TRU Centre for Excellence in Learning and Teaching

Author: kloy

Kara Loy holds an MEd in educational research (University of Calgary), a BA Hons in English, a BA in Spanish, and a post-graduate TESL certificate (University of Saskatchewan). She is pursuing an EdD in educational leadership (University of Calgary) and is researching how professors are leading change in Canadian higher education through professional practices and networks. She is an elected councillor for the Council on Undergraduate Research (CUR). Her primary interest as a post-secondary administrator is in supporting transformative discovery, professional, and scholarly experiences for students, faculty and staff.

Precarious Academic Spaces and the Professoriate: Teaching Plurality

Photo by Aqib Touheed

What are the dynamics of increasing plurality and heterogeneity in higher education classrooms and online learning spaces? What are the potential repercussions of faculty or institutions making their syllabi public? How are professors adhering to or resisting allegiance to the explicit or implied patronage (whatever form that takes in different geopolitical spaces) in their pedagogical decisions?

These are a few of the questions that arose at the South Asian Literary Association Conference in Seattle, Washington January 7th to 9th, 2020. The conference theme was South Asia in the Academy: Classroom Practices, Professional Citizenship, and Intellectual Agency. On behalf of coauthors, Payel Chattopadhyay Mukherjee and David Parkinson, I presented our paper entitled, “At Home with the Other: intercultural empathy through critical literacies”.

In times of increased wariness of the other and of polarized views and friction between ideologies, what are the politics of the professoriate? My frame of reference is as an administrator, associate director of the teaching and learning centre at a mid-sized university in the interior of British Columbia, Canada. It is my responsibility to “support the development of engaging pedagogies through innovative professional development, personalized consulting and supportive educational leadership” and to “facilitate a teaching culture that improves student learning, successful transitions and learner retention” (Mission:  Centre for Excellence in Learning and Teaching retrieved from: https://www.tru.ca/celt.html).

Questions at the conference in formal and informal dialogues considered, “What does precarity mean for the pedagogical choices that professors make?”, and more specifically, “What happens when you teach ‘Pakistan’”? The implication here is what might result of teaching about Pakistani cultural and literary narratives? The view as discussed in informal spaces during the conference was that such a topic could be considered a problem by some students, political groups or national authorities. Yet, I have failed to imagine that such considerations would have reach into the academic spaces I know in the Canadian higher educational context. My ignorance arises from various forms of privilege that are conferred to me and that I have not thoroughly inspected recently. As a result of this failure and naivity, I might consider better appreciating that the institutions where I study and where I work generally uphold the ideals and practices of academic freedom of the professoriate. My foundational studies in the humanities welcomed politics and contentious topics and as coauthors we have sought to intentionally investigate and examine critical issues and to foster students moving from cultural literacies to critical thinking. Critical thinking can serve as an antidote to indifference in social and learning spaces.

At one point, working with this group, we were crafting a research ethics application to investigate the effects of a novel pedagogy linking lectures and undergraduate students across two classes in Canada with one in India. We considered to what extent there are risks inherent to teaching literature, especially in intercultural and transcultural contexts. In particular, we wondered in what might emerge from facilitated and no-facilitated student discussions when the selected texts focused on marginalized and violent experiences and agency of the protagonists? What intercultural learning can evolve when contentious topics were purposely yet carefully surfaced?

Contentious topics that invite debate are the same ones that invite student engagement and the potential expansion of views, namely critical thinking. But, it may be increasingly precarious to do justice to these topics, especially for some members of the professoriate and in some academic spaces. I hope to be able to shift some conversations with colleagues to find out more on how we can maintain and defend academic freedom and freedom of thought in Canadian academic spaces while doing justice to the responsibilities of teaching critical thinking and intercultural empathy, even when the position of the professor, and academic spaces, may becoming more precarious.

Leaning into Leadership

Higher educational leadership is a topic in which I’m interested. The reason for this interest is twofold. Firstly, my professional role includes supporting and developing leadership in post-secondary contexts. In particular, my role connects directly to fostering academic leadership as it relates to providing for optimal teaching and student learning. Secondly, I’m interested in critically analyzing future-focused meso-level academic leadership. What prompts deep considering is not just how we can ascertain and develop effective leadership in post-secondary, but what constitutes it in the first place? Similarly, what kind of effective academic leadership will be sophisticated enough for the future as higher education, as most industry, is in a period of dynamic change.

Will part of learning to better support academic leadership development processes come from examining, clarifying, and synthesizing this complex and intangible concept? Will leadership indeed need to contend with increasingly complex issues and the disruptions that are likely forthcoming in ways that are distinct from past modes of operation? What is productive about the meso-level in terms of scaling up and contributing to cultural change?

To begin, I wonder to what extent leadership only comes into being when enacted. Can a case be accepted that it must be enacted in order to exist? Does enactment of leadership bring to bear behaviours and attitudes that contend with multiple challenges and perspectives, with means of fomenting collaboration, with grounding in axiology, with intrapersonal reflection, and intrapersonal engagement in critical conversations? What role do values, identity and influence play in enacted meso-level academic leadership?

Because of these musings, I was delighted to recently dive into a Linda Evans’s (2018) “Professors as Academic Leaders” (published by Bloomsbury). I am interested in the means by which Evans (2018) describes and extrapolates on historical milieu, definitions, and current tensions that resonate with my observations and experiences of academic leadership. But, there are also stances she takes that delight because they initially seem problematic for me. Some of these tensions may be attributable to the fact that Evans is speaking to the academy in the United Kingdom and the Canadian context is different. In more specific terms, I am troubled by the idea of followership.

In my exploration, I’m curious about the third-space of leadership. Not simply transactional or hierarchical or distributed leadership. What I sense is that leadership may be evolving in North America where there is less delineation between leaders and followers, and instead a messy, non-hierarchical network or hub of independent actors who hybridize across spaces. Each one may fluidly move between multiple groups or networks and exert or enact multiple kinds of leadership within those groups at different moments in time or space (or the anachronous actions that collaborative work increasingly occupies). A single person may be an arranger of logistics, a social connector, and organizer of events or resources, a negotiator of intellectual capital, or and influencer within one or more groups across episodes and work types.

Continually we are faced in leadership development and studies of the problematizing of leadership, especially in the academy, as leadership defies formal hierarchical enactment and yet remains elusive to quantitative measures and valuations. A singular and accepted definition of leadership shared is elusive.

If we don’t think of leadership as hierarchical, if we don’t conceptualize it as fixed nor within an individual who has followers, what can take its place in our lexicon and in our daily lives in the academy. How do we explain leadership, how do we qualify it? And, why should we try to discern it, if it should become counter-intuitive and so divergent from previous understandings and divergent from how it’s enacted in other organizations?

Perhaps, this leaves us without a” leadership lexicon” that is shared or easily explained and understood (Evans, 2018, pp. 47). If we remove some of the status-endowed understanding and we defy the followership rhetoric as reductionist and transactional, what remains?

Evans, L. (2018). Professors as Academic Leaders: Expectations, enacted professionalism and evolving roles. Bloomsbury Academic: London UK.

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