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"Communication is the real work of leadership," says HBS professor Nitin Nohria, who documented the importance of persuasion in his 1992 book Beyond the Hype: Rediscovering the Essence of Management. Nohria believes effective leaders are masters of the classical elements of rhetoric, as outlined by Aristotle centuries ago. "You can reach people through logos or logic, by appealing to their sense of what is rational," he explains. "You can use pathos, appealing to their emotions, or you can make an argument based on their sense of values or ethos." Great leaders, he notes, "spend the bulk of their time communicating, and they know how to employ all three of Aristotle's rhetorical elements."
Humble leaders who were young, nonwhite or female were reported as having to constantly prove their competence to followers, making their humble behaviors both more expected and less valued. However, humble leaders who were experienced white males were reported as reaping large benefits from humbly admitting mistakes, praising followers and trying to learn. In contrast, female leaders often feel they are expected to show more humility than their male counterparts, but then they have their competence called into question when they do show humility. "Our results suggest that female leaders often experience a 'double bind,'" Owens says. "They are expected to be strong leaders and humble females at the same time." Owens and Hekman offer straightforward advice to leaders. You can't fake humility. You either genuinely want to grow and develop, or you don't, and followers pick up on this.
"CASTLE is the nation’s only center dedicated to the technology needs of school administrators. In addition to our highly-acclaimed School Technology Leadership graduate program, we also help other university educational leadership programs prepare technology-savvy school leaders and provide numerous resources for K-12 administrators and the faculty that prepare them. Please contact us if we can be of help to you and your organization."
We provide support to the higher education sector by working with individual academics. Our network of discipline-based subject centres provides a range of services to subject departments. We work with UK universities and colleges, providing national leadership in developing and disseminating evidence-informed practice about enhancing the student learning experience.
"A project of the National School Boards Foundation implemented by NSBA's Institute for the Transfer of Technology to Education with a grant from the National Science Foundation.*"
"A new role for the professoriate in the new millennium has been recognized and encouraged, especially as technology-assisted instruction has proliferated and changed the way teachers and students interact, as well as the manner in which educational entities must now do business to meet the demands of a digitized society. The literature describing the rapid evolution of distance education delivery systems over the past twenty years has frequently categorized it into three stages, from correspondence education, to technology-assisted education and, more recently, networked education. Although all three remain, and there are variants on each of these models, the theme is consistent that we are now witnessing dramatic changes in how instruction is designed and delivered across time and space. As this dynamic becomes more frequent and more pervasive, faculty have been admonished to be more receptive and adaptive to opportunities for playing exciting new roles in the distance education arena."
My name is Cole Camplese and this is my space to share my ideas, thoughts, reflections, and rants related to the state of teaching and learning with technology. I am the Director of Education Technology Services at Penn State University, but the things I
This paper presents the author's definition of Information Technology (IT) leadership and assesses its relevancy in today's fast-paced technological environment. The author describes the essential qualities and contrasts the content knowledge needed by today's IT leader, as compared to essential characteristics common to all leaders--past, present, and future.
Numerous articles and documents have been written about the management of distance education. The International Centre for Distance Learning (ICDL) Distance Education Library and the Educational Resources Information Center (ERIC) alone contain hundreds of such documents. Most of these documents, however, examine distance education policy, institution management, student support systems and student administration relevant to the first three generations of distance education delivery models [correspondence, multimedia and telelearning]. Surprisingly little appears to have been written about the academic management and administration of what Taylor (1996) labels as fourth generation distance education delivery [flexible learning].
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