out can make colleagues feel heard and increase a sense of contribution to the overall direction of the school.

Teacher librarians can also support plans and initiative of the leadership team by promoting the advantages and resources needed to complete the tasks needed.

References

Bandura, A. (1977). Self-efficacy: Toward a unifying theory of behavioral change. Psychological Review, 84(2), 191-215.

Burkus, D. (2010, April 1). Servant leadership theory. David Burkus. http://davidburkus.com/2010/04/servant-leadership-theory/

Clement, J. (2014). Managing mandated educational change. School Leadership & Management, 34(1), 39-51. https://doi: 10.1080/13632434.2013.813460

Cross, D. (2015). Teacher well being and its impact on student learning [Slide presentation]. Telethon Kids Institute, University of Western Australia. http://www.research.uwa.edu.au/__data/assets/pdf_file/0010/2633590/teacher-wellbeing-and-student.pdf

Distribution of leadership

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What 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?

The role of the TL is so much more complex than many of our colleagues realise. We are the keeper of the books, though scanning has taken the place of stamping in most schools. We are the keepers of the (sometimes) quiet space, but we also are leaders in our learning communities. Among our colleagues, we form communities of practise and learning. Through collaboration we can both model and learn new teaching approaches, we can pose questions and encourage ways of thinking that previously lurked unrecognised in a TR cupboard. We can collaborate on curriculum development, integration of technology and information skills into the wider curriculum, attaching a genuine purpose to the skills students must learn in these areas.

The space we keep is not just quiet. It is a cone of silence. We listen to peoples’ troubles, concerns, frustrations and annoyances and provide a prodigious amount of chocolate and bickies to keep them coming back. By listening to our colleagues both individually and as a group, by keeping our ears to the ground we can start to recognise patterns and point them in the direction of assistance. We can recognise and celebrate the achievements of our colleagues and are in a position to communicate and promote various initiatives within the school and from the leadership that aim to address the frustrations. In an ideal world, the principal is in a position to provide visionary leadership – to develop transformational goals and map the pathways to success (Ingram, 2017). They motivate and inspire their staff to keep them on the paths set out. The DPs provide the transactional leadership – they keep the wheels in motion, putting out the spot fires and dealing with the day to day operations of the school, keeping the big picture in mind. The APs also provide transactional leadership, keeping the ball rolling and dealing with the everyday smooth running of their stage. The TL provides the servant leadership – focusing on trust, collaboration, empathy and ethics (Burkus, 2010). The TL works to promote the best interests of colleagues, students and the community.

Each leader has role to play in the success of the school. In this way, leadership in the school is often actually a type of distributed leadership – not because some leaders are responsible for different key learning areas, or certain initiatives, but because they are responsible for providing the very different types of leadership needed to keep the school both ticking over and reaching for the next milestone in their improvement journey.

References

Ingram, D. (2019, Fevruary 4). Transformational leadership vs transactional leadership definition. Hearst Newspapers: Small Business. http://smallbusiness.chron.com/transformational-leadership-vs-transactional-leadership-definition-13834.html

Burkus, D. (2010, April 1). Servant leadership theory. David Burkus. http://davidburkus.com/2010/04/servant-leadership-theory/

CSU Library

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Go to the CSU Library and explore the library site. How does this library change information sources to information resources? Record 5 items in your notes and consider relevance in the school library context.

 

I am unable to access the physical CSU library due to location, so i evaluated the library website. As CSU is a university with a special interest and skill in distance education, I feel that this is an appropriate method of observing the services offered to distance students like myself. I have grouped my observations into 5 groups:

  1. organisation of information sources by subject
  2. educational offerings such as tutorials and workshops
  3. book-based and digital resource lending
  4. Ask A Librarian service
  5. community services such as access for high schools and alumni

The CSU library offers students studying particular subjects curated readings that are searchable by subject as well as by topic, author and keywords. This service includes reserve and e-reserve, reading lists, industry specific database access, but also includes teams of librarians dedicated to particular disciplines. The CSU library employs:

These teams are responsible for selection and deselection and curation of discipline-specific resources. Employing focused teams of specialist librarians allows the library to ensure it is providing the most comprehensive, up-to-date, relevant resources for students and academic staff. These teams can collaborate with teaching staff on course development and resource provision to ensure the collection is as relevant and current as possible and meets the needs of students and academic staff alike. In school libraries, this is done on a much smaller scale. Usually the teacher librarian collaborates with class teachers or subject teams to do the same job as the faculty teams at CSU library: ensuring teachers and students have access to current, relevant resources.

The CSU library offers students workshops, tutorials and recorded webinars on aspects of information literacy, including assignment writing advice, research assistance, digital citizenship advice etc. Students can access this information at point of need or can peruse more general subjects at their leisure. In the school library, these skills are often taught in library lessons or during one-on-one student assistance or booked classes. In high schools, it may be appropriate to include some similar resources on the library website.

The print and digital collection is made available to students and staff of the university through the Primo interface. Using authorised access points along with browsing options, library users can discover resources that suit their needs and can request these resources be posted or digitised for distance students. Providing access to a variety of databases as well as interlibrary loans provides access to a greater variety of resources than would be available in a traditional print-based lending library. Teacher librarians can work to form community partnerships with local public libraries as well as specialist collections such as the Henry Parkes Equity Centre Library in order to increase the offerings for the school community.

The Ask A Librarian service assists students and staff by providing research assistance and providing help to intellectually access the information resources available through the library. By responding to requests for information not only with the answer to the question, but with an explanation as to how that answer was obtained, librarians can model for patrons how information seeking can be undertaken. Teacher librarians do this in schools everyday, though usually in person. Recently the Softlink team added an “Ask the library” button to the LMS Oliver, allowing students to ask questions remotely, which may be particularly useful for students who wish to investigate sensitive or personal subjects.

The CSU library offers access to its collections and services for alumni and high school students, increasing the information opportunities for students and, simultaneously raising the profile of the university and university library in the community.