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SESSION 5 LEADERSHIP IN A LEARNING ORGANIZATION. DR LYN SHARRATT OISE/UT - Course 1048 Winter 2002. OVERVIEW . ON-LINE LEARNING/EXPLORING CHAPTERS 5 & 6: PERTINENT POINTS EXAMINE SCHOOL DATA COLLECTION BREAK “WHAT DID THE LEADER DO?” QUESTIONS FOR THE PRINCIPAL OF COSS

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SESSION 5 LEADERSHIP IN A LEARNING ORGANIZATION


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    1. SESSION 5 LEADERSHIP IN A LEARNING ORGANIZATION DR LYN SHARRATT OISE/UT - Course 1048 Winter 2002

    2. OVERVIEW • ON-LINE LEARNING/EXPLORING • CHAPTERS 5 & 6: PERTINENT POINTS • EXAMINE SCHOOL DATA COLLECTION • BREAK • “WHAT DID THE LEADER DO?” • QUESTIONS FOR THE PRINCIPAL OF COSS • REFLECTOR • NEXT WEEK: CHAPTER 7

    3. Methodology

    4. Framework 2.1

    5. Framework 2.2

    6. RESULTS • . • Factors - • 1. External Factors: School Board: Connected vision to in-service and funding for Technology • 2. Leadership: Influenced Culture/Shared decision making process/Promoted use of technology • 3. Implicit Culture: Shared values/ Some conflict evident • .

    7. Conditions - • 1. Structure: Flexible/distributed leadership • 2. Resources: Relevant/Time/Accessible/Assistance • 3. Culture: • Explicit/collaborative/problem solving • Outcomes - • Collective Changed Practices • . • .

    8. Knowledge Utilization • Culture/characteristics of the setting: • “user personal characteristics” • Resources/characteristics of the source: • “content and relevance of the source” • OL Processes/Interactive Processes: • “on-line involvement and discussion with colleagues” • .

    9. Learning Organizations Research • Some conditions across contexts and geographic locations • Areas of influence: leadership school board/district culture • Schools are able to identify key barriers and enhancers to learning • Addresses how we learn

    10. Learning Organizations Research - continued • Organization: cross-functional learning teams of staff & management • Continued employee education • Knowledge-based products (OBL) and services • Increased capacity in individual and collective learning is a focus • Shared meaning AND common purposes are important (values) • Leaders have a capacity for continual learning