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1 – 10 of over 18000Leadership development is a significant issue in public libraries and library administrators debate, among other topics, how to achieve it for the middle-level manager. At the…
Abstract
Leadership development is a significant issue in public libraries and library administrators debate, among other topics, how to achieve it for the middle-level manager. At the present time, library organizations use leadership and management workshops, seminars, and institutes to assist with managers’ organizational learning processes. Current literature indicates that additional strategies such as career planning, mentoring, networking, acquiring adequate qualifications and experience, professional involvement, and continuing education are used not only to facilitate middle-level managers’ career development, but also to help organizations fill the leadership gaps within their ranks.
In 2005, a qualitative study was undertaken to explore the educational events, personal experiences, and job circumstances that a selected group of non-MLS library directors…
Abstract
In 2005, a qualitative study was undertaken to explore the educational events, personal experiences, and job circumstances that a selected group of non-MLS library directors working in small Texas communities believed were significant in contributing to their professional development. Face-to-face interviews were conducted with 17 female library directors working in Texas communities with populations of 25,000 or less using open-ended questions, and interviews were recorded and transcribed for later analysis. Four major topic areas relating to the professionalization of non-MLS library directors were identified from the data: (1) job satisfaction, including library work as spiritual salvation, librarianship and the ethic of caring, making a difference in the community, and pride in professional identity; (2) professional development, including hiring narratives, continuing education and lifelong learning, mentoring and professional development, and the importance of the MLS degree; (3) challenges facing small community library directors, including gender-based discrimination, resistance from local governing officials, and geographic isolation; and (4) guidelines for success, including understanding the community, becoming part of the community, making the library the heart of the community, business and managerial skills, and people and customer service skills.
Global focus on reforming teachers has resulted in the inclusion of multiple survey questions about teachers’ professional learning activities in large-scale international…
Abstract
Global focus on reforming teachers has resulted in the inclusion of multiple survey questions about teachers’ professional learning activities in large-scale international studies. A cross-national analysis of these survey data will likely enhance our understanding and inform the future direction regarding teacher professional development policy and practice. Yet we do not know whether these surveys measure the key features and their contextual factors of teachers’ professional learning activities to allow a systematic cross-national analysis. Based on international and U.S. literature, I develop a conceptual model of teachers’ professional learning activities in global context and analyze relevant survey items used in three major international studies – TIMSS, PIRLS, and TALIS. I conclude the chapter with a discussion of the coverage of these survey items and a direction for improving data collections of teachers’ professional learning activities in large-scale international studies.
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Amanda Watkins, Annet De Vroey and Simoni Symeonidou
This chapter aims to identify and explore those critical factors in relation to teacher education and development that may hinder or support the wider implementation of policy for…
Abstract
This chapter aims to identify and explore those critical factors in relation to teacher education and development that may hinder or support the wider implementation of policy for inclusive education in practice. The chapter considers key issues related to initial teacher education (ITE) and in-service teacher education and continuing professional development (CPD) that appear to be relevant albeit in differing degrees across most European countries.
The chapter builds on initial work completed in the European Agency project on Teacher Education for Inclusion (TE4I). The project concluded that the role of core values for inclusion (particularly in ITE) can be a critical factor in ensuring more inclusive education systems overall (European Agency, 2011, 2012).
A number of policy questions in relation to preparing teaching staff for inclusive education were highlighted in this work, but two critical issues are the focus here:
1. How all relevant policies can support flexible education opportunities in initial and continuing professional development for all teachers.
2. How all teachers can be supported to develop the skills to meet the diverse needs of all learners, including a clear understanding of effective learning strategies, such as learning to learn and active learning approaches.
1. How all relevant policies can support flexible education opportunities in initial and continuing professional development for all teachers.
2. How all teachers can be supported to develop the skills to meet the diverse needs of all learners, including a clear understanding of effective learning strategies, such as learning to learn and active learning approaches.
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This study investigates how university libraries in Nigeria are staffed and presents staff development opportunities and learning activities that sustain staff.
Abstract
Purpose
This study investigates how university libraries in Nigeria are staffed and presents staff development opportunities and learning activities that sustain staff.
Methodology/approach
A survey research design was adopted. Purposive sampling technique was used to select 46 universities and 400 respondents consisting of 46 heads of libraries and 354 professionals from federal, state, and private universities. Content of the instrument was based on literature comprising six questions. The 327 (92.4%) usable responses were analyzed using descriptive statistics and presented in simple frequency tables.
Findings
The study showed that library workforce in Nigerian universities included different categories of professionals and para-professionals having diversified job opportunities and duties. Most libraries had staff development budget and respondents received various forms of assistance to foster learning. Although all nontransferable skills recorded high mean, respondents accorded less importance to nonlibrary personal skills that can be used to leverage the expectations of recruitment, retention, and sustainability.
Research implications
The study was limited to practicing professionals but has staffing implications for all libraries across Nigeria.
Practical implications
Many professionals may lack the appropriate multi-skills that would enhance exploring new approaches and breaking out of traditional ways of operation in the different library and outside library settings.
Originality/value
The study contributes to knowledge about sustaining library staff in relation to adopting the recommended skills on a broad scale, and assessing how their acquisition can change the perception of professionals to its immense contributions to sustaining them in the workforce.
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This chapter discusses the findings of doctoral research into further education lecturers' and middle managers' perceptions of how Continuing Professional Development (CPD) in the…
Abstract
This chapter discusses the findings of doctoral research into further education lecturers' and middle managers' perceptions of how Continuing Professional Development (CPD) in the sector is planned and implemented. Thematic analysis revealed that mandatory CPD is perceived to: involve conflicting purposes between those planning it and its recipients (deriving from divergent understandings of professionalism and the role of CPD among stakeholders); and be characterised as mostly generic, didactic, and ineffective, leading lecturers to compensate by engaging in additional, separate forms of CPD. This chapter demonstrates the value of practice-based doctoral study in enabling the voices of educators to be positioned at the centre of an exploration of their own professional learning.
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Barbara de la Harpe and Thembi Mason
The promise of Next Generation Learning Spaces appears to remain unfulfilled. This chapter explores why and how the design of professional learning for academics teaching in such…
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The promise of Next Generation Learning Spaces appears to remain unfulfilled. This chapter explores why and how the design of professional learning for academics teaching in such spaces can and should be transformed. It takes a fresh look at why old professional development is failing and proposes a new way to engage academics in their own professional learning. Rather than continuing with traditional professional development that is most often, ad hoc, formal and centrally driven, comprising mandated professional development workshops and a website that may only be visited once, the chapter explores the move from ‘old’ professional development to ‘new’ professional learning. It draws on the fields of organisational theory, cognitive theory and behavioural economics.
New professional learning is characterised by a ‘pull’ rather than a ‘push’ philosophy. Academic staff themselves drive their own learning, choosing what, when and how they want to learn to become better teachers. Multiple and various learning opportunities embedded in day to day work are just-in-time, self-directed, performance-driven and evaluated within an organisational system. In this way the institutional setting influences behaviour by ‘nudging’ habits and setting defaults resulting in academics making the ‘right’ decisions and doing the ‘right’ thing. By addressing the compelling issue of how to enhance academic staff teaching capability, this chapter can help university leaders to think beyond the professional development approaches of yesterday. Aligning with this new direction will result in enhanced learning and teaching in the future.
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Teachers in the initial stages of their career need support. The quality of their development will depend strongly on the kind of support that is given to them during induction…
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Teachers in the initial stages of their career need support. The quality of their development will depend strongly on the kind of support that is given to them during induction. In this chapter, the author explains how the induction years need to be seen as a distinctive part of the teacher education continuum, building on initial teacher education (ITE) and feeding into continuing professional development (CPD). The University of Malta's Faculty of Education proposed national strategy for induction of newly qualified teachers (NQTs) stresses the need for an effective design of induction programs in terms of the type of activities, the involvement of teacher education institutions and the role of the mentor – all of which can vary, depending on the learning needs of the NQT involved. Such programs will ensure that the support provided creates opportunities to relate back to initial teacher education and to prepare teachers for career-long continuing professional development. The aim of this discussion is to evaluate the current state of professional opportunities available for beginning teachers in Malta, and to discuss an effective approach which facilitates experienced teachers to build their capacities to play a key role, through mentoring, in their new colleagues' professional learning journey.
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Julia Hope and Silvia Colaiacomo
This chapter discusses a new understanding of how leadership is performed and internalized, from which a sustainable model of supporting and promoting educational leadership at…
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This chapter discusses a new understanding of how leadership is performed and internalized, from which a sustainable model of supporting and promoting educational leadership at the institutional level can be developed. It focuses on what is actually happening in an institution to capture “leadership” in an English higher education institution (HEI). It considers leadership in the context of a continuous professional development route for Senior Fellowship of the Higher Education Academy (HEA) at a Post-1960 English HEI. HEA Fellowship and the UK Professional Standards Framework (UKPSF) are increasingly used within British HEIs to support the professional formation of university teachers. The SFHEA is an internationally recognized accreditation for experienced university staff (academics/support/administrative) able to provide evidence of a sustained record of effectiveness in their practice, incorporating leadership of specific aspects of teaching and learning provision. Participants are evaluated against the criteria and dimensions of practice set by the UKPSF (UK Professional Standards Framework for Teaching and Supporting Learning in Higher Education), which identifies the areas of competence that need to be demonstrated to achieve Descriptor 3, Senior Fellow. In the UK, it is increasingly the case that HE teacher development programs for new and experienced staff are accredited by the HEA against the UKPSF (Land & Gordon, 2015). There is a dearth of literature on program leadership and sustainable leadership in higher education. This chapter is, therefore, particularly timely and suggests that continuing professional development programs “model” good practice, which participants transfer to their own teaching.
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