# data[].attributes.body
a).  I think there are different types of leaders.  Although I don’t personally consider myself a leader, I’ve been told I have all the qualities of a good one.  I think it really comes down to interpersonal skills.  Relationships are everything - if you are willing to put the work in upfront you will notice huge payoffs.  I think a large part of being a good leader also has to do with ego.  I have seen professionals in administrative roles allow their ego to get in the way of developing healthy relationships.  It’s really counterproductive.
b).  Thinking about the Transformational Leadership playlist, specifically Simon Sinek’s TED Talk and Michael Jr., I want to work for an administrator who knows their “why” and encourages their staff to know their “why”.  I think this goes back to the importance of our values and beliefs as educators but I also appreciated the discussion of hiring practices.  A leader should look to work with people who value and believe in the “why” of a culture.  Regarding “Leadership Lessons from a Dancing Guy”, a leader takes risk sure, but it’s the first follower that really appealed to me.  The idea that there are different types of leaders that exist not necessarily the one who holds high status.  I’m also thinking about a leader who puts aside ego for the sake of the school community and knows/understands that it is the work of others that helps to make them effective (or not).  “Nurture your followers as equals”.  From Carol Dweck’s Growth Mindset, I want to work for a leader who allows (maybe even encourages?) missteps and knows they are essential to learning.

# data[].attributes.body
A. I define a leader as someone who is authentic and passionate about the work they are doing. Authenticity leads people to trust leaders and passion attracts people who believe in and want to buy into the leaders vision. It becomes a feedback loop of positivity. Because those people who believe in their vision trust their leaders, they feel as if they can come to them with ideas to support and grow that vision which in turn builds passion and attracts more people who have the skills and influence to take the leader’s vision where they want it to go. I have unfortunately not met a leader that embodies both of these attributes, but I have met many leaders who are either one or the other. I have worked under leaders who are very authentic. The honesty and approachability that comes with authenticity has made for great teamwork, but without the clear vision that comes from passion, the teamwork felt kind of fragmented. On the other hand, when I have worked with those who are passionate but not authentic, I have felt uncomfortable approaching them with ideas. It was solely a top down experience where we did what we were told to do in following the vision of the leader. I’d like to think that I embody both authenticity and passion in my work, but the truth is I am working on both.  My natural state is to keep my head down and follow my vision, which I can understand may make others think that I don’t want to be bothered and as such ruins my authenticity. Passion I definitely have but it feels right now to be an undefined thing. Until I am located in a school library, I cannot truly put together a clear vision that will engage others because I cannot right now see what needs to be done. All in all, I suppose I am a leader in progress.

D. I have often in the past heard teachers complain about how every few years there’s a new educational trend that administrators latch onto. It’s bemoaned that whenever teachers are now feeling comfortable with a new addition, it is then changed or something new is added and it leaves teachers struggling to continuously adapt to the whiplash. With that exhaustion comes people who are increasingly hesitant to follow that vision, thus creating colleagues who are the antithesis of what Simon Sinek advocates for in his video. While I empathize with teachers, I can now see the unique stresses of an administrator as a leader who is in charge of both inspiring growth for teachers and students as well as taking care of the daily running of a school.The inspiration and the vision may be there but it can get bogged down with all the other things that need to get done first. Having and working towards a vision of growth in a school can almost feel like the self-actualization at the top of Maslow’s hierarchy of needs for the school. Having a vision to reach for is great but when you have to ensure that students and staff feel safe in the environment, have opportunities to meet their basic needs during the school day, support belongingness and positive school culture, and show support and appreciation for all, it can feel like that great vision needs to take a backseat. I think this is also why it feels like things are always changing. If we can inspire teachers to buy in more to the vision, they may be able to support the vision better than if the principal sets out a new trend-based initiative without fully communicating the passion behind it. Understanding this, I can see how the library is perfectly aligned to support the vision in the classroom. It is up to us librarians to creatively plan ways to support the administrator and provide concrete supports for teachers to incorporate these goals in their lessons.

# data[].attributes.headline
School Leadership- Not for the Faint of Heart (Meg)

# data[].attributes.subject
School Leadership- Not for the Faint of Heart (Meg)

# data[].attributes.body
a. My definition of a school leader is someone who sees themselves as a servant, someone who believes they are in their position to work for the betterment of everyone else in their community. A school leader is humble, smart, dedicated, has high expectations, and is protective of their teachers.  They have a vision, are excellent communicators, and perhaps most important of all, they have a sense of humor.

I have worked for a few great leaders over my career and have learned something from each of them. My current principal, however, is an amazing leader. His why is apparent in everything he does, making it easy to respect his decisions even if I disagree with them.  He is aware of everything that's going on in the building but does not micromanage unnecessarily. He is in the hallway  during passing times between classes because he knows that it matters that the kids see him, hear from him, notice that he cares about them. He gives his staff freedom to do what they believe is best for kids. Lastly, he holds meaningful staff meetings which I see as another sign of respect for people's time and professionalism.
d. I am quite certain my principal is exhausted. He has his own big family at home and is active in his kids' lives, which means he doesn't have much opportunity to recharge on a regular basis. Outside of the work day, he attends as many school sporting events as possible (our admin team smartly divides up after school events and attends more heavily the kinds of activities each is partial to, although each of them will attend all kinds of activities at some point over the year. There is always an administrator at all school events). He also carries with him the emotional burdens of the job; we lost a beloved senior to suicide on New Year's Day this year which I thought might be my principal's undoing. He cares so much for our kids and their well-being, and I believe he personally felt all the work he'd done at creating a culture of caring for one another had fallen short.
I'm sure the job of any principal is lonely. Although my principal surrounds himself with good people who work as hard as he does, I do not think many people are cut out for the demands of the job the way he does it.
I have enjoyed the numerous references in our readings to our role as school librarians, in part, as that of meeting the objectives of our building principal. In my current position, I am honored to try to help ease some of what's keeping my principal up at night and I feel fortunate to work for someone who so genuinely supports my program.

# data[].attributes.body
a. I’ve often reflected on what makes a good “boss,” while looking back at my many years of corporate work. You don’t need to be a “boss” to be a leader, but a good boss does share some of the same qualities. I think that a firmly positive, growth mindset is probably the most important quality of a leader because it permeates into all other parts of the work culture. It influences others to open up, collaborate, and feel empowered to share new and innovative ideas. It inspires harmony through out the work culture and empowers everyone.

I have worked in “no” cultures before. They are draining, and the workload feels similar to treading water or walking on a treadmill. It serves the moment’s function, but doesn’t leave you anticipating more of it. The “boss” or leader consistently looks overworked and inconvenienced when you approach. We know we can’t grow without their help, but they seem disinterested and we give up. The team tends to be competitive, possessive of work files, and rarely helps each other with solutions.

In a “yes” culture, the boss/leader gets to know us on a professional and personal level. Because they have invested in the relationship, they clearly know our strengths and what motivates us. Because of this, they direct projects our way that are empowering and exciting. The overall team feels valued and part of a creative collaboration vs. trying to compete with each other for approval. They help without asking and share openly. As Melissa Thom expressed in her webinar: positivity is contagious.

b. I understood from our readings that principals tend to be conservative, yet supportive and nurturing. They are “leading to learn.” Therefore, I would most like to see my (first) school principal as open-minded to having conversations about ideas, even if they are not ready to make changes yet. Any conversation allows for seeds to be planted and we can nurture those
seeds and perhaps make changes at a time that is better for the principal’s vision. If the principal has shared a clear vision for our school, we can find ways to make the changes we need to fit within this. This support “to take risks” is inspiring to me. It is motivating and validating to share ideas that we are excited about, but it also leaves us vulnerable. We need principals to be our foundational support.

# data[].attributes.body
a. A good leader has a broad vision and communicates it well. They develop goals with the support areas to achieve that vision. They provide freedom and support to achieve those goals. My last 2 bosses have been amazing leaders. They embody my definition because they have helped formed it. In addition, they are intelligent, kind, fearless, and strong advocates for their people. I am working on further developing these qualities.
b. It’s important to me that the principal with whom I work understands the community’s needs and works to meet them. That provides the team with a common goal. Heath and Health (2010) view of change seems particularly inspiring: “direct the rider” (rational), “motivate the elephant” (emotion), and “shape the path” (environment & habits). I am going to keep that in mind as I move into professional practice with students/patrons.
c. The impact the pandemic has had on the schools has definitely opened my eyes to how the role of administrators. Specifically, the volume of feedback they receive from the parents when the school day, location, schedule etc. is changing so rapidly and is so tenuous. Can the network sustain the use (a few local schools went down this week)? What if someone who has been in the school tests positive for coronavirus? Should students be required to have their cameras turned on? How are teachers coping with multiple modes of delivery? I’m sure there are more and/or different issues and the administrative team needs to address them.

# data[].attributes.body
A. When asked to define a leader, it makes me think back to the conversation Dr. V mentioned she had with a woman on a plane.  In short, this woman asked Dr. V, “what makes you think there is a box?”. I believe a leader is one who throws the box to the side and realizes that what works for one school, office, library or classroom, might not always work for another.  Leaders aren’t afraid to take risks and reflect on the missteps.  They use their missteps as teachable and learnable moments to help transform the learning experience for their community members.  Leaders are transparent in their approach and use their voice to collaborate with their stakeholders.  They are innovators that utilize a growth mindset while keeping their audience at the forefront of their planning.  Poor leaders are the opposite of the traits mentioned above.  Poor leaders fail to plan, fail to take risks, fail to collaborate, and fail to reflect.  I believe I have the potential to be a good leader.  In and out of school, I’ve always been one to reflect and make changes. I believe in transparency in communication.  Leadership is an area that I can most certainly improve.  Admittedly, it is building those relationships and finding inroads for collaboration that I am most anxious about.  Questions related to that anxiety that cross my mind are will I be able to support my teachers lessons, will I gain their respect as a co-teacher, etc.
 
B. I’d love to see a principal who works to see the bigger picture of the school, who collaboratively works with his community of staff and students to propel the school forward, who considers the ideas, wants and needs of the community, and has the ability to be transparent, reflective, adaptive, inquisitive, and understanding.  In addition, it would be an absolute bonus if the principal was one that had the ability to inspire the staff and to guide them in stretching their thinking to expand their potential.  The Steve Jobs video about managing people stood out to me.  He mentioned that teamwork is dependent on trusting the people in your organization; in order to have tremendous teamwork throughout, it needs to start at the top and filter down.  So, I hope my leadership team in my first school puts an emphasis on teamwork, collaboration, and trusting others to be a part of their team(s). 
There are so many connections in the materials posted in our playlists.  Michael Jr. explains that we need to know our “why” in order to walk with purpose.  When we walk with purpose knowing our what, how and why, our actions can lead to inspiration and innovation as Simon Sinek suggests.  Sinek stresses we need to explore our “why” more.  Our “why” is what drives us, it is what motivates our actions and decisions.  When our “why” is evident in our practice trust is ignited and inspiration will follow.  

# data[].attributes.body
The year 2020 has brought many challenges to all people, both in the United States and abroad.  What I have noticed, thoughout this difficult time, is that those not only are effective and good leaders emerging but rather  those that lack leadership qualities not only have proven troublesome to me on a personal level, but also to those to whom they have had an obligation to protect and for lack of a better word - lead.  I feel like I need to quote Spock from Star Trek for a moment.  In Star Trek II (the old original ones), Spock sacrifices himself to protect his crew and at the moment before he dies, he tells the captain that "the needs of the many out weigh the needs of the few or one" (my son is a big trecky :) ).  But that really does sum up for me the essential quality of a leader.  He or she is looking to protect and guide those to whom he/she has been elected, appointed or simply asked to lead, whether it be a country, a school or even simply a committee.  A leader is one who is willing to make the tough sacrifices in order to secure the best outcome.  He or she is strong and confident, but also willing to listen to the advice of others, who may be more experienced at a particular task.  The video with Steve Jobs summed it up perfectly - there are no committees on his team.  The leaders all meet to discuss ideas and EVERYONE is given the chance to contribute.  Ultimately the final decision comes down to (came down) to Steve Jobs, but the fact that he wanted to hear from others and respected their ideas and opinions is a fantastic quality that I would want to see in a leader.  And finally, the ability to  make the decision rests in that leaders hands and he or she is willing to accept the outcome and responsibility, good or bad.

B) From the playlists, I especially appreciated Simon Sinek's definition of the reason great leaders differ from most everyone else - and that's because they look to solve the "why" before thinking about that how and the what.  I think that made so much sense and really made me think about who some of our great leaders were and think about what made them so great.  I saw this idea permeate through several other lectures and readings.   And it does make a lot of sense.   I think for my principal, I would like to see her think more this way.  She has some great ideas, but many of them (looking back) seem to focus on what we should be putting into place in the school, and even a little of how we will implement this, but thinking about it, I am not sure she has ever really articulated why this is important.  We are adding social justice to our curriculum.  This is a great idea, but why are we doing this.  What is our purpose.  Are we looking to have kids become more active in the movement, become more knowledgable, become leaders?  What is the why we are solving.  By knowing that, it would help to form a curriculum around answering the right question.

# data[].attributes.body
With the passing of Ruth Bader Ginsburg this week, I think a leader is summed up by her advice for the young women of Harvard in 2015, “Fight for the things that you care about, but do it in a way that will lead others to join you.” I think a good leader inspires others to not only do the work, but care about the why as if it was their own. I think this idea goes hand-in-hand with Simon Simek’s idea of starting with why and the lessons from the dancing man. The first follower has made the cause his own. I feel fortunate to know several leaders, and within the library world, in addition to the people we have gotten a chance to meet through this program, there are also a number of leaders that I feel more connected to because of Twitter and building my PLN over the last year and a half. I do think I have leadership qualities, but often I am most comfortable doing the work myself, instead of inspiring others to work with me. It’s an area where I definitely have room for improvement.

Within our class, I always appreciate Meg and Dierdre’s comments. I can see how they are leading from the library and how committed they are to serving their students and learning communities, while building relationships within their schools. Thank you for always being willing to share your experiences!

# data[].attributes.body
a.

I define a leader as a charismatic individual that has the ability to inspire others to take risks, and feels free to take risks themselves. They have a clear vision of their goals, and they are passionate about fulfilling those goals. They bring people together to achieve those goals, and they have management skills (naturally or with training) that enable them to pinpoint the skills in others that can be helpful in a collaborative setting. A good leader does all of this while making it look effortless, and makes the other members of the group feel like equals regardless of the tasks.

d.

After having some discussions with my principal, I am becoming more and more aware of how stressful his job is right now. Reopening has not been easy, and in addition to the unique challenges this school year has presented us with, we have had a few incidents that have added to that stress. Without going in to too much detail, we had to make staffing cuts recently, and it has been putting a strain on everyone. The responsibilities of those employees have not vanished, and so they are being fulfilled by others, admins included. I have been trying to find solutions to some of the issues we have been facing, but I am also not trying to be pushy, and overwhelm my supervisors with my enthusiasm about my ideas.

# data[].attributes.body
A leader is someone who can take the initiative. They should be able to motivate others to excel. In regards to a principal, they should be in the halls and interacting with the students. They should know what is happening in their school through interactions with their teachers and students. The principal should listen to their staff members and take their thoughts and ideas seriously. They should back their staff and assume the best of their faculty and students. As principals tend to move behind the scenes, it can be difficult to remember the stress that comes with their job. It is important for you to support your principal and have a healthy, respectful relationship.

# data[].attributes.body
A.) A leader is someone who listens, motivates, and inspires others. A leader should embrace risk taking, and the learning that comes from taking that risk.In some ways, poor leaders can’t be afraid of what others will think. They have to be ready to put themselves out there, and be willing to take the risk, Leaders should walk the walk, modeling the expectations they want to flourish. This may mean rolling up your sleeves and doing the dirty work, not just delegating it. Poor leaders hide behind their desks, instead of stepping out and getting into the community to really see what’s happening, and seeing the needs, wants, and ways they can help. Good leaders are collaborative. They realize that they don’t always have the answers, but know how to work together to find them. Some of the worst leaders I’ve worked with are the ones that just check the boxes and go with the flow. They had no foresight or ambition.  When that is the case, not too much gets accomplished, and things never seemed to change for the better. Good leaders show appreciation for your time and talents. Poor leaders take for granted that things will automatically just get accomplished. Good leaders are informed, communicate effectively, and realize your time is valuable. There is nothing worse than sitting through a meeting where the leader either has no information at all, or gives directives that change a million times.

B.) The following characteristics (in no particular order) are what I would like to see in a principal: Vision/purpose, Creativity and innovation, Good Communication, Collaboration, Positive attitude, Open mindedness, Motivation, Trust, and Empathy.

Both Transformational Leadership, and Growth Mindset styles were inspiring to me. I believe great things can be accomplished when there is a shared vision that coincides with people’s personal and professional goals. This belief correlates with Simon Sinek’s mantra, “Why you do it?” Connecting people who share the same educational beliefs can foster trust and loyalty among a community and inspire others to follow. Carol Dweck’s mantra about “praising the process”  and “the power of yet”, resonated with me as well. Working within an environment where these beliefs are embraced will foster engagement and creativity that schools need to be transformed. Across the playlists I can see how our qualities and views of leadership directly correlate to the AASL standards we are working towards with our learners specifically collaboration, inquire, and explore.  When students are exploring these key commitments we are able to prepare them for leadership roles no matter where their future will take them.

# data[].attributes.body
A leader is someone others want to follow.  A leader is someone who can see the big picture goals and direct many smaller efforts to get there.  A leader is someone that can thrive in the face of adversity.  When presented with a roadblock they don’t get stuck but rather find some way around, over or straight through that block.  Someone I know that I consider a leader would be Will Smith, Superintendent of schools for the Point Pleasant Beach School district.  I have seen him act as the person I describe above.  The result is stronger school culture with students as the winners.

The strong leader holds themselves responsible for the success or failure of the task at hand, a poor leader passes the blame to others.  Even if someone below them was technically responsible for the failure, the leader should realize they are at fault for selecting the wrong person for the task.

I feel that I have leadership qualities and hope to demonstrate that in my educational community.

I would really like to see someone who not only had a vision for the school and a strategy to get there but possesses the ability to motivate people to get there.  This was something that Dr. John Kotter spoke of as he separated leadership from management qualities.  More of a motivator and less of a manager.  Dr. Kotter also spoke of being ‘over managed and under led’.  Great leaders trust you to do the job they have given you and not micromanage you.  A good leader actually understands what is behind the slogans they put forward.

Across the playlists I noticed that the qualities I admire in a leader seem to be part of the bigger pattern.  The most important issues are to be accountable for yourself and to trust your employees.

# data[].attributes.body
a) A leader is a fearless individual – they are not afraid to make changes within their community because they truly believe in what they are doing. A leader is somebody who inspires others and gets them to see things from their point of view. A leader is powerful and forceful without being intimidating and aggressive. A leader is clear and concise – their why is exhibited in all of their words and actions. This week, while watching Simon Sinek’s How Great Leaders Inspire Action, I really connected to his ‘Golden Circle’ idea. Truly inspirational leaders use their why – their cause, belief, or reason for getting out of bed in the morning – to explain their community’s how and what. Leaders act from the inside out, because “people don’t buy what you do, they buy why you do it.” My supervisor at work is certainly a leader – he has the ability to get his point across in a way that helps you to understand why he is doing something – nothing feels pointless. My FE librarian has many of the same leadership qualities as well– she is not afraid to ask for what she wants because she knows how to communicate her why. I do believe that I have leadership qualities – however, they definitely need some strengthening. I will need to work on my confidence when it comes to making important decisions and explaining why something will or will not work.
_____________________________
d) One major insight that I gained this week regarding school administrators is just how stressful the role can be – especially for a principal or superintendent who truly strives to be a leader in their community. I can imagine that a caring principal puts an extreme amount of pressure on themselves to make sure that their school’s culture accurately reflects their values. As our Judy Moreillon text notes, principals “must live, breathe, speak, and walk their talk” (152). It is likely intimidating to know that all eyes are on you at all times – the decisions that you make on behalf of your faculty, staff and students will have a lasting effect on their learning experience and overall work environment.

# data[].attributes.body
a.) I believe that a leader is someone who motivates others, especially when working toward a common goal. Leaders are good with communication and they make sure that everyone is included. Good leaders will also recognize the different learning styles and comfort levels of their teammates and make adjustments when needed in order to accommodate everyone’s needs. I do believe that I have leadership qualities, as I am goal-oriented but also empathetic, so I try to make sure every person is heard. This is really specific but whenever I think about leaders, I picture RAs for dorms. In undergrad I lived on campus and also worked in residence life, but RAs were always very organized and on top of every situation. They didn’t shy away from taking charge when it was necessary, but they also listened to everyone and were always kind.

b.) I really liked the TED talk that explained how great people (and organizations) will always consider “why do we do what we do?” and will convey the answer to that question to their community (or consumers). I like that viewpoint because it puts the community first. I think that it would be a good strategy for principals to consider why they do what they do, and the people that they are doing it for.

# data[].attributes.body
a. A leader is someone who can take initiative and command a room to follow. It's someone who is well-spoken and concise, while also thorough. To me, a strong leader is someone who is personable, kind, and is humble. A good leader is someone who can admit when he/she is wrong or when he/she needs help. A poor leader would place the blame on others or continue blindly. A good leader cares about the collective whole more than he/she cares about his/her own personal image.
d. Once again, I did have more empathy for school administration after this week's readings. I will admit, my AN team and I are quick to get annoyed from the lack of support we receive from admin. It's easy to forget just how much they have going on. Being a leader can't be an easy task, and I'm sure right now, many of them feel overwhelmed. Reading about the principal's roles and needs opens my eyes to how much goes on behind the scenes.
Edit: I stumbled upon this article today about what it means to be a good remote leader, and I thought it was really interesting!