I have seen a general theme running through both this course and my practice in my leadership role. Technology leadership, or really any leadership, always comes back to RELATIONSHIPS. Fostering good relationships with staff and students creates a positive environment which is key to gaining trust and buy-in. This, in turn, allows for risk-taking and innovation. As I look back on the course, relationships were seen interwoven throughout the course content. For example, relationships were central to many of the leadership theories that I examined early on in the course. As a leader, using and modelling the use of technology can influence attitudes, as seen in social learning behaviour, which can then influence behaviours. This is linked to the theory of reasoned action, which describes how attitudes as well as norms can influence behaviour. Both attitudes and beliefs about the usefulness of introducing and adopting a new technology will influence the adoption. Communities o
This week in class, we took a look back at the learning goals that was provided at the beginning of the course. I think that I have met most, if not all, of these goals but I think that it is an important exercise for me to critically analyze and measure how I am doing for each one individually: Goal 1: Theory to practice. Apply new understandings of tech leadership theory to practice and in the course. This is perhaps one of the goals that I dedicated the most time and effort towards. The course was really designed around not only learning about tech leadership theories, but also applying these theories in practice. In the course, this was evident during the theory presentation assignment, the case study assignment, and the blue sky metaphor assignment (at least that's the plan since it's not until next week!). It's pretty interesting how much the theory from this course has also crossed over to my professional practice as well. I find that I'm even quoting s