Meeting Thirteen: Leadership: Roles and Responsibilities

Technology Leadership Research Overview nLeadership better predictor of tech use than infrastructure or spending nNETS-A are comprehensive, yet conventional wisdom, weak on culture and communities nSchoolwide characteristic (80% w/ tech comm. | 2-3 people) –Principal involvement contributes more than infrastructure or expenditures –Technology Coordinators steer and support instructional uses –Teachers as learners critical for professional community around technology integration nImplementation –Vision can be an organizing concept –Technical & instructional support, and prof. community all matter

Spillane on Distributed Leadership nthe interactions between leaders, followers, and their situation nsituational distribution of task-enactment nhuman activity is distributed in the interactive web of actors, artifacts, and the situation nleaders act in situations that are defined by others actions nin a situation its routines, tools, and structures define leadership practice

Distributed Technology Ldrshp nLeaders act in situations that are defined by others actions, in a situation its routines, tools, and structures define leadership practice(Spillane, 2005) 1. Leadership Team members as called for by the situation –How the situation creates leadership practice needs –Who leadership team is (official & unofficial members), needs they meet –The followers degree of shared purpose, their computer uses, creates demand for various leadership practices 2. Leadership Team Interactions (and situation) –The interactions that occur as they carry out their technology leadership practice –Reciprocal shaping: tech purpose & tech leadership practice –The situation constrains and enables the interactions among leaders

Technology Leadership Practices From the Ubiquitous Computing Project

How technology is to support teaching & learning

Lewis Middle School 1.ClassConnect Project Director 2.Director of Information Systems 3.Principal 4.4 Tech Core Teachers nTechnical and instructional concerns tightly coordinated nPilot programs and consistent teacher involvement nParent and student input nConstant focus on purpose

Lewis Teachers Views nWho is a Tech Leader? –Role/ What –Coordinated? 12/21 Yes, through hours and hard work of tech core; information is regularly disseminated and shared. 7/21 No, they didnt know how they were supposed to be using technology in their classroom. –Opportunity for Input? 12/18 Yes, through through team leaders, tech core member, staff meetings, and informally

Lewis Teachers Views nTechnology Support –Technical 35% seldom needed | 60% mostly available | 80% good+ –Instructional: 80%+ seldom needed | 25% mostly available | 50% good+ –Impact

Lewis Teachers Views nProfessional Community about Tech –Tech Vision and Other Shared Goals –Prof Comm, Discussion, Staff Dev

Fulton Middle School 1.Superintendent 2.Technology Director 3.2 Technical Coordinators at school nDirective, from superintendent nFocused on access, and technical concerns nLittle to no involvement from others, including principal

Fultons Teachers Views nWho is a Tech Leader? –Role/ What –Coordinated? 11/17 Yes, with caveat of time. 4/17 No, too little time. –Opportunity for Input? 5/13 Yes, through forms for service, accessible inbetween classes, at meetings, or through . 4/13 said they were not asked. 4 said it wasnt possible

Fultons Teachers Views nTechnology Support –Technical 60% seldom needed | ~50% not available | 50+% good –Instructional: 70% seldom needed | 25% mostly available | 50% good+ –Impact

Fultons Teachers Views nProfessional Community about Tech –Tech Vision and Other Shared Goals –Prof Comm, Discussion, Staff Dev

Technology Leadership as a School Characteristic nShared by a team nIts results are school resources –Teacher professional community –Technology support quality nDistributed Leadership Model –Recognizes recursive effect leaders act in situations that are defined by others actions in a situation influences leaders and followers practices nLeaders Technology Vision –Expressed in routines, tools and structures –Embodied most often in Technology Coordinator Expertise and Position/Power issues