This course has broadened my understanding of change management theories and methodologies and also reemphasized the importance of project management. My perspective has not changed significantly, but my knowledge base has grown, and my views toward leadership have somewhat evolved. I have a deeper appreciation for the theories that underpin change management and project management, and the course provided a good reinforcement for the work I am already doing as part of my daily responsibilities. Since I started working quite a few years ago (:-)), the tools have changed significantly, but the pillars of leadership, branding, learning, professional development, public relations, re-envisioning of learning spaces, two-way communication are still valid frameworks (Sheninger, 2014). Leaders must be prepared to adjust and modify the pillars to fit their environment. Adaptive leaders change their behaviour to address different situations (Yukl & Mahsud, 2010, as cited in Khan, 2017, p. 2) and they require a different set of leadership values. Huggins (2017) emphasizes the value of distributed leadership to enable my colleagues to be both a part of the change and the leadership to increase organizational capacity, as well as intellectual and social capital. I believe team input strengthens the decision-making process and makes stakeholders and team members feel more involved and valued. Consistent reflection and evaluation of team members and stakeholders can help to optimize organizational performance (Castelli, 2016). By reflecting throughout the process of change, implementation problems can be addressed quicker than they can by post mortem reflection, which in many cases would come too late in the current fast-paced change economy. Managing change in a leadership role of any kind is significantly harder than it is seen from outside.<\/p>\n
I used a real-life project in the final assignment what I just started. Using a hybrid change implementation guide based on my and one another team’s tools, enabled me to streamline some of the processes and add steps what I had not previously thought of.<\/p>\n
In my current position, I do not have any access or information on the institution\u2019s use of academic and learning analytics. The information that can be gained from big data is fascinating, and the examples, ideas and cases presented in Sclater, Peasgood & Mullan\u2019s (2016) article on learning analytics, as they present inspiring perspectives on how data can be used to boost engagement and outcomes.<\/p>\n
Overall, I look forward to applying what I\u2019ve learned in LRNT 525 into my daily work.<\/p>\n
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Collage is created by the author using free photos from Pexels.com.<\/em><\/span><\/p>\n References<\/p>\n Castelli, P. (2016).\u00a0Reflective leadership review: a framework for improving organisational performance.\u00a0Journal of Management Development<\/em>,\u00a035<\/em>(2), 217-236.<\/p>\n Huggins, K. (2017). Developing Leadership Capacity in Others: An Examination of High School Principals’ Personal Capacities for Fostering Leadership.\u00a0International Journal of Education Policy and Leadership, 12<\/em>(1).<\/p>\n Khan, N. (2017). Adaptive or Transactional Leadership in Current Higher Education:\u00a0A Brief Comparison. The International Review of Research in Open and Distributed Learning, 18<\/em>(3).<\/p>\n Sclater, N., Peasgood, A, & Mullan, J. (2016).\u00a0Learning analytics in higher education: A review of UK and international practice. Jisc. <\/em>Retrieved from https:\/\/www.jisc.ac.uk\/sites\/default\/files\/learning-analytics-in-he-v3.pdf<\/p>\n Sheninger, E. (2014).\u00a0Pillars of digital leadership<\/em>. International Centre for Leadership in Education.<\/p>\n","protected":false},"excerpt":{"rendered":" This course has broadened my understanding of change management theories and methodologies and also reemphasized the importance of project management. My perspective has not changed significantly, but my knowledge base has grown, and my views toward leadership have somewhat evolved. I have a deeper appreciation for the theories that underpin change management and project management, […]<\/p>\n","protected":false},"author":99,"featured_media":798,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":"","footnotes":""},"categories":[8],"tags":[],"class_list":["post-795","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-lrnt525"],"_links":{"self":[{"href":"https:\/\/malat-webspace.royalroads.ca\/rru0057\/wp-json\/wp\/v2\/posts\/795","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/malat-webspace.royalroads.ca\/rru0057\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/malat-webspace.royalroads.ca\/rru0057\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/malat-webspace.royalroads.ca\/rru0057\/wp-json\/wp\/v2\/users\/99"}],"replies":[{"embeddable":true,"href":"https:\/\/malat-webspace.royalroads.ca\/rru0057\/wp-json\/wp\/v2\/comments?post=795"}],"version-history":[{"count":7,"href":"https:\/\/malat-webspace.royalroads.ca\/rru0057\/wp-json\/wp\/v2\/posts\/795\/revisions"}],"predecessor-version":[{"id":804,"href":"https:\/\/malat-webspace.royalroads.ca\/rru0057\/wp-json\/wp\/v2\/posts\/795\/revisions\/804"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/malat-webspace.royalroads.ca\/rru0057\/wp-json\/wp\/v2\/media\/798"}],"wp:attachment":[{"href":"https:\/\/malat-webspace.royalroads.ca\/rru0057\/wp-json\/wp\/v2\/media?parent=795"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/malat-webspace.royalroads.ca\/rru0057\/wp-json\/wp\/v2\/categories?post=795"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/malat-webspace.royalroads.ca\/rru0057\/wp-json\/wp\/v2\/tags?post=795"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}