Module 3- Con't. (Part 3)

Moller Interview

As a substitute at a variety of different schools I believe I have seen different leadership qualities among principals.  I have seen principals who enjoy the reduced pressure of being a leader by nurturing teacher leaders.  They take pride in these teacher leaders instead of viewing them as a threat.  Although many changes come about due to these teacher leaders and not because of them directly, they are still able to share in the success.  Teacher leaders seem to be able to come to them with ideas, address concerns together and  implement change with the support of administrators.  This creates on going progress and camaraderie within the school.

Then there seems to be schools where the administrators don't seem to want to give their full trust to teachers and are skeptical of their ideas.  They come off as possibly condescending and give the impression that change comes from the top.  Based on my observations of these types of environments, some teachers are able to infiltrate administration and are trusted to suggest changes without offending superiors and some are not.

Regarding the three examples Moller hopes will emerge, I absolutely agree with the first two.  As someone who spent the majority of my working years in the private sector, I am accustomed to employees being recognized with raises, bonuses and promotions primarily based on performance.  I do not see it as a wise business practice or even an ethical practice to expect a teacher to fully take on additional leadership roles without clear expectations and compensation.  Teachers are not volunteers and they deserve to be recognized with through "predictable and fully-funded avenues" and with "commensurate pay".

Professional Development Schools and/or Professional Learning Communities

Unfortunately, I do not think I have had the opportunity to be involved in a PDS or a PLC.  At the school I enjoy subbing at most, I think they would be a great school to be a Professional Development School and their support for one another feels like it could be a PLC.  They seem to be enjoy trying new things in order to be on the cutting edge (or "commitment to continuous improvement" -PLC Handout).  The way a PDS fosters leaders is by giving them new ideas and encouraging staff to implement them.  This creates leaders stepping up and it also encourages teachers working together a forming, at minimum, an informal PLC.  I believe when teachers feel comfortable confiding with their colleagues and peers, they create a PLC.  Although, it would be more effective and consistent if administration required PLC's within a school so teachers can have more concrete goals and documentation.

Assessing Technology Needs

Thanks to Dr. Morphew, I have been introduced to a great website which not only shares a variety of online tools teachers and media specialists can use but it helps the user with the needs assessment process in order to help them find the right technology tool.  I believe this site can help those afraid of technology, a many other types of professionals as well as a stay at home parent.  You can check it out at http://webtools4u2use.wikispaces.com/ .