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Scott McLeod discusses leadership with Technology Coordinators
Dr. Scott McLeod led a lively presentation at breakfast hosted by Learning.com at NECC in June 2009. He asked the question, "Why aren't you (the technology coordinator) having a bigger impact?"
"I really believe district-level technology coordinators are probably putting in more hours and have maybe a broader range of responsibilities than anybody else in this room. The people (tech coordinators) that I meet are very dedicated and hard working. They’re really trying their very best in doing a great job for their school in making everything run so smoothly,"
"Why do I hear so many complaints about you?"
pln2lead - Leadership 2.0 Home
What happens when you bring 6 educators and a video game developer together to discuss leadership for the future? Leadership 2.0. Leadership 2.0 is about modeling and facilitating best practices within administrative leadership for the purpose of supporting personalized learning for students, teachers, and fellow administrators. It moves past the status quo to push for reforms on multiple fronts, embracing the modern technologies today rather than relegating it to "the future" and tomorrow's leaders to implement.
Transformational Leadership
Assumptions: [1] People will follow a person who inspires them.
[2] A person with vision and passion can achieve great things.
[3] The way to get things done is by injecting enthusiasm and energy.
Generation YES » TechYES
TechYES is an innovative way for schools and community organizations to offer a technology certification program to students in grades 6-9. As with all Generation YES products, students are at the center of the solution - backed up with solid research and extensive resources.
In TechYES, students show technology literacy by creating projects that meet state and local technology proficiency requirements. As part of TechYES, a structured peer-mentoring program assists the teacher or advisor, and provides student leadership opportunities that serve to further strengthen the program and enrich the learning community.
Abdication of Responsibility Isn’t an Option (AASA - Doherty)
As the use of personal and instructional technology becomes increasingly embedded into day-to-day operations, superintendents need more than ever to be intimately involved in the direction, decisions and deliverables of a school district’s technology initiatives.
TICAL - Technology Information Center for Administrative Leadership
Use these 4-5 minute presentations to quickly gain a better understanding of the variety of tools on the World Wide Web including blogs, social networks, and wikis.
Leadership in the 21st Century: The New Visionary Administrator (Speak Up)
Project Tomorrow and Blackboard released Leadership in the 21st Century: The New Visionary Administrator during a breakfast meeting at the NSBA T+L 2008 ConferenceT+L (Seattle, WA) Wednesday, October 29, 2008.
This new report, based on the Speak Up 2007 School Leaders Survey, examines school and district administrators’ attitudes about technology and learning. The report highlights several Visionary Administrators who have more in common with students than with fellow administrators in terms of technology use and priorities for technology in instruction.
Pakistani Educational Leadership Institute — at Plymouth State University
The Pakistani Educational Leadership Institute engages Pakistani educators and administrators by developing and honing the leadership skills necessary to direct educational initiatives and effect change in Pakistan.
Leadership 3.0
The Leadership 3.0 Symposium is a collaborative effort of the Association of California School Administrators (ACSA), Computer Using Educators, Inc. (CUE), Technology Information Center for Administrative Leadership (TICAL). It is truly “for administrators, by administrators.” 3 organizations, 1 mission – Educational Leadership for the 21st century.
Tipping Point Leadership - Portfolio.com
How can you overcome the hurdles facing any organization struggling to change: addiction to the status quo, limited resources, demotivated employees, and opposition from powerful vested interests?
What Leaders Can Learn from Madonna (Slow Leadership)
There is a great deal that leaders can learn from Madonna and her incredible ways, including:
How to deal with innovation as fashions and customer demands shift.
Effective techniques to reinvent a persona and profile.
How to bring a management team along with you, even as you face controversy.
How to capitalize on success for the benefit of larger causes.
Dangerously Irrelevant: 'Some' is not a rebuttal
Some is not a reason to ignore the large-scale, widespread, policy- and practice-level decisions that need to be made to transition our schools into a digital, global society. Some is not permission to stand pat.
Better Structure Means Better Organizations (Slow Leadership)
One of the differences between a happy and an unhappy organization is how well its structures and processes match its objectives. You can call this ‘coherence’ — a coherent organization is one which is organized and managed in a way that embraces its objectives, rather than just not getting in the way.
How Do You Manage Your Time? | Slow Leadership
We want to find an acceptable way to help us make sure that we’re truly tackling topics important to you, our valued readers, so we’re trialling a method for producing and presenting on-line surveys. If you have a moment, please complete our short survey into how people manage their time at work. It will take you less than five minutes — probably less than three. We’ll report back the results in a week or so.
Mandela: His 8 Lessons of Leadership (TIME)
As we enter the main stretch of a historic presidential campaign in America, there is much that he can teach the two candidates. I've always thought of what you are about to read as Madiba's Rules (Madiba, his clan name, is what everyone close to him calls him), and they are cobbled together from our conversations old and new and from observing him up close and from afar. They are mostly practical. Many of them stem directly from his personal experience. All of them are calibrated to cause the best kind of trouble: the trouble that forces us to ask how we can make the world a better place.
How to Renew Yourself as a Leader - Part 1 (Slow Leadership)
A rigid, rule-bound, change-resisting leader can cause havoc. But so can a leader who applies such a light touch — and is so averse to setting any kind of boundaries or rules — that no one is quite sure of what they are supposed to do, and there is little or no co-ordination between people working towards the same goal.
Leadership and Integrity in Change
Integrity is both a part of who you are and what you do. It is about being true to your values, no matter what. And if those values are admired by others, you have the makings of a great leader, particularly in times of change.
We often have two sets of values: normal values and stress values. In most situations, with normal values at the fore, we follow social rules of consideration and trustworthiness. But when pressured, our underlying stress values come to the fore. For many people these are more about personal survival and any thought of putting others first goes out of the window. Where that stress line is where we flip varies greatly between people. Some get selfish at the slightest discomfort, whilst others resist the temptation for a while longer. Integrity means pushing this barrier much further out, even to the point of self-sacrifice.
Leadership and Eco-Reality (Newsweek)
It's a good bet that whoever wins in November will be greener than George W. Bush. The next president is likely to launch the nation on the path toward reducing dangerous CO2 emissions. But any legislation emerging from Congress will probably be no more than a directional signal, a declaration of intent or a down payment—a start, but at best a modest beginning. To go further, to truly tackle the greenhouse effect, will require the one thing from voters that few politicians dare to ask for and fewer achieve: massive public sacrifice.
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