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Leadership in educational settings
Leadership in educational settings
Ed.instructional leadership theory that brings quality of education and student achievement(PDF)
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1. How do you know Roscoe? I am Roscoes’ direct manager in my role as Dean of Academics. I began my work with Roscoe July 18, 2016. I have coached, observed, led professional development & content team meetings to build his instructional knowledge and skills with a strong focus on English Language Arts. Also, I have managed his performance as an evaluator. 2. What are his greatest strengths? His greatest strength would be his professionalism. Specifically, he has a respectful attitude towards all students, families, colleagues and school leaders. Also, he is highly engaged during staff meeting and participates often. Also, he is open to feedback. During content meetings and coaching conversations he reflects upon and responds to feedback with openness. Moreover, he quickly implements instructional feedback from content leaders. Also, one of his emerging strengths is his ability to use data to re-teach lessons with a brief error analysis and provide immediate feedback to students. In regards to classroom management, he has improved his ability to maximize instructional time by creating stronger procedures …show more content…
Though I named openness to feedback as a key strength, it is somewhat situational. He is very open to feedback when I provided specific directions or made the decisions or shifts for him. However, when coaching conversations positioned him as the key driver, he would deflect by identifying students as barriers based on their learning or behavior profile. Also, he highly prefers leaders to model by teaching his class. I truly believe in modeling lessons to support teachers; however, I find it to be ineffective if teachers are unable to transfer what they’ve observed to their daily execution of lessons. To be specific, our math specialist would model specific parts of lesson to support him with using various strategies/making instructional decisions in the moment; unfortunately, we would not see a transfer of takeaways to future
His teaching style deviated from verbally sharing the material or writing on the board alone. He resorted to punishments. He created a different culture that the students would have to follow. Through this, he increased class
Rath, T., & Conchie, B. (2010). Leadership strengths. Leadership Excellence, 27(1), 9. Retrieved from http://search.proquest.com.ezproxy.liberty.edu:2048/docview/204624934
After a career working at four high schools as well as being the lead administrator at several summer schools, Harris sees that he has an important role to play. “I have a job to lead and guide others to success. It’s about high expectations and mentoring
In the lecture presentation by Dr Homes (Homes) he discussed how the strength-finder is a tool that he uses in his operations to help and identify strengths that both compliment and fill missing gaps. These assessments help identify compatibility. Compatibility includes your co-workers, superiors, subordinates and other in the work place but also in your personal life. He discussed the need to understand the strength of others so that we can relate to them better. And by relating better, we are able to manage, motivate and lead them better. He clearly articulated the value of the strength finder assessment for better leadership.
Positive psychology refers to strengths as positive qualities we each have as individuals. There are a few base principles to remember when working on strengths. It is important to value and develop individual talents, maintain healthy relationships, reflect on successes, practice, and teach others. It is important to focus on strengths and manage weaknesses. Our schools of today need to find ways to promote students into using their individual strengths. In classrooms individual talents should be valued and developed. For instance, one student in a class may be very strategic who is able to see patterns and issues within a project. This same class may also have someone analytical who likes to search for reasons as causes. A teacher who was taught to look for and recognize these strengths could draw on the strategic thinker to share with the class the patterns and issues they see ...
Chapter one of Ten Traits of Highly Effective Principals opens with one of the most influential traits of what an effective principal should possess, the communication trait. To be successful in any venue in life, you must be able to communicate with people; this is especially true in the education world. Principals are responsible for communicating with people in all walks of life, parents, students, teacher, administrative office personnel and the general public, as an administrator, you must make each of these individuals feel a sense of trust and belonging while communicating with them. Principals use conversations and gesture to build confidence and open lines of communication for learning and growth.
...I recognise that these skills and attributes are vital to the role of a senior leader and I would welcome the continued development opportunity that the role of Assistant Headteacher brings in this area.
Lennard (2010) reminds us that the models merely provide an outline, a structure, and a direction. She also emphasizes the models are used to facilitate a method of exploration which is extremely important for client self-awareness and continual development. Coaching is centered on unlocking a person’s potential to maximize his or her own performance. Focusing on improving performance and developing skills is essential for an effective coaching outcome (Fielden, 2005). The use of a model can lead to greater insight and understanding by simplifying and clarifying this process.
For me to be an effective leader, I must first evaluate my strengths. I took the Gallup 2.0 Strength Finder report which showed my strengths in an insight and action planning guide. The results indicated the top five themes for me were input, learner, responsibility, maximizer and arranger. I believe the evaluation offered an accurate assessment of my strengths. The input theme states my mind is like a sponge, soaking up information. As a lifelong learner, the second theme is also, correct. I have a quest for knowledge about things that interest me. I am responsible, in my job and life. As a maximizer, I focus on long term goals and strive toward excellence. As a nurse, working in an environment of change, the arranger strength in my personality allows me to adapt easily and figure out the best way to accomplish tasks (Strengths, 2012).
In deciding how to meet the skill needs of the teaching staff, Ben begins with the hiring process. Knowing what our School Improvement Plan goals are, his interview questions include specific skills and knowledge that will help Falcon Creek students meet these achievement goals. Mr. Rhodes is very clear about his high expectations of the teaching staff. He is currently in Denver University’s P.H. D. program in Educational Leadership and he utilizes his knowledge of best practice research. His assessments of staff learning needs are gleaned from a variety of sources that include feedbac...
...t Mr. Johnson has created a very positive and supportive classroom environment. I enjoy his methods of teaching and his incorporation of the learning theories such as using the central processing information theory and his methods of motivating his students in various ways including positive reinforcements. However, I believe that by incorporating the idea of pacing in terms of teaching and giving the students to have one on one and individual time will also improve his already positive and supportive classroom environment.
In summary, I believe an effective teacher has the most influence on an effective school. Because of this, I consider Cooper’s characteristics centered on effective teaching as most important. I do also believe that fostering effective teaching skills through effective professional development programs are essential to creating an effective school. Furthermore, I would not discount the roles of non-teachers in the school setting, as they contribute to a school’s overall effectiveness too.
Williams. I was thrilled when I came to work here to find that Mrs. Williams is the type of respected but approachable leader that is my preferred leadership style. I am grateful to have her as my mentor for this learning experience, as I feel we match closely in leadership qualities. My strength as a leader is the supportive leadership style. Like Mrs. Williams, I feel that building relationships and a culture of respect and trust is key to being an effective leader. As a teacher, I spend a good amount of time at the beginning of each year building a rapport with students and families which helps me connect with the students. As a leader of teachers I feel that being supportive of my faculty and staff will be most beneficial in helping develop a productive work environment and develop a necessary level of trust with all of the staff under my supervision. I also want to be participative and achievement oriented. I have always had a drive to be successful in all I do. I am confident that this skill will carry over to my role as a leader. The one area I will need to work on is being directive when necessary. I am not always good at being direct and want to protect others feelings. I will learn from Mrs. Williams as I continue through this program how to be directive with faculty and staff, as well as disgruntled
The teacher was rated using a rubric with specific criteria in four domains including planning and preparation, the classroom environment, instruction, and professional responsibilities (Hillsborough County Public Schools, 2012). Within each of these domains are components which are the performance factors that are relevant to classroom teachers. In domain one the components include: demonstrating knowledge of content and pedagogy, demonstrating knowledge of students, setting instructional outcomes, demonstrating knowledge of resources and technology, designing coherent instruction, and designing student assessments. The components for domain two include: creating an environment of respect and rapport, establishing a culture for learning, managing classroom procedures, managing student behavior, organizing physical space. In domain three the components included are: communicating with students, using questioning and discussion, engaging students in learning, using assessment in instruction, and demonstrating flexibility and responsiveness. There is only one component that was rated for domain four which is reflecting on teaching.
Executive assessment findings regarding my strengths as scored by others include the following: interpersonal competence, supportive leadership, assertive leadership, professional competence, conceptual competence, and socio-political awareness. The highest scores were never self-serving, never inaccessible, and assertive leadership. My strengths as determined by superiors, peers, and subordinates indicate that I possess effective leadership, professional competence, and an even keel