A heroic ideal of leadership, which excludes women and is deeply rooted in Australian cultural mythology. Historical accounts and popular folklore have elevated our belief in the redemptive powers of solitary, courageous men who triumph through endurance, stamina and self-reliance. If our notions of leadership are socially constructed and based in Australian white-settler mentality, what does this mean for women aspiring to leadership? AND should women even be aspiring to be that kind of leader?
Leadership is associated with the lone and powerful, self-reliant male. Notions of collaboration and collective leadership are viewed as weakness. Women in leadership roles that I have experienced have succeeded by perpetuating this image. Does that mean that unless women adopt this approach, they can never really succeed in leadership? Statues from ancient societies remind us of the awesome powers of goddesses and high priestess. Mythology around the Amazons and Valkyries also painted women as fearless and powerful individuals. Yet, over time these models faded as patriarchal forms of authority became the norm. These were the result of a range of factors, including the different modes of economic production and the impact that then had on family structures. As we move towards a more global, networked society where information technology is becoming a predominant tool, allowing a highly collaborative and flexible workforce that is valuing innovation and creativity, will our current notion of leadership begin to change?
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This year I am starting my Masters in Education. Despite specialising in Information Technologies, I have also decided to commit time to studying Education Leadership. It was my talents with technology that threw me into my current leadership role. Over the last few years, I have had to work hard to grow into the leadership side of my position. While I exhibit some characteristics, I am not the classic type A personality that so many leaders are and I recognise that it is a skill I want to develop further. As I commence my first subjects this week, I found myself reflecting on my understandings of leadership in education. To be a successful leader, you need a deeply thought-through philosophy about leadership. You also need to constantly interrogate and re-evaluate your leadership practices and beliefs.  What is Leadership in Education? I believe that leadership is a process and not a necessarily a position. While leadership positions exist in educational institutions, individuals can be leaders without any formal authority. Leaders are people who initiate change and growth. They are people that can see possibilities and develop a vision. It is for this reason, I feel that creativity can be a valuable skill in leadership. Leaders build culture, inspiring engagement and collaboration, and they maximise the potential of the talented individuals around them. I do think there is some difference between being a leader and being a manager, although admit that many educational leadership roles require skills in both. Leadership is about producing change and growth by envisioning and designing strategies to move forward. Management is more about enacting these strategies, ensuring order and consistency. Management is more tactical and hands on while leadership is strategic and visionary. What is the purpose of Educational Leadership? Educational organisations have obligations to society, the needs of their learners and the requirements of other key stakeholders. Leadership in Education is somewhat responsive to these needs and obligations and responsible for driving them. People in these positions need to develop strategies and point their schools in the right direction after analysing industry trends in relation to their context. Where do we gain leadership knowledge and skills? Leadership skills are something that can be improved over time through study, mentorship and experience. Leaders are individuals who develop interpersonal and communication skills, build relationships and become more self aware. Learning more about the "business of education", change management, educational policies and compliance are key in becoming an educational leader. Many also model their leadership styles after those they have experienced themselves. Mentoring can be highly valuable to beginning leaders. Transparency within the organisation also permits a view inside and an opportunity to learn.
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