Brief on ISTE Standard 3: Empowering Leaders
Kristen West
Coastal Carolina University
EDIT 760
February 24, 2025
Abstract
This paper looks at how COMPANY A, Inc. (Company A) uses ISTE Standard 3: Empowering Leader to help its staff grow and use technology in smart ways. I studied how the company lets employees make decisions, learn new skills, work together, and get regular feedback through surveys, interviews, and reviewing company documents. My findings, along with ideas from recent research (Harvard Business Review, 2018, p. 1; ResearchGate, 2020; ScienceDirect, 2017; Sage, 2020; PMC, 2020; ISTE, n.d.), show that COMPANY A does many things right but could improve by making training even more connected to daily work. This paper explains what I found and suggests ways to keep making things better.
Introduction
In today’s fast-changing world, leaders need to help employees use new digital tools to improve their work. The ISTE Standard 3: Empowering Leader provides guidelines for leaders to create environments where staff are encouraged to learn and innovate (ISTE, n.d.). At COMPANY A, Inc. (Company A), following this standard is important for making sure that all team members can use technology effectively to meet various needs.
Recent articles and research—such as the Harvard Business Review piece on empowerment (Harvard Business Review, 2018, p. 1) and reviews on employee empowerment (ResearchGate, 2020; ScienceDirect, 2017; Sage, 2020; PMC, 2020)—show that successful empowerment needs clear goals, proper support, and ongoing feedback. This paper explores how COMPANY A puts ISTE Standard 3 into practice. I used surveys, interviews, and document reviews to understand what’s working and where there is room to grow.
Methods and Data Collection
I used a mix of methods to get a complete picture of how COMPANY A meets ISTE Standard 3. Three main tools were used:
- Surveys: I sent out questionnaires to employees and sales team members. These surveys asked questions about how easy it is to access training materials, how useful the digital tools are, and how effective the training programs seem. The survey results gave me numbers and trends about how employees feel about their professional development.
- Interviews: I spoke with key people like Christine Hardey (Corporate Sales Training Manager), Kelly Wroten (Area Office Manager), and Jennifer Robertson (Loan Officer). These one-on-one chats helped me understand in detail how staff use digital tools, how training fits into their work, and what improvements they might need.
- Document Analysis: I looked at internal documents such as training schedules, technology plans, and policy guidelines. This helped me see if what the company says it does matches what actually happens in practice.
Each of these methods added a layer to my understanding. Surveys gave me the big picture, interviews added personal insights, and document reviews confirmed the company’s policies and strategies.
Findings and Analysis
Empowering Employees to Take Charge
ISTE Standard 3 starts by saying that employees should be encouraged to make decisions and lead their own learning. At COMPANY A, a high-tech learning management system (LMS) plays a key role. The LMS uses artificial intelligence to suggest courses that fit each person’s needs and tracks progress to make sure everyone is growing at their own pace.
Survey results showed that most employees feel they have control over their own learning. Interviews backed this up. For example, Christine Hardey said the LMS “has enabled our team to take ownership of their learning” (personal communication, February 2025). Company documents also show that COMPANY A sets aside time during the workday specifically for using these learning tools. Recent research supports these findings. A review on employee empowerment notes that strong support systems make empowerment work better (ResearchGate, 2020). The Harvard Business Review article also explains that empowerment is most effective when paired with clear responsibilities and regular feedback (Harvard Business Review, 2018, p. 1).
Building Confidence in Technology
The next part of ISTE Standard 3 is about boosting employees’ confidence and skills in using technology. COMPANY A does this through regular training sessions, both in person and online. The company also frequently updates its technology plans to keep up with new trends.
Interviews revealed that these updates and training sessions help employees feel more comfortable with new digital tools. Jennifer Robertson mentioned, “The real-time feedback provided through our LMS has been instrumental in building our confidence in using new technologies” (personal communication, February 2025). Survey data also showed that employees who take part in these training sessions report noticeable improvements in their tech skills. Studies have shown that continuous learning and training that fit with company goals lead to better results (ScienceDirect, 2017; Sage, 2020). COMPANY A’s approach of ongoing training and real-time feedback is in line with these best practices.
Creating a Culture of Innovation and Teamwork
Another important part of ISTE Standard 3 is creating an environment where employees feel safe to try new things and work together. COMPANY A has set up “sandbox” areas where staff can experiment with digital tools without worrying about making mistakes. Internal documents detail how time and resources are specifically set aside for these experiments.
Interviews support this approach. Kelly Wroten explained, “We are encouraged to try new ideas—even if they fail—because every experiment is a learning opportunity” (personal communication, February 2025). Survey responses confirmed that many employees appreciate this culture of innovation and collaboration. Research backs up these practices too. The Harvard Business Review article (2018, p. 1) notes that employees do best when they have the freedom to experiment within a supportive framework. A study from PMC (2020) found that companies with a strong culture of shared leadership and innovation tend to see better performance and higher morale.
Supporting Different Learning Needs
Although COMPANY A mainly focuses on adult learning, the company’s strategies also help meet a wide range of learning styles. Training sessions use different formats—such as videos, interactive tools, and written guides—to cater to everyone, whether they learn best by watching, listening, or doing. Survey feedback showed that employees feel more engaged when multiple types of learning materials are available. Documents also revealed that training content is updated regularly based on this feedback, showing that COMPANY A is committed to meeting diverse needs.
A literature review on empowerment (ResearchGate, 2020) and a Sage article (2020) emphasize the importance of using varied learning tools to reach everyone effectively. COMPANY A’s efforts to include different formats help make sure that all employees can benefit from training.
Tracking Progress with Real-Time Feedback
The final part of ISTE Standard 3 involves using technology to monitor learning progress in real time. COMPANY A’s LMS includes tools that continuously track how employees are doing and adjust learning paths based on individual performance. Jennifer Robertson shared that “the real-time analytics allow us to promptly address any knowledge gaps and tailor training to individual needs” (personal communication, February 2025). Surveys confirmed that most employees find these regular feedback tools very helpful. Documents also show that these analytics are used to shape overall training strategies at COMPANY A. Research from PMC (2020) and ScienceDirect (2017) shows that immediate feedback is key to helping employees improve quickly and stay on track. COMPANY A’s use of real-time analytics is a strong example of using data to support personal growth and better overall performance.
Discussion
My findings suggest that COMPANY A, Inc. (Company A) is doing a good job of following ISTE Standard 3: Empowering Leader. The company’s smart use of an advanced LMS, regular training sessions, and a supportive culture where employees can experiment has helped staff feel more confident and capable.
Surveys gave me the big-picture view of employee satisfaction and digital skills. Interviews provided personal stories and deeper insights into daily work experiences. Document reviews confirmed that what COMPANY A says it does is actually happening in practice. Together, these methods show that COMPANY A is on the right track but could improve by making training even more tailored to specific job needs.
Research from Harvard Business Review (2018, p. 1), ResearchGate (2020), ScienceDirect (2017), Sage (2020), and PMC (2020) supports the idea that a mix of clear goals, continuous support, and real-time feedback makes empowerment most effective. COMPANY A follows these best practices, though there is still room to connect training more closely with everyday tasks.
Conclusion
COMPANY A, Inc. (Company A) shows a strong commitment to ISTE Standard 3 by creating an environment where employees are encouraged to take charge of their learning, build confidence with technology, and work together to try new ideas. Their use of a high-tech LMS, regular training sessions, and real-time feedback creates a supportive framework for ongoing professional growth.
The data gathered from surveys, interviews, and document reviews—supported by current research—confirms that COMPANY A is mostly successful in empowering its employees. However, fine-tuning the training to better match everyday work responsibilities could further boost success. This approach offers a solid example of how digital tools and continuous feedback can help organizations grow and succeed in a fast-changing world.
References
Brooks-Young, S. (2002). Making technology standards work for you: A guide for school administrators. ISTE Publications.
Frazier, M., & Bailey, G. (2004). The technology coordinator’s handbook. ISTE Publications.
Finley, T. (2023, September 12). How teachers can build confidence. Edutopia. https://www.edutopia.org/article/how-teachers-can-build-confidence
Hall, D. (2008). The technology director’s guide to leadership – the power of great questions. ISTE Publications.
Harvard Business Review. (2018, March). When empowering employees works—and when it doesn’t. https://hbr.org/2018/03/when-empowering-employees-works-and-when-it-doesnt
ISTE. (n.d.). ISTE standards for education leaders. https://iste.org/standards/education-leaders
KnowledgeWorks. (2021, February 4). Interactive educator competencies. https://knowledgeworks.org/resources/educator-competencies-interactive/
Pytlik, E., Lauda, D., & Johnson, D. (1985). Technology, change and society. Delmar.
ResearchGate. (2020). Employee empowerment and empowering leadership: A literature review. https://www.researchgate.net/publication/344424946_Employee_empowerment_and_empowering_leadership_A_literature_review
ScienceDirect. (2017). Analysis of leader effectiveness in organization and knowledge sharing behavior on employees and organization. https://www.sciencedirect.com/science/article/abs/pii/S1048984317300607
Sage Publications. (2020). [Analysis of Leader Effectiveness in Organization and Knowledge Sharing Behavior on Employees and Organization]. https://journals.sagepub.com/doi/full/10.1177/2158244020914634
Teichholz, E. (2001). Facility design and management handbook. McGraw-Hill.
PMC. (2020). [The Power of Empowerment: Predictors and Benefits of Shared Leadership in Organizations]. https://pmc.ncbi.nlm.nih.gov/articles/PMC7711194/
Personal communications: Christine Hardey, Kelly Wroten, and Jennifer Robertson (interview data, February 2025).
Appendix A
Interview Questions
For Corporate Training & Learning & Development (L&D) Team:
- Empowering Educators:
- How does COMPANY A support employees in personalizing their professional learning using technology?
- What resources (platforms, courses, coaching, etc.) are provided for employees to take ownership of their development?
- How do you measure the effectiveness of professional development initiatives?
- Building Educator Competency:
- What strategies are in place to build digital competency among employees, particularly in leadership roles?
- Are there any mentorship or peer-learning programs focused on technology-driven leadership skills?
- How do you ensure training aligns with industry best practices and ISTE standards?
- Inspiring a Culture of Innovation:
- How does leadership encourage the use of innovative digital tools in training and development?
- Are employees given time and space to explore and experiment with new digital tools?
- What examples can you share where innovative technology was successfully integrated into leadership development?
- Using Tech to Meet Learning Needs:
- How does the company tailor training programs to accommodate diverse learning styles and needs?
- What role does technology play in fostering inclusivity and engagement in learning?
- Are there any specific tools or platforms used to track employee progress and personalize training experiences?
- Using Analytics to View Progress:
- How does the company collect and analyze training and development data?
- Are real-time analytics used to adjust learning paths and improve training effectiveness?
- Can you share an example of how learning analytics have impacted decision-making in leadership development?
For Corporate & Division-Level Leadership (Directors, VPs, Regional Managers):
- How does COMPANY A promote technology adoption among leaders to improve training and learning outcomes?
- What leadership initiatives encourage digital literacy and professional development?
- How are team members empowered to take ownership of their learning and career growth through digital tools?
- What challenges do leaders face when implementing technology-driven training programs?
- How do you measure the impact of technology-enhanced leadership programs?
For Sales Trainers, Field Trainers & Mentors:
- What digital tools are available for training new hires or upskilling employees?
- How is technology used to support coaching and mentorship at COMPANY A?
- What role does leadership play in driving innovation and experimentation in training?
- Have you noticed an improvement in engagement and retention with digital training programs?
- What additional support or tools would help you feel more confident using technology in your training?
For Employees & Sales Team Members:
- How accessible are professional development resources, and do they align with your learning needs?
- What technology-based training methods have been the most effective for your growth?
- Do you feel encouraged to take ownership of your learning and career development?
- How frequently do you receive feedback based on digital assessments or analytics?
- What improvements would you like to see in the company’s approach to technology-driven training?
Appendix 2
Survey Questions
Access and Use of Digital Tools
- Ease of Access:
- “How easy is it for you to access the company’s training materials and digital tools?”
(Response Options: Very Easy, Easy, Neutral, Difficult, Very Difficult)
- “How easy is it for you to access the company’s training materials and digital tools?”
- Personalization of Learning:
- “To what extent do you agree that the Learning Management System (LMS) provides personalized course recommendations that match your job needs?”
(Response Options: Strongly Agree, Agree, Neutral, Disagree, Strongly Disagree)
- “To what extent do you agree that the Learning Management System (LMS) provides personalized course recommendations that match your job needs?”
- Frequency of Use:
- “How frequently do you use the LMS and other digital tools as part of your daily work routine?”
(Response Options: Daily, Several times a week, Weekly, Less often, Never)
- “How frequently do you use the LMS and other digital tools as part of your daily work routine?”
Training and Skill Development
- Effectiveness of Training Programs:
- “How effective are the training sessions (both in-person and online) in improving your technological skills?”
(Response Options: Very Effective, Effective, Neutral, Ineffective, Very Ineffective)
- “How effective are the training sessions (both in-person and online) in improving your technological skills?”
- Real-Time Feedback:
- “Do you feel that the real-time feedback you receive through our digital tools helps you identify and address any gaps in your knowledge?”
(Response Options: Strongly Agree, Agree, Neutral, Disagree, Strongly Disagree)
- “Do you feel that the real-time feedback you receive through our digital tools helps you identify and address any gaps in your knowledge?”
- Relevance to Daily Work:
- “How well does the training content align with your everyday work responsibilities?”
(Response Options: Extremely Well, Very Well, Moderately, Slightly, Not at All)
- “How well does the training content align with your everyday work responsibilities?”
Empowerment and Decision-Making
- Empowerment in Learning:
- “I feel empowered to make decisions about my own learning and professional development.”
(Response Options: Strongly Agree, Agree, Neutral, Disagree, Strongly Disagree)
- “I feel empowered to make decisions about my own learning and professional development.”
- Decision-Making Authority:
- “How satisfied are you with the level of decision-making authority you have regarding the selection of training opportunities?”
(Response Options: Very Satisfied, Satisfied, Neutral, Dissatisfied, Very Dissatisfied)
- “How satisfied are you with the level of decision-making authority you have regarding the selection of training opportunities?”
Culture of Innovation and Collaboration
- Encouragement to Innovate:
- “Do you feel encouraged to experiment with new digital tools and approaches, even if there is a risk of failure?”
(Response Options: Strongly Agree, Agree, Neutral, Disagree, Strongly Disagree)
- “Do you feel encouraged to experiment with new digital tools and approaches, even if there is a risk of failure?”
- Collaborative Environment:
- “How well does the current work environment promote collaboration and the sharing of innovative ideas?”
(Response Options: Extremely Well, Very Well, Moderately, Slightly, Not at All)
- “How well does the current work environment promote collaboration and the sharing of innovative ideas?”
Support and Continuous Improvement
- Support for Diverse Learning Styles:
- “To what extent do you agree that the variety of learning formats (videos, interactive tools, written guides) meets your learning needs?”
(Response Options: Strongly Agree, Agree, Neutral, Disagree, Strongly Disagree)
- “To what extent do you agree that the variety of learning formats (videos, interactive tools, written guides) meets your learning needs?”
- Feedback on Training Programs:
- “How satisfied are you with the feedback mechanism (e.g., surveys, direct feedback) that helps improve the training programs?”
(Response Options: Very Satisfied, Satisfied, Neutral, Dissatisfied, Very Dissatisfied)
- “How satisfied are you with the feedback mechanism (e.g., surveys, direct feedback) that helps improve the training programs?”
Open-Ended Feedback
- Suggestions for Improvement:
- “What improvements or changes would you suggest to better integrate training with your day-to-day work responsibilities?”
- Additional Comments:
“Please share any additional comments or ideas on how the company can further empower you and enhance your professional develop