There is a growing expectation internationally that teachers in higher education obtain professional recognition through accredited schemes which confer Fellowship status. Such schemes often require a written reflective submission to demonstrate effective teaching and professional experience. Yet despite this burgeoning interest, little is known about the generic features of professional reflective writing, and in particular, the 'case study' as part of a fellowship submission. Through a genre analysis of a corpus of case studies taken from successful texts we illuminate the rhetorical and linguistic features of the case study to inform writing support for teachers in higher education. We suggest how a genre pedagogy approach can both provide scaffolding to teachers engaging in professional reflective writing and empower teachers to manage new writing discourses by developing the tools of genre analysis.
This workshop was aimed at aspiring leaders/leaders/those interested in models of wellbeing and resilience. VUCA stands for Volatility, Uncertainty, Complexity, Ambiguity, a leadership model based on the theories of Bennis and Nanus from the late 1980s (https://www.vuca-world.org/). Leaders are often required to navigate uncertainties, paradoxes, conflicts, pressures and ambiguities. The VUCA model calls for new approaches to management centred on a personal approach and is extensively used in intercultural business masterclasses (University of Cambridge; MIT; Jagannath International Management School Kalkaji, India).
The model inspires and encourages leaders to move from the idea of the leader who ‘knows all’ towards a vision of developmental leadership. This approach clarifies the leader’s ability to develop others’ capacity to handle problems and make difficult decisions, based on the idea that every individual can contribute their skills. In strategic terms, leading in a VUCA world requires Vision, Understanding, Clarity and Adaptability/Agility. Learning development is starting to embrace this model of leadership, with a new ALDinHE Leadership CoP offering a platform for sharing both theory and practice. The overarching aim of this approach is that of conveying positive energy into the development of meaningful approaches.
The VUCA model relies on six key skills, all of which connect to the values of learning development:
Developing a shared purpose.
Learning agility.
Self-awareness.
Leading through collaboration and influence.
Confidence in leading through uncertainty.
Growth mind-set.
This was a creative discussion-based workshop and we aim to co-create a JLDHE article with interested participants. We have interested participants from the ‘International Women’s’ day workshop we ran, and we wanted to further broaden out this scholarship opportunity to the learning development community. The ALDinHE Leadership CoP are considering how best to feed into notions of a leadership toolkit to support the community.
Attendees of the VUCA workshop were asked to read the following two articles prior to the session:
‘Lessons leaders can learn from those living through change’ (HULT Education).
‘Leading in a VUCA World: five essential skills to learn in a VUCA world’ (Culpin, 2018).
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