In my new course LRNT 525, one of my first assignments was to rank twenty attributes exhibited by leaders by level of importance. First, I was to rank the characteristics individually, and later come to a consensus in a group of four. It was a simple task to come to an agreement as our opinions were similar from the start. The top three attributes we settled on were competent, supportive, and caring. When I think back to the leadership roles I had in the past, these attributes were definitely what I strived to model. Before moving into a management position at each job, I ensured that I was a subject matter expert, and even though I had many responsibilities in each company such as customer satisfaction and sales, my priority was always making my team happy. I cared about their development and goals while also being supportive in any way I could. As an employee in both my current and past jobs, when I think about the best managers I’ve had, these attributes have always been present. My current boss for example seems to be able to answer any question I have ever come up with, fix any issue I’ve had, and it seems he will do everything in his power to make me happy, thus I feel very supported.
When it comes to working as a leader in a digital learning environment, I have no experience in this capacity, and therefore before I dove into the course readings, I decided it was best to reflect on my own and again rank what I thought were the top three attributes. I decided on flexible, innovative and supportive. So, do any of the authors of this unit’s readings agree with me? Eric Sheninger may. Sheninger discusses what it means to be an effective leader in a digital world and states that the leadership attributes that we have traditionally valued continue to hold importance, but that we must focus on other aspects as well. Some of the areas he discussed that are similar to my initial thoughts are that leaders should always be in constant communication, be open to the use of new digital tools, acquiring new resources, seeking knowledge through other experts, and manifesting innovative learning environments (2019).
It seems to me that leading in a digital learning environment is much more complex than leading in a traditional environment. Kouzes and Posner declare that people have valued the same characteristics in leaders for over thirty years such as honest, forward-looking, and inspiring which top their list (2011). From what Sheninger is saying, these values shouldn’t change, however I believe the list may grow larger. If people hang on to the values that they have always held important, but leaders in digital environments require a whole new set of attributes, then maybe we will see the list increase to twenty-five or even thirty attributes that are expected. Would you agree with me? Do you think more is expected from leaders in digital learning environments than traditional environments?
References
Kouzes, J., & Posner, B. (2011). Chapter 1: Leadership Is a Relationship. In Credibility: How Leaders Gain and Lose It, Why People Demand It, 2nd Edition.
Retrieved from
https://royalroads.skillport.com/skillportfe/assetSummaryPage.action?assetid=RW$564:_ss_book:43184#summary/BOOKS/RW$564:_ss_book:43184
Sheninger, E. (2014). Pillars of digital leadership. International Centre for Leadership in Education. Retrieved from http://leadered.com/pillars-of-digital-leadership/
February 9, 2020 at 10:05 am
Hi Susan,
I enjoyed reading your blog post. I do agree that the list of desired attributes for leaders in our digital age will only grow longer! Leadership has always been complex, but I believe that the demands of digital learning environments call for some of the same AND MORE skills from our leaders today. Ironically, I think that leaders in our digital age, aside from the basic new technological and pedagogical lenses to go with digital learning environments, need more people, relationship building skills! Kouzes and Posner (2011), as you shared, identify long-stranding leadership traits of honesty, forward-looking, and inspiring as STILL topping their list. I believe that the immense changes that information and communication technology (ICT) brings to public and private sectors will call for leaders with even stronger “people” and relationship building skills who are capable of leading organizational change. Change is not easy for everyone, and it is caring and supportive leaders, as you have identified, that will provide the guidance and motivation that many “followers” will need to make transitions to fully embrace digital learning environments. In my professional context, some teachers are less willing to embrace the shift to resources and tools offered by ICTs. Students are ready!
Thought-provoking topic, on many levels. Thanks for sharing, Susan.
Best regards
Leigh
February 9, 2020 at 8:33 pm
I completely agree, Leigh. It will be interesting to see what changes come about to this list in the future.
February 9, 2020 at 10:16 am
Hi Susan! One attribute you touch on is “innovation” – you both highlight that is an attribute you value, and also link to Sheninger’s suggestion that digital leaders need to “manifest innovative learning environments”. What do you think this looks like in practice? I shared this link to a recent blog post by Martin Weller on disruptive innovation with Christine as well – http://blog.edtechie.net/innovation/disruptions-legacy/ – how does a leader carefully balance the need to move forward (on process/tecnology or other) with the trying to ensure that innovation supports good practice or policy?
February 9, 2020 at 8:59 pm
Hi MIchelle,
I think being innovative in a digital learning environment can be achieved in many ways big and small. It can be as simple as introducing a new way of looking at something through a lecture or a reading, or introducing the students to a new digital tool, or it can be as big as designing a new tool oneself or a new concept entirely such as the teachers who incorporated the first flipped classroom.
When it comes to disruptive innovation, in my opinion it is intentions that matter. It sounds like some people are selfish and want to intentionally disrupt to get their moment in the spotlight or make money. But if someone is being innovative because they want to contribute to improving learning and technology, and their intentions are pure, then the disruption is for the greater good.