Digging deep into the picturebook collection…

Voices in the parkThe first assignment for ETL402 – a rationale for school/library fiction collections in the form of a journal article – was a significant challenge… huge! Sure it was the time frame – getting the learning modules completed at the end of the year spent in a new school, juggling both the Teacher Librarian and Computer Coordinator roles, planning for Christmas… stress and exhaustion had taken its toll… but it was much more than these factors that pushed down on getting this assignment finished and submitted. This assignment resolved itself into a difficult question – how well do you know your Picturebook Collection and does it have a place in a high school library? To be honest I ended up spending more time on that question than the assignment.

In the three years of being in school libraries, I must admit I have developed a bit of a soft spot where the Picturebooks are concerned. I’d found myself falling in love with these books, their authors and illustrators, and wishing hard that high school teachers would make more use of them in their classrooms – so they seemed the obvious choice for this assignment.

This might sound strange to all those who dismiss the Picturebook format as something that should be confined to the early childhood reading experience, but in the last three years I had come to realise how much the titles in this format had expanded beyond early readers and how many of these books were pitched at the middle school and young adult market… and how inviting these books were to me as a reader.

Therefore, this assignment became an opportunity to explore this section of our school library collection and wrestle with what was there… and what wasn’t there… as we make plans for the new school year and allocate budget to potential purchases. This assignment also saw me off on many sidetrack adventures as I explored the significant contributions of particular authors and illustrators, and researched the breadth and depths of their individual bodies of work in this format. I found myself coming face to face with amazingly beautiful as well as dreadfully scary images that inhabit these books and a developing appreciation for the skill required to write, draw and produce these titles.

In particular I was down rabbit holes with Gary Crew, Margaret Wild and Anthony Browne …and then the amazing range of books designated as “sophisticated”.

The counterpoint between text and image led me to explore two particularly interesting features of many post-modern picturebooks – metafiction and intertextuality.Stinky Cheese Man

Metafiction

The notion of destroying the illusion of a “reality” and substituting an emphasis on the book’s “fictionality” (Nikolajeva & Scott, 2006) is a feature that can lead to all manner of creativity in student writing. An excellent example of these books are those of Jon Scieszka http://www.jsworldwide.com/ . The best known of Scieszka’s books, The Stinky Cheese Man and Other Fairly Stupid Tales (1992), illustrated by Lane Smith, explores a metanarrative – the narrator appears in both the pictures and as one of the characters in the story, providing a running commentary.

Intertextuality

Intertextuality refers to the incorporation of all kinds of links between two or more texts utilising tools like parody, irony, literary and extra-literary allusions, direct quotations or indirect references to previous texts, fracturing of well-known patterns, and so on. Intertextuality assumes the reader’s active participation in the process of decoding the text when reading. It is the reader who makes the intertextual connections. In particular, this led me to explore picturebooks from different cultures and the opportunities that they provide to learn about cultural differences exposed in these texts.

The picturebook format certainly has a lot to offer the high school classroom teacher – hopefully I have built a sufficiently strong argument to that effect in Assignment 1.

Reference:

Nikolajeva, & Scott, C. (2006) How picturebooks work. New York : Taylor and Francis

 

Goleman on Leadership

After completing the first assignment for ETL504, Teacher Librarian as Leader, the issue of how leaders lead has become a fixation. My blog post for the assignment ended up as “tell me how!” – having been in schools for decades and analysing all those leaders that I’ve come across, it now becomes – how does an effective leader lead? …so I’ve been off on a tangent ever since.
An obvious place to go was to explore the research of Daniel Goleman – known for his work on Emotional Intelligence, and there is a lot of that needed in order to be an effective leader.
In an article published in the Harvard Business Review in 2000, and in 2003 included in a compilation, Goleman explored the link between leadership and the personal qualities needed to be effective as a leader of schools… notes presented here have been taken from the article:

  • 6 leadership styles reflecting different emotional intelligence components
  • Emotional Intelligence (EI) is “the ability to manage ourselves and our relationships effectively”
  • Goleman describes four fundamental capacities of EI – self-awareness, self-management, social awareness, and social skills
  • High impact leaders select from a range of leadership styles according to their situation. Ultimately, seamless application of their leadership style is the aim.

Goleman Leadership StylesGoleman’s Leadership styles:

  • Coercive – immediate compliance
  • Authoritative – take charge to move teams towards the vision
  • Affiliative – develop emotional bonds and harmony
  • Democratic – build concensus through participation
  • Pacesetting – set a pace and expect excellence and self-direction
  • Coaching – develop individuals for future planning and role development

McClelland (cited by Goleman) found leaders with strengths in the greatest number of EI components exhibit the most effective leadership.
Six styles but only four have consistent effect on leadership outcomes. An authoritative leadership style was found to effect the climate most positively. In order after that it was affiliative, democratic and coaching styles.
All styles have some short-term benefits and cannot be relied upon singularly – a mix is necessary.
Goleman examined the effect on climate as defined by Litwin, Stringer and subsequently refined by McClelland and colleagues (flexibility, responsibility, standards, rewards, clarity, commitment).
He describes the link to improved financial results based on styles that positively affect the leadership climate.

Coercive

  • least effective
  • effects flexibility
  • reduces sense of responsibility
  • erosion of pride (rewards system)
  • undermines motivation
  • diminished clarity and commitment “How does any of this matter?”

Authoritative

  • enthusiasm and vision are hallmarks of this style
  • most effective regarding establishing clear goals
  • maximises commitment
  • defines standards through vision
  • clear rewards
  • freedom to be self-initiated and flexible

Affiliative

  • value individuals above tasks and goals
  • builds emotional bonds
  • marked effect on levels of communication
  • flexibility increases through trust
  • positive feedback offered
  • “masters at building a sense of belonging”
  • emotional honesty
  • use in conjunction with authoritative style

Democratic

  • time spent on gathering team ideas and consequently effecting the level of buy-in
  • builds trust, respect and commitment
  • flexibility and responsibility are established
  • high morale
  • realistic about accomplishments as a result
  • generates new ideas for fulfilment of the vision

Pacesetting

  • use sparingly
  • negatively impacts climate if not a measured, careful approach
  • results in second-guessing of the leader’s intentions
  • lack of establishment of trust – diminished flexibility and rejection of responsibility
  • no feedback loop
  • commitment to corporate vision suffers

Coaching

  • described as “more like a counsellor”
  • team members identify their strengths, weaknesses and aspirations
  • encourages long-term planning and critical thinking
  • clear agreements made about roles and responsibilities
  • lots of instruction and feedback to inform planning
  • delegate responsibilities
  • research shows this style is used least often in schools
  • “impact on climate and performance are markedly positive”
  • constant dialogue required which effects communication levels and impacts on all areas of climate
  • clearly delivers “bottom-line results”

Bibliography:
Goleman, D., Boyatzis, R. E., & McKee, A. (2003). Best of HBR on leadership: Emotionally intelligent leadership : a collection of articles. Boston: Harvard Business School Pub.