- 5038813184
- University of Maryland Global Campus, Graduate school, Faculty Memberadd
- Leadership, Open Educational Resources (OER), ODL QA Frameworks, Cross-border HE Delivered Online, Learning Design, LEADING INNOVATION AND CHANGE, and 16 moreEducational Technology, Instructional Design, Online Learning, Distance Education, Instructional Technology, Distance Learning, Virtual Learning, Technology Enhanced Learning, Online Instruction, Virtual Schooling, K-12 Distance Learning, K-12 Online Learning, ICT in Education, Sociology of Education, Sociology of Knowledge, and Reflective Teachingedit
Research Interests:
What is the optimum timeframe for a masters degree? Enjoy golfing analogies and read why 1 year is too short and two years may be excessive for a quality masters experience.
The purpose of this paper is to provide a global analysis and a synthesis of emerging ethical issues, situations, and questions that face educators using digital technologies. The authors offer a conceptual framework centered on the... more
The purpose of this paper is to provide a global analysis and a synthesis of emerging ethical issues, situations, and questions that face educators using digital technologies. The authors offer a conceptual framework centered on the Ethical Context Continuum (ECC) that integrates how society, culture, values, and technology are perceived by people and create ethical choices that consider the potential harm, benefits or both to individuals and groups. A summary of emerging ethical issue areas is discussed and recommendations are offered for adapting global best practices and lessons learned at the local level in Catalonia. The authors conclude that the range and complexity of potential ethical issues relevant to the use of digital technologies will expand in the future. The development of a comprehensive Code of Ethics for the Use of Digital Technologies is strongly recommended across all societal sectors in Catalonia. These proposals and other recommendations can also be applied in other local and national contexts.
Leadership is inherently viewed as positive and good (Kellerman 2004). The reality , of course, is something quite different. There are good leaders and there are bad leaders, male and female. There are those who believe that any action... more
Leadership is inherently viewed as positive and good (Kellerman 2004). The reality , of course, is something quite different. There are good leaders and there are bad leaders, male and female. There are those who believe that any action by leaders is better than no action at all. This is wishful thinking and absolute nonsense. If leaders make bad decisions, those actions paralyze the organization, its members , and damage the public and society in many cases. Kellerman's quote above is illuminating. If bad leaders are not told by their followers that they are bad, they will continue to be bad leaders. In the absence of genuine visionary leadership, people are willing to listen to anyone who is willing to step up to the microphone. We need to pull the plug on bad leaders. The blind acceptance of leadership as good and positive is reflected by our predisposition to define effective leadership by personal attributes: visionary, col-laborative, charismatic, honest, decision-maker, communicative, models integrity , builds trust, risk-taker, inclusive, team-builder, and role model. We seem to be less inclined to ascribe commensurate attributes to bad leaders: lacks vision, micro-manager, intolerant, poor decision-maker, lacks integrity, alienates followers , assigns blame for organizational mistakes, and many others. Good leaders and bad leaders exist in all facets of human endeavor and neither are genetically predetermined by gender. The reason that leadership potential has been categorized by gender is that the male-dominated leadership of the latter half of the 20th century arbitrarily assigned various good and bad leadership attributes to men and women. And, in most cases, without any empirical data to substantiate these biases, men were presumed to personify effective leadership attributes. Olcott (2004, 46) wrote: 95