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Meeting Eleven: Leadership: Roles and Responsibilities.

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Presentation on theme: "Meeting Eleven: Leadership: Roles and Responsibilities."— Presentation transcript:

1 Meeting Eleven: Leadership: Roles and Responsibilities

2 Leadership Studies Overview 1.Formal leaders and their traits 2.Then examination of their behaviors 3.Recognition of others, and the organization 4.And the influence of the context 5.Positional leaders cognitions 6.Focus on organization and its influence on cognition, but at expense of human agency 7.Distributed leadership:

3 Technology Leadership Research Overview nLeadership better predictor of tech use than infrastructure or spending nNETS-A are comprehensive, yet conventional wisdom, weak on culture and communities nSchoolwide characteristic –3 roles, expertise key for TC and teacher leaders nImplementation –Vision can be an organizing concept –Technology support (technical & instructional) and prof. community matter

4 School Technology Leadership- What we know nTeam of people –80% have technology committee –2-3 people provide support, includes teachers nPrincipal involvement contributes more than infrastructure or expenditures nTechnology Coordinators steer and support instructional uses nTeachers as learners critical for professional community around technology integration

5 Tech Coordinators nConceptual Framework and Methods differences between Davidson and Strudler nDavidson –Social Structure, Time, Space nStrudler –Roles, Time, Satisfaction

6 Distributed Leadership nSpillane –the interactions between leaders, followers, and their situation –situational distribution of task-enactment –human activity is distributed in the interactive web of actors, artifacts, and the situation –leaders act in situations that are defined by others actions –in a situation its routines, tools, and structures define leadership practice

7 Distributed Technology Ldrshp nLeaders act in situations that are defined by others actions, in a situation its routines, tools, and structures define leadership practice(Spillane, 2005) 1. Leadership Team members as called for by the situation –How the situation creates leadership practice needs –Who leadership team is (official & unofficial members), needs they meet –The followers degree of shared purpose, their computer uses, creates demand for various leadership practices 2. Leadership Team Interactions (and situation) –The interactions that occur as they carry out their technology leadership practice –Reciprocal shaping: tech purpose & tech leadership practice –The situation constrains and enables the interactions among leaders

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