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To many, leaders are not born, but made. It is increasingly accepted, however, that in order to be a good leader, one must have the experience, knowledge, commitment, patience, and most importantly the skill to negotiate and work with others to achieve goals.

Good leaders are thus made, not born

Great man theories assume that the capacity for leadership is inherent, that great leaders are born, not made

the trait theory assumes that people inherit certain qualities or traits make them better suited to leadership.

Contingency theories of leadership focus on particular variables related to the environment that might determine which style of leadership is best suited for a particular work situation.

Situational theory proposes that leaders choose the best course of action based upon situational conditions or circumstances.

Behavioural theories of leadership are based on the belief that great leaders are made, not born.

articipative leadership theories suggest that the ideal leadership style is one that takes the input of others into account.

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Transactional theories, also known as management theories, focus on the role of supervision, organization and group performance and the exchanges that take place between leaders and followers. These theories base leadership on a system of rewards and punishments (Charry, 2012).

Relationship theories, also known as transformational theories, focus on the connections formed between leaders and followers. In these theories, leadership is the process by which a person engages with others and is able to “create a connection” that results in increased motivationand morality in both followers and leaders. 

This theory states that learned knowledge and acquired skills/abilities are significant factors in the practice of effective leadership. Skills theory by no means refuses to acknowledge the connection between inherited traits and the capacity to lead effectively, but argues that learned skills, a developed style, and acquired knowledge, are the real keys to leadership performance.

Autocratic leadership is an extreme form of transactional leadership, where leaders have complete power over staff. Staff and team members have little opportunity to make suggestions, even if these are in the best interest of the team or organization

Bureaucratic leaders follow rules rigorously, and ensure that their staff also follow procedures precisely.

Charismatic leadership theory describes what to expect from both leaders and followers. Charismatic leadership i

a leadership style that is identifiable bu

may be perceived with less tangibility than other leadership styles

Democratic leaders make the final decisions, but include team members in the decision-making process. They encourage creativity, and team members are often highly engaged in projects and decisions.

Laissez-faire leadership may be the best or the worst of leadership styles (Goodnight, 2011). Laissez-faire, this French phrase for “let it be,” when applied to leadership describes leaders who allow people to work on their own. Laissez-faire leaders abdicate responsibilities and avoid making decisions, they may give teams complete freedom to do their work and set their own deadlines.

This leadership style starts with the idea that team members agree to obey their leader when they accept a job.

Think of Churchill’s “we shall fight on the beaches” speech. Churchill is a great example of a transformational leader that inspired an entire nation of people to work towards a common goal. 

An autocratic or authoritarian leadership style imposes policies and procedures, sets expectations and defines outcomes. 

Also known as democratic leadership, participative leadership allows everyone on the team to get involved and work together to make important decisions.

we all know the saying about too many cooks.

He’s noted as a delegative leader because of his method of empowering his employees to make their own decisions and solve their own problems. 

Servant leaders do everything they can to serve their team and ensure that everyone is happy and fulfilled.

multidimensional mathematics was taught and valued

roles to help children by providing some advantageous structure to the effort to help students learn to collaborate in ways that matter.

one issue I have with roles is that they can be too tight and not allow all students to experience every aspect of project/problem work

survey students about the roles they desire most and make teams based on the surveys.

4. The ability to use open systems thinking The capacity to scan the external environment Able to foster participative democracy/collaboration decision-making and process Able to actively diffuse power Capacity to work in a team Ongoing internal and external analysis of effectiveness (continuous improvement)

If organizations are to develop a capacity to work with mental models then it will be necessary for people to learn new skills and develop new orientations, and for their to be institutional changes that foster such change. ‘Entrenched mental models… thwart changes that could come from systems thinking’ (ibid.: 203). Moving the organization in the right direction entails working to transcend the sorts of internal politics and game playing that dominate traditional organizations. In other words it means fostering openness (Senge 1990: 273-286). It also involves seeking to distribute business responsibly far more widely while retaining coordination and control. Learning organizations are localized organizations (ibid.: 287-301).

it’s the capacity to hold a share picture of the future we seek to create’ (1990: 9). Such a vision has the power to be uplifting – and to encourage experimentation and innovation. Crucially, it is argued, it can also foster a sense of the long-term, something that is fundamental to the ‘fifth discipline’.

When there is a genuine vision (as opposed to the all-to-familiar ‘vision statement’), people excel and learn, not because they are told to, but because they want to. But many leaders have personal visions that never get translated into shared visions that galvanize an organization… What has been lacking is a discipline for translating vision into shared vision – not a ‘cookbook’ but a set of principles and guiding practices. The practice of shared vision involves the skills of unearthing shared ‘pictures of the future’ that foster genuine commitment and enrolment rather than compliance. In mastering this discipline, leaders learn the counter-productiveness of trying to dictate a vision, no matter how heartfelt. (Senge 1990: 9)

People need to be able to act together. When teams learn together, Peter Senge suggests, not only can there be good results for the organization, members will grow more rapidly than could have occurred otherwise.

In a learning organization, leaders are designers, stewards and teachers. They are responsible for building organizations were people continually expand their capabilities to understand complexity, clarify vision, and improve shared mental models – that is they are responsible for learning…. Learning organizations will remain a ‘good idea’… until people take a stand for building such organizations. Taking this stand is the first leadership act, the start of inspiring (literally ‘to breathe life into’) the vision of the learning organization. (Senge 1990: 340)

In essence, ‘the leaders’ task is designing the learning processes whereby people throughout the organization can deal productively with the critical issues they face, and develop their mastery in the learning disciplines’ (ibid.: 345).

One of the important things to grasp here is that stewardship involves a commitment to, and responsibility for the vision, but it does not mean that the leader owns it. It is not their possession. Leaders are stewards of the vision, their task is to manage it for the benefit of others (hence the subtitle of Block’s book – ‘Choosing service over self-interest’). Leaders learn to see their vision as part of something larger. Purpose stories evolve as they are being told, ‘in fact, they are as a result of being told’ (Senge 1990: 351). Leaders have to learn to listen to other people’s vision and to change their own where necessary. Telling the story in this way allows others to be involved and to help develop a vision that is both individual and shared.

By attending to purpose, leaders can cultivate an understanding of what the organization (and its members) are seeking to become. One of the issues here is that leaders often have strengths in one or two of the areas but are unable, for example, to develop systemic understanding. A key to success is being able to conceptualize insights so that they become public knowledge, ‘open to challenge and further improvement’ (ibid.: 356).

It is about fostering learning, for everyone. Such leaders help people throughout the organization develop systemic understandings. Accepting this responsibility is the antidote to one of the most common downfalls of otherwise gifted teachers – losing their commitment to the truth. (Senge 1990: 356)

Whether or not you seek outside help, however, educating your own technology team is crucial to a successful plan. In order to understand the options a consultant presents to you, you need vocabulary and basic concepts. The content areas of TechSoup are a good place to start.

That solution has two fundamental underpinnings: the first is that information literacy is an issue for every college and university; and the second is that librarians should occupy a position in attempts to define and achieve campus-wide information literacy.

While it is legitimate to use some of the information available on the web, students need to learn how to evaluate that information.

A study conducted by two researchers at the Manchester Metropolitan University in the United Kingdom found that 75% of the students surveyed used Google as their first port of call when locating information, with the university library catalogue used by only 10%.

In general, faculty members involved in the process were willing to collaborate with librarians who served as consultants, as instructors, and as team players in designing, teaching and implementing course assignmen

One particular model which has proven to be effective is course integrated instruction. With this model, librarians and teaching faculty co-design a course, and make sure that information literacy is incorporated in the course.

They not only sought to build short-term programmatic partnerships but more importantly, formal long-term working relationships with campus units, groups, departments and administrators.

“Integrating Literacy into the Liberal Arts College Curriculum.

launched a campaign to recruit faculty as partners in the process

took advantage of the liaison system already in place

Symposiums were organized for faculty and librarians to focus on assessment and science disciplines.

offered a workshop

More and more course-related or integrated instruction sessions have come to play a bigger role in making students more information literate.

Changing fee structures, student experience and access to digitized information on the internet, librarians have had to rethink their approach to teaching IL skills

McGuinness (2007) argues that librarians tend to act in a reactive manner to the needs of academics, rather than proactively to promote IL skills.

eads to ad hoc, short-term solutions designed only to address one or two issues.

dds that librarians should align their own goals of incorporating IL skills into the curriculum with the goals of academics and institutions to influence the power structures within institutions and help shape educational content.

highlights both the ambiguity around how IL should be taught, and the important role faculty awareness of IL and integration of library staff plays in integrating IL

unpack the “culture clash” between librarians and academics

cGuinness (2006) found that academics expected students to “learn by doing” through collaborative projects with peers and dissertation reports with occasional support from staff, without a clear sense of how students would develop critical and analytical IL skills

aculty also tended to believe that a student’s ability to gain IL skills were driven by the student’s own motivation, interests and innate abilities, rather than the quality and format of the available instructional opportunities

Multiple literacies, including digital, visual, textual, and technological, have now joined information literacy as crucial skills for this century”

These collaborative efforts have enabled librarians to encourage and support faculty in establishing learning priorities which will ensure that students be equipped with the competencies to become effective lifelong learners.

Only by establishing a successful partnership between librarians and faculty, can the goal of mastery of information literacy by students be accomplished.

The goal of librarian-faculty collaboration in integrating information literacy into the curriculum is to enable students to learn the skills and competencies needed for success during their life time

To make sure that everyone is able to become an educated, skilled, and information-literate person, librarians and faculty at institutions of higher education throughout the world will need to work together as partners to provide the education

Leaders Find Ways to Control Negative and Unproductive Emotions

Leaders Take the Time to Think, Relax and Replenish Their Energy