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  • Leadership learning for unfamiliar cultural contexts

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    NeilPUB3565.pdf (457.4Kb)
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    Version of Record (VoR)
    Author(s)
    Dempster, Neil
    Lovett, Susan
    Fluckiger, Bev
    Griffith University Author(s)
    Dempster, Neil C.
    Fluckiger, Bev
    Lovett, Susan
    Year published
    2016
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    Abstract
    This article addresses a simple question in a complex environment: How do principals and teachers when coming together in an unfamiliar cultural setting, such as an Indigenous community, identify the knowledge they have, and that they may yet need to work well in that environment? One answer is that they will need strategies to enable them to have full and frank discussions of the kind of professional and cultural issues they are likely to encounter. We illustrate this claim with reference to three important concepts from a selection of literature related to working in Indigenous contexts, concepts which informed the design ...
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    This article addresses a simple question in a complex environment: How do principals and teachers when coming together in an unfamiliar cultural setting, such as an Indigenous community, identify the knowledge they have, and that they may yet need to work well in that environment? One answer is that they will need strategies to enable them to have full and frank discussions of the kind of professional and cultural issues they are likely to encounter. We illustrate this claim with reference to three important concepts from a selection of literature related to working in Indigenous contexts, concepts which informed the design of the Principals as Literacy Leaders with Indigenous Communities (PALLIC) Project. We then outline a strategy we used during that project to provide the circumstances for the creation of 'open intercultural space' in which traditional and Indigenous leadership practices ('both ways' leadership) were raised. To make our discussion of the strategy realistic in this article, we use simulated data to which we add a discussion technique called 'disciplined dialogue' showing the kind of conversations so essential to those who will need to work together in Indigenous environments. To conclude, we use a framework of concerns to ask a series of questions to help principals and teachers to reflect on their knowledge needs as they prepare themselves to work in unfamiliar cultural environments.
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    Journal Title
    Leading & Managing
    Volume
    22
    Issue
    2
    Publisher URI
    http://www.acel.org.au/acel/ACELWEB/Publications/Leading___Managing.aspx
    Copyright Statement
    © 2016 Australian Council for Educational Leaders (ACEL). The attached file is reproduced here in accordance with the copyright policy of the publisher. Please refer to the journal's website for access to the definitive, published version.
    Subject
    Education not elsewhere classified
    Specialist Studies in Education
    Publication URI
    http://hdl.handle.net/10072/341874
    Collection
    • Journal articles

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    Tagline

    • Gold Coast
    • Logan
    • Brisbane - Queensland, Australia
    First Peoples of Australia
    • Aboriginal
    • Torres Strait Islander