In an ever changing world, leaders have to be quick to adapt to changing landscapes especially in digital learning environments (DLEs) which are dynamic and often involve multiple stakeholders at various levels. For this reason, I believe in order for a leader to be successful working in a DLE, they require these three attributes: inspiring, strategic or forward-looking and possess effective communication skills. Intertwining these three skills will allow the leader to mobilize their stakeholders and/or followers, plan and make decisions accordingly and build capacity.
Inspiring has always been at the top of my list of attributes of leadership which is consistent with the findings from Kouzes & Posner’s (2011) research; inspiring consistently ranked among the top 4 attributes over the years and globally (p. 5). Reflecting on my experience of working for an organization where transformational change was the driving force in achieving the organization’s vision gave me insight into how valuable this leadership attribute is at motivating workers and ensuring that everyone’s work aligns with the organization’s values. Leaders were passionate when presenting the Gantt charts and action plans to staff and stakeholders while providing regular updates on our progress and timelines in achieving the goal. Their optimistic, positive energy made it easy to aspire to the work. I believe that working in a DLE, a leader would need to be able to convey their passion and commitment to the work and vision.
The LEADS framework is a leadership capabilities framework which guides much of my work and under the Systems Transformation heading of this framework, it states “leaders demonstrate systems/critical thinking and orient themselves strategically to the future” (Canadian College of Health Leaders, 2021). For this reason, I believe leaders working in a DLE need to be strategic planners or forward-looking with the ability to see the “big picture”. They need to be prepared for anything and everything that comes their way while providing the necessary support, resources and tools their followers may require to continue to align their work with the vision. Effective leaders require the ability to predict potential conflicts or challenges which may affect the vision. It is this ability to look ahead which allows them to be prepared to address challenges or conflicts by formulating possible solutions to address them. In addition, because they are able to see the whole picture and communicate effectively with the various stakeholders, they can make a well-informed decision in which all the stakeholders’ cases have been taken into consideration; no crucial information is missing. This attribute is essential for a leader working in a dynamic environment in order to be able to deliver results.
Lastly, Sheninger (2019), lists communication as one of the seven pillars of digital leaders in education and states, “digital leadership is about engaging all stakeholders in two-way communication” (p. 2). A leader needs to be an effective communicator to engage stakeholders so that there will be “buy in” with the vision by gaining a better understanding of how it benefits them. This attribute is also highlighted by the LEADS framework (2021) and includes the leader’s ability to listen well while creating an environment where there is an open exchange of information and ideas. This in turn leads to team building where there is collaboration and cooperation towards achieving the desired results. As stated above, good effective communication ensures that all factors are considered before a leader makes a decision. For these reasons, I believe that communication is a necessary attribute for a leader working in a DLE to build the necessary relationships.
In closing, the following three attributes: inspiring, forward-thinking and an effective communicator are necessary for a leader working in a DLE to possess in order to achieve success in a dynamic environment with multiple stakeholders at various levels.
References
Canadian College of Health Leaders. (n.d.). LEADS Framework. https://www.leadscanada.net/site/about/about-us/framework?nav=sidebar
Kouzes, J. M., & Posner, B. Z. (2011). Credibility: How leaders gain and lose it, why people demand it (Vol. 203). John Wiley & Sons.
Sheninger, E. (2014). Pillars of digital leadership. International Center for Leadership in Education, 1(4).