A Leader's Role
CONVERSATION EXEMPLAR | Rob Logan, Campus Manager, TAFE NSW Riverina Institute
What does ‘leadership’ mean?
‘Leadership’ and its meaning is, and always will be, the subject of discussion. Does it mean the stern but kindly role of directing from an ‘I know best’ stance, referred to as a ‘benevolent dictator’ in academic terms or the democratic ruler always trying for consensus? It is all these things and more, and seems to depend for success on not just one thing or personality type.
'The character of a good teacher includes reflecting and I think it is as important for a leader … it is critical. You need to be able to ‘stand on the outside’ to review your performance.'
So how is a leader judged effective or good? It too surely depends on not one but many criteria.
Leading in TAFE
As a large bureaucracy, TAFE has within its ranks many leaders who are well qualified, trained and experienced in their particular sphere, be it in the more glamorous cutting edge future directions of teaching or the more mundane administration areas. Often leadership out at the coal face of TAFE goes unheralded and the skills, insight and abilities of those leaders are taken for granted by some.
After attending the last two Learning Powerhouse Conferences it slowly dawned on me that something unusual was happening down at the Albury TAFE campus. Two years ago the PEET Moth project was unveiled at the conference showing the undoubted benefit of TAFE attendance to parolees. Last year the Dragon Boat story tugged at my own and many other heart strings. Both these projects emanated from the same campus. Both these projects had the proactive backing of the Head of Campus, Robert Logan. Was his leadership the key to the success of these ‘out there’ projects? Did his support engender confidence and just how did he do that for two so dissimilar projects while maintaining his head of campus role? I decided to find out.
Philosophical belief underpins leadership role
'I believe in the role of training and education in the life of the individual, business or community and this can lead to building strong, resilient communities and business enterprises'
When I called, Robert was surprised and diffident regarding his role in the success of campus projects. 'My Job' he said, 'is to create a culture and environment where others can flourish. PEET Moth was largely the hard work of Matt Bennett and the Dragon Boat was a real team effort.'
'I think there is a strong link between what we expect and what we deliver. So if the whole emphasis is on a solution focus it becomes normal to have success,' he said. 'I believe it is important to have a clear and strong philosophical underpinning about what you are doing, your role and being attuned to the community you serve.'
Community involvement for Robert means knowing local industry and community leaders and forging the business links that have now become so important to TAFE’s success as a viable entity. He is certain that strong community growth is linked to a strong business and educational environment and that in turn builds strong people. When asked specially about the PEET Moths and the Dragon Boat project he quietly commented that both were projects that should really not have happened if looked at in terms of quantitative outcomes but both have been fruitful in terms of TAFE and the local community.
Flow-on effect
'The flow-on effect has been very powerful because people contact me over other issues all the time now. If we were to measure all successes in terms of quantitative outcomes it would be to the detriment of the community. I believe training and education has a role in building strong, reliant communities and business enterprises beyond the provision of training and qualifications.'
It is amazing what you can accomplish if you do not care who gets the credit.
Harry S Truman
Robert’s personal philosophies and core beliefs guide his working life and he spends time reflecting and analysing projects as well as specific events.
'The character of a good teacher includes critical reflection and I think it is just as important for a leader...perhaps more so. You need to be able to "stand on the outside" to review your performance.'
Robert is currently involved in further study and says this offers him a framework to reflect on his own practice. He sees it as an opportunity to test theories and learn more about leadership and see what others around the world are doing.
'Many of us in TAFE try and encourage people to be life long learners but often don’t do it ourselves. It is tough.'
Learning new leadership strategies
Learning new leadership strategies is playing a role in Robert’s current educational endeavor but he is also using familiar strategies everyday of his working life. Again he reverted to his belief in a clear and delineated role being of prime importance when dealing with associates.
'Having a clear understanding not only of what we are doing but also why and being able to understand this in a historical and social context is absolutely vital.'
'Leadership... is essentially an issue about serving other people'
Prior to the 1990s this was perhaps easier to enunciate but with the rise in the number of RTOs, TAFE is now only one of a plethora of educational institutions and Robert is certain this only makes it more important for TAFE educational and administration staff to see the importance of their roles in society.
In his quest for an understanding on leadership strategies, Robert believes Andy Hargreaves and Dean Fink, academic writers, who write on sustainable leadership, have helped inform his practice.
They give seven principles of sustainable leadership: depth, endurance, breadth, justice, diversity, resourcefulness and conversation.
'Ego and ambition are the enemies of true leadership' says Robert. 'It [leadership] does not come easily. It is not a sprint. We are in a marathon. The gestation is long, hard and painful and continues to be so. It is essentially an issue about serving other people', he mused.
'All leaders (and teachers) should remember the words of Harry S. Truman, 'It is amazing what you can accomplish if you do not care who gets the credit.'
Also see
Sustainable leadership - Hargreaves & Fink
The Seven Principles of Sustainable Leadership