Leadership to build productive partnerships

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.

Module 3.1: Stress

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