Last week in this space, I asked a group of thoughtful observers a set of questions about what colleges' sudden, widespread shift to remote learning might mean for the future of online education. The column seemed to strike a chord with a lot of readers -- many
positively. But others suggested that the questions I posed, and the people I posed them to, weren't the ones front and center for "the situation we're in," as George Station, a lecturer and faculty associate at California State University Monterey Bay, put it on Twitter.
A causal theory of spiritual leadership is developed within an intrinsic motivation model that incorporates vision, hope/faith, and altruistic love, theories of workplace spirituality, and spiritual survival. The purpose of spiritual leadership is to create vision and value congruence across the strategic, empowered team, and individual levels and, ultimately, to foster higher levels of organizational commitment and productivity.
This paper evaluates the validity of teaching English grammar to preservice teachers in a teacher education course at a regional university. The course was delivered in blended mode using the grammar component of My Writing Lab Global (MWLG) and face-to-face instruction. The aim of this study was to establish if there are benefits to derive from teaching knowledge about language (KAL) to preservice teachers. Our quasi-experimental study found MWLG was well-received by participants who believed it had improved their KAL; this improvement was confirmed by 10% improvement on a pre and post KAL test (p < .001). MWLG scores and the KAL test also reliably predicted other academic competencies: the students’ accumulated GPA and their final written assessment scores for the course (r= .4 to .54; p < .01). Collectively, these findings suggest that explicit KAL is valued and valid knowledge and should be included in teacher education programs.
I had an experience recently that confirmed what I’d already suspected: I am no longer an early career scholar. Perhaps because of my age, or simply because I am pre-tenure, I had still considered myself to be "early" in my career until that moment.
It happened a week before my discipline’s biggest conference. As I was checking the online schedule for pre-meeting workshops, I found an intriguing one for "early career scholars of color." But after reading the agenda, I realized I wouldn’t benefit from the content. The lineup included sessions on developing career goals, publishing a dissertation, preparing for the job market, crafting a strong CV, negotiating a job offer, publishing your first book, finding a mentor. As an assistant professor, I’d already done those things. I read the list multiple times, searching, to no avail, for at least one applicable session. Then I posted on Facebook, asking the world: "When do you stop being an early career scholar?"
Engineering leadership education has become increasingly popular over the past decade in response to national calls for educational change. Despite the growing popularity of the movement, however, reform efforts continue to be piecemeal in their delivery, driven largely by the priorities of program leaders who established them (Graham, 2012). If we as engineering educators wish to more systematically develop leadership skills in our students, we should begin by empirically examining and defining our phenomenon of interest: engineering leadership. Our article takes up this challenge by investigating how 82 engineers in five organizationally distinct roles define leadership and how their respective insights are shaped by their diverse organizational loca-tions. After weaving together the perspectives of engineers in industry, hu-man resource professionals, entrepreneurs, politicians and interns, we pro-pose a poly-vocal definition of engineering leadership and identify practical implications for engineering leadership educators.
Considerable research attention has been devoted to understanding the importance of knowledge creation in organisations over the last decade. Research suggests that leadership plays an important role in knowledge creation processes. Nonetheless, there is an important omission in knowledge creation research; namely, what are the underlying processes that underpin the implications of leadership for knowledge creation? This article aims to develop a theoretical model of leadership and knowledge creation by drawing on two contrasting leadership perspectives; that is transformational leadership and leader-member exchange (LMX), and the research on open-mindedness norms. Specifically, we argue why transformational leadership is related to knowledge creation, and also theorise how openmindedness norms and LMX quality serve as underlying mechanisms to underpin the effect of transformational leadership on knowledge creation. We conclude with a discussion of implications of the model for theory and practice, and also suggest potential avenues for future research.
Educators view critical thinking as an essential skill, yet it remains unclear how effectively it is being taught in college. This meta-analysis synthesizes research on gains in critical thinking skills and attitudinal dispositions over various time frames in college. The results suggest that both critical thinking skills and dispositions improve substantially over a normal college experi-ence. Furthermore, analysis of curriculum-wide efforts to improve critical thinking indicates that they do not necessarily produce incremental long-term gains. We discuss implications for the future of critical thinking in edu-cation.
KEYWORDS: critical thinking, college students, changes in critical thinking
Are you on a first-name basis with your university president, provost, and deans?
Do they know your name?
This question may seem odd to those college and university employees who already enjoy a high degree of status
and security. Norms of faculty culture and shared governance have, in my understanding, have usually encouraged
a first-name familiarity among (tenure-track) faculty and institutional academic leaders. Faculty culture is one of flat
hierarchies. (Please share if you have experienced something different ).
Among staff, however (and maybe contingent faculty), being on a first-name basis with the president or provost is
not a given. (How students refer to campus leaders - and their professors - is a whole different question).
I work at a small and intimate liberal arts college where staff are on a first-name basis with all of the academic
leaders.
Despite our best intentions every university president (or chancellor) eventually leaves the job. Most presidents are more than happy to retire into the sunset after a decade of fundraising, strategic visioning and crisis management. Others return to their research or are recruited elsewhere to lead another organisation.
Whatever the cause – and we must admit the cases where controversy cuts short the presidential term – at some point universities will find themselves in need of a new leader. The majority of institutions have detailed policies outlining the search process, but there are often bumps along the way.
Often the most challenging factor is the imperfect transfer of knowledge between committee and board members in charge of the search process. Fortunately, some recent research in the Canadian context highlights key techniques to facilitate a successful search process when choosing a new university president.
Conventional scholarship within the sociology of education and organizations posits that schools achieve legitimacy by virtue of conforming to normative standards, abiding by government regulations and mimicking the forms of successful peers. Through this study, an examination of a sample of 751 Canadian for-profit colleges (FPCs) is performed, revealing the presence of
an alternative logic. Rather than conformity, organizations within this sector engage in niche-seeking behaviour, using promotional materials to carve out unconventional identities. They do so by directly drawing on symbolic resources
and affiliations from the industrial sectors which they service. These findings are interpreted through the prism of contemporary theorizing within organizational sociology.
One of the most frequent questions faculty ask about the flipped classroom model is: “How do you encourage students to actually do the pre-class work and come to class prepared?”
This article explores for a broad audience the changing landscape of education in the digital age, the changing roles of teachers in a technology rich education system, and the skills, knowledge, values, and ways of thinking that teacher will need to have to support students’ social, emotional, and intellectual development in a digital learning environment.
Early in my career, I sat on a doctoral committee in a field outside my discipline for the first time. I recall being startled at the dissertation defense when professors in the young man’s department began delivering scorching assessments of his theory, method, cases, and conclusions. As the incendiaries kept flying I grew concerned about his health. He whitened, started sweating visibly, and several times laid his forehead on the table. When it came my turn to speak, I froze and ended up sputtering, "Well, you have answered all my questions!" and fell silent.
The Winter/Spring 2016 issue of Peer Review highlights the powerful impact ‘transparency’ can have on learning for all students. One aspect of transparency is making obvious the intellectual practices involved in completing and evaluating a learning task. But making these processes visible for students is more easily said than done; we are experts in our fields for
the very reasons that our thinking and evaluating are automatic and subconscious. It’s hard to describe exactly what we do intellectually when we synthesize or integrate, critique, or create. Similarly, it’s difficult to articulate the differences between an assignment we score as an A and one to which we give a B. Thus, a challenge in achieving transparency is developing a
deep awareness of our own processes. Only then can we explicitly teach those thinking processes.
Happy Thursday, and welcome to Teaching. This week the newsletter is curated by Beckie. First up, Beth shares a scene that stayed with her from a recent reporting trip — and what it means for colleges’ efforts to innovate. Then I’ll fill you in on an effort to improve introductory math, share a list of new books compiled by two of our colleagues at The Chronicle of Higher Education, and run through the highlights of a report on assessing student learning.
This time of year has always been my favorite. Back to school once meant new clothes, new notebooks, and new
hopes of avoiding the dreaded bottom locker. Now, as a professor, I retain the joy I have every August when I get
new colleagues, new students, and yes, new clothes. Mostly though, I’m excited about the opportunity to start fresh
and do a better job than I did the year before.
To begin that process, I revise and enhance my professional networks — because a new academic year should
bring with it new relationships and new opportunities.
With the usual mixture of eagerness and trepidation, I waited for student evaluations. As I ended my second semester as an assistant professor last spring, I was acutely aware of the role these evaluations might play in my third-year review and, around the corner, my application for tenure.
My anxiety was tempered, however, by the fact that I had been hearing from my students throughout the semester and had a pretty good sense of how the course worked for them. And because I had my own goals for the course (integrating more student reflection and guiding a research paper with a new process), I was already able to start assessing how successful the course was and what I might try next time.
When I first moved from being a contingent faculty member to a staff position in the faculty-development office, a few of my friends who were comfortably positioned in tenure-track jobs not-so-jokingly accused me of “becoming part of the problem” or
“crossing over to the Dark Side” of academe. I was, in their eyes, emblematic of the dreaded administrative bloat that was taking over the university, siphoning money away from the classroom and into the pockets of largely useless (in their eyes) administrative
offices.
The classroom is a non-stop hub of feedback: test grades, assignment scores, paper comments, peer review, individual conferences, nonverbal cues, and more. Feedback is essential for student learning.
Still, students’ ability to process and use feedback varies widely. We have some students who eagerly accept feedback or carefully apply rough draft comments, while many others dread or dismiss their professors’ notes or reject exam grades as “unfair.” Although feedback is integral to our classrooms and work spaces, we often forget to teach students how to manage it.
Two trends in the evolution of quality assurance in Canadian postsecondary education have been the emergence of outcomes-
based quality standards and the demand for balancing accountability and improvement. Using a realist, process-based
approach to impact analysis, this study examined four quality assurance events at two universities and two colleges in Ontario
to identify how system-wide quality assurance policies have impacted the curriculum development process of academic programs
within postsecondary institutions. The study revealed different approaches that postsecondary institutions chose to use in response to quality assurance policies and the mechanisms that may account for different experiences. These mechanisms
include endeavours to balance accountability and continuous improvement, leadership support, and the emerging quality assurance function of teaching and learning centres. These findings will help address the challenges in quality assurance policy
implementation within Canadian postsecondary education and enrich international discussions on the accountability-improvement dichotomy in the context of quality assurance.
Keywords: internal quality assurance, external quality assurance, accountability, continuous improvement, learning outcomes