Nelda Brooker	Date:	Fri 02-Mar-12 01:11 pm
To:	Module 1 Organisational Theory
Subject:	initial thoughts

I'm excited after taking the Christmas break to get back into study especially after reading this article! It is great to be reminded that our programs INTERSECT with all other programs. We need to stand up and be the strength of our vision, using our skills and talents and continually working on other areas that may not be as strong. I agree with Covey and his circle of influence .. a good reminder again that we can/t control everything but to focus on what we can control. I'm all fired up for work tomorrow as I work P/T to encourage my team with this article and a plan ahead for 2012 !!

June... Reflections: Teacher Librarian as Leader

I was excited about this course, in the hope that as the name suggested, it would be practical...now at the end of the course I am excited to say it lived up to expectations!!As a Part time TL, who has a role in some aspects of the library, I was interested to see what Roy would be teaching. He had some gems which I will reveal as we go !

Teacher Librarian as Leader 1.

Donham, J. (2008) Leadership- in “Enhancing Teaching and Learning”.

Donham made it clear that a TL, or Library Media Specialist (LMS) bring to a school “a vision for the ways …(the) library intersects with all aspects of the school community and curriculum” (p.295).This is in relation to collegially, expertise, and applications of technology. He cites Bennis ( 1999) who outlines traits that TL’s need: technical competence ie: skills and knowledge, a conceptual understanding of information systems, people skills, judgement or decision makers and a set of beliefs, ie: character.

Angie wrote on the forum some gems I agree with, being that the TL has their “own domain to lead”, and that as a leader we are a lynchpin that gives “direction and Vision for those we lead”.

She concurs that in order to realise the vision, TL’s need to collaborate, listen, negotiate, earn professional confidence (later known as Say – do ratio) and have technical skills to organise information sources effectively.

So leading through influence and example are shining again. We need to excel in our leadership, performance and have measurable outcomes.

Covey speaks of the “circle of influence”(1990) ie: “the limits around those things a person can control” (p.296 in text). Hartzell (2000) encourages TL’s to be proactive… “look for change opportunities” (p.297). Collins (2000) goes on to say that we need diverse skills… pursue your strengths and work on things that challenge you. I can agree with this in both my personal and professional experience. I am passionate about teaching … this comes more naturally than admin for me. Thus I strive for learning better ways to complete the admin role I have …. Acquisitions !! My vision is to modify the existing system we have so that is both more efficient and manageable. The system was put in place when the school was a lot smaller, but now as a K-12 school, there are times when it is difficult to track resources. I am devising, in conjunction with the colleagues who also manage the processing of resources how we can make this work to function more efficiently.This is one of my visions !!!

Leaders have vision !!! Luckily I work in a team with a leader who has vision. She is constantly working on new projects, such as enhancing the learning spaces of the library, or how to be more visible as a team in the school. This is exciting! Fullan (1996) says a sharedness, and clarity of vision is important. There needs to be a concrete image of the vision for it to be actualised, and collaboration is a big key to this.

But other important points to note are that leaders “engage in constant learning”(p.300) and are always “sharpening the saw”(p.300).TL's need to be active listeners and seek to make connections between the school mission and that of the library. We need to show our expertise by discussing new resources, showing ways to use technology effectively and therefore being seen to be knowledgeable in respect to curriculum and instruction.

This is later referred to as the say- do ratio...practice what you preach.

Being continually reflective will allow for improvements and personal growth.

Also being willing to serve, being involved in committies will increase their circle of influence.

Programmes are ever changing, reflecting changing needs and goals for students. TL needs a clear vision of the future so it can be both communicated and evaluated.They also need to seize opportunities to change and intervene in projects in the school.
We are all educational leaders and so need to work with all the members of a school .. from teaching staff, to parents, students, community members to improve students' education.

Agree with Priscilla....

Priscilla Curran	Date:	Tue 28-Feb-12 11:51 am
To:	Module 1 Organisational Theory
Subject:	TL as leader

I agree with those who have already posted on the Donham reading in the general forum. An effective TL needs to have a vision (which is clearly understood by the rest of the school), and be able to use their talents and strengths (their expertise) to foster collaboration with teachers.

I also like Donham's point that to be a leader a TL must operate from an "internal locus of control". Rather than focusing on the difficulties of a situation or school environment, the TL needs to focus on what changes they can make, be proactive and look for opportunities where they can make a difference and integrate the library into the academic program. Volunteering to serve on curriculum committees, leadership teams etc, both within and outside of the school, would also be a good way to do this (and to raise the leadership profile of the TL), as Donham suggests.

Also, I agree with

Rebecca Taylor	Date:	Tue 28-Feb-12 03:36 pm
To:	Module 1 Organisational Theory
Subject:	Response to Donham

I really liked the list of criteria or traits that a good leader has: technical competence, conceptual skill, people skills, judgement, character. Quite a list to balance/strive for!

'Leading from the middle' - makes total sense and takes away the element of superiority and highlights anew the need for collegiality.

A lot of what Donham says relates directly to visibility. If a TL is visible - in classrooms, on committees - then their vision, their expertise, their very character is more likely to be taken seriously. This cannot be underestimated. The amount of staff I hear discuss the role of a TL with ignorance, it makes me feel so sad that the role is not valued because it is not visible enough.

What is my area of expertise? How does it fit into my school context?

My area of expertise .... I've been thrust into a mainly administrative role as there are 4 TL's on staff ... we are all part time. This has been challenging as not my area, but I am learning the ropes and seeing how I can use the system to work effectively. I can forsee changes ahead as the system was set up when the school began with 130 students .. now close to 1300.

Margaret put it well ...

Margaret O'Donnell	Date:	Tue 28-Feb-12 05:49 pm
To:	Module 1 Organisational Theory
Subject:	thoughts on Donham

I found the Donham (2005) reading easy to follow and make a lot of sense.
One part I found inspiring was "strategic leadership". There are often oportunities where a TL can "seize opportunities as they arise".

In many of the meetings with staff I have found that there is always an opportunity for a TL to recommend a book, or educational kit, other resource or volunteering to take on part of a curriculum program in library lessons. These opportunities to showcase the library and the skills of the TL in curriculum knowledge and resource knowledge are invaluable.

Also the opportunity to offer assistance in other extra curricular activities help promote the leadership of the TL.

I will endeavour to do this too !!