When "Leading By Example" is the motto and a focus of your learning organization, you can expect a lot of reflection upon the concepts and dynamics of group leadership. As I have had the privilege of being the primary designer as well as the first network coordinator for the ANUAH Project, I have spent many hours thinking about this and dealing with the realities of trying to develop such a geographically large and intellectually complex network of related projects. I'd like to share a couple observations about my own and ANUAH's current "leadership" dynamics.
"Project Director" vs. "Project Coordinator" Functions
This is my third year coordinating a TAH grant project, but only the first year that I have come to understand the difference between "directing" and "coordinating" a project. My previous grant was simple (static) enough that I never had to confront this issue head on before ANUAH. I will use a pair of analogies to point at some of the differences between these functions.
A "coordinator" is responsible for creating and maintaining a "vehicle" or a "vessel". This includes establishing and improving communications with and between all the teacher participants and all the professional development contributers and agencies. It includes over-seeing the development of all the service contracts, university credit courses, and individual P-D event logistics. It also includes coordinating all participant recruitment efforts and answering all questions by members and participating staff developers. In other word it entails creating and running a well oiled machine, the purpose of which is to support learning and professional development...
A "director" is responsible "steering" the vehicle, or filling "content" into the vessel that is being maintained. An excellent program of professional development is the direction or content of a director's focus. The vision, direction and ultimate impact of a project are the responsibility of a director.