Summary According to standard two of the Professional Standards for Educational Leaders (2015), educational leaders should act with integrity, fairness, and in an ethical manner to promote the success of every student. In the scenario, a new assistant superintendent in a school district is head of curriculum and instruction. The school district services 15 schools, 12 elementary schools and 3 junior high schools. The assistant superintendent has prior experience in a previous school district with curriculum and instruction, but seemed much happier in the new district’s atmosphere. The district seems to be more goal-oriented and focused on the upholding the vision and mission of the district. There is also a strong value on self-evaluation …show more content…
Then, the superintendent of curriculum and instruction decide to hold a meeting with the superintendent of business and the two directors. After getting to the real root cause of the issue being about a complaint from a principal at River Valley School, the directors explain that she is never satisfied with the work they attempt to do for her. Furthermore, an issue that occurred with the internet-based library catalog system at that school was with the provider’s server and has since been fixed. The superintendent of business is not happy about the meeting, nor the explanation for the complaint. However, the superintendent of curriculum and instruction is happy that the issue is aired out and …show more content…
It sets the wrong example for everyone and is not a characteristic of an exemplary leader. According to standard ten of the Professional Standards for Educational Leaders (2015), a school leader should continuously seek the improvement of every aspect of schools. The superintendent should be addressing any misconceptions that are brought to the superintendents’ cabinets. The weekly meetings that were being held should be to discover methods and strategies to improve student success and develop professional and knowledgeable employees. Instead, this superintendent seems to protect others from being held accountable for what they say and do. According to standard two, school leaders should promote effective communication, set professional norms, promote integrity, fairness, transparency, trust, collaboration, perseverance, learning, continuous improvement, and professional behavior. This superintendent does not conduct himself as an example for others to follow and does not uphold professionalism while conducting meetings with the assistant superintendent; therefore, one must wonder what other business affairs have been conducted in an unprofessional manner and to what
Identify communication problems that have contributed to the conflict between Principal Varber and Associate Principal Howard. I found several communication issues between Principal Varber and Associate Principal Howard. First, Principal Varber spent a substantial amount of time away from campus. Although, in the beginning it was clear that the reason for his employment was to improve the relationship between the community and the school. Secondly, his failure to acknowledge his staff for their outstanding job performance when he receives community recognition about the school. It seems like he only wanted recognition for himself and not when others did well. Associate Principal Howard brought to his attention that he did not recognize his staff for their contributions for him receiving the outstanding educator award from the Chamber of Commerce. Lastly, his relationship with the administration team and staff could have been better. Mrs. Howard informed Principal Varber that the staff considered him as a “phantom” principal because of his absence. She also pointed out that he never took the opportunity to have a “real” conversation with his staff, which hindered relationships and growth of the
Ms. Hall has had many years of public education experience and higher education training in which to hone her leadership style and framework. She started her career as a teacher in the Kirkwood School District. She then served as an assistant elementary principal at both Ritenour and Pattonville School Districts before being selected to serve as the assistant superintendent of the Maplewood Richmond Heights School District in 2008. Throughout her career she continued to pursue her education as a means o...
The Australian Professional Standards for Teachers provide a framework, which clearly identifies the knowledge, practice and professional knowledge necessary to achieve each standard in a teacher’s career. The Standards aim to enhance all students learning outcomes by providing key indicators of teacher quality to assist the preparation, support and progress of teachers (Board of Studies, Teaching and Educational Standards [BOSTES] 2014). This essay will examine the Australian Institute for Teaching and School Leadership (AITSL) Standard One: “Know students and how they learn” (2011, p.3) by comparing and contrasting the expectations of a graduate and lead teacher. There are six focus areas within Standard One and each area clearly defines
Leading organizations of school administrators offer educators various opportunities to encourage educators to become leaders. No Child Left Behind Act of 2001 (NCLB) has mandated that leaders be better prepared for the task of providing quality education to all. NCLB “… is forcing all educational stakeholders to face the weakness of contemporary school leadership and is making it impossible to ignore the need for higher quality principals” (Hale & Moorman, 2003, p.1). It is believed that all educators can be and are leaders in their own right. A leader is a visionary and has the ability to inspire others to aspire to greatness. Of the numerous opportunities that are offered, those that are most beneficial include but are not limited to leadership training programs, professional development, and creating shared leadership opportunities for teachers to become leaders. The systems “…that produce our nation’s principals are complex and interrelated – and governed by the states. Each state establishes licensing, certification and re-certification” (Hale & Moorman, 2003, p.1). States use the ISLLC standards “…as the framework for preparation programs and in service professional development of school superintendents, principals, and other leaders” (Hale & Moorman, 2003, p.3).
One of the issues that were brought up was an upset parent who mentioned that his child suffers from narcolepsy. He was addressing that he wants the school board to help him because he feels as if the principal is penalizing his daughter. He mentioned that the principal mentioned that he will penalize the girl because of her lateness. He also mentioned that the principal refused to acknowledge his daughter’s sickness and how the principal bullied him. Following this one of the members from the board address this issue by mentioning that this issue that the parent has addressed is a personal issue that really should not be mentioned in this meeting. The school board member also mentioned that this should not be acceptable from a principal to be uninvolved. And how no child should be treated like this. He would also mention that this issue will be
I went to the school board meeting on March 21, 2016 in Kanawha. The following people were at the council: Wayne Kronneman, Leah Deutsch, Ryan Hiscocks, Ryan Johnson, Jay Burgardt, Mona Buns, Gary Chizek, Todd Hammer, and Jon Harle. The others were mainly community member which included teachers, principals, parents and supporters. Some of the West Hancock staff included Mr. Peterson, Mrs. DeHart, Mrs. Bruns, Mr. Francis, Mrs. Gast and others. The other people who were there were parents and other community members. The first part of the meeting was the revision of the budget and presentation of the budget. This was given by Wayne Kronneman. He explained the budget of this year and how it compared to last years. Also he also talked about the budget for next year. After that they had a discussion with the
Henson, the assistant principal, lacks the communicator trait. Henson has not taken any opportunities to communicate with the parents, students, staff, or community this year. Due to his lack of communication skills he has not fostered any relationships with individuals who he will interact with next year as the head principal. Henson has been assigned the head principal job for the 2016-17 school; I believe his lack of communication skills will cause problems in his principalship. Parents want their children to attend schools where the teachers and administrators are relatable and can effectively communicate his expectations for them and their children.
As a leader candidate, I can understand the challenges and multiplicity of complications that administrators must face each day. However, I will not accept any remote possibility that the students must be affected by some flaws of the school organization. We all as leaders, must be strategic with people, time, and money to guide our students towards an academic success.
Likewise, members informed the audience to do SAC so teachers, students, and parents can have a greater communication among the community. Not to mention, what was also found amusing was people talking about how they feel and got to bring up their concerns about the students education, whether the students parent, teacher or principal at the meeting. Also Aniagon donated $10,000 to the school for higher quality education for the students. Near the end of meeting, registered speakers talked for three minutes to identify organization that they wanted to represented to the members of the chairs at the school board meeting. The first speaker was a student who went to a charter school; she explained her success and why she wants, Stetson, her school to stay open. The next speaker was a parent who explains why he wants Stetson Charter School to stay open. In addition, numerous community members spoke about in need for help in quality schools and want to know what schools are being closed. Also they voiced their dislikes of the way school board functions applies to schools and cited things that needed to be done. Plus a community member inquired for a fulltime position with problemed children at the school where she works. Another community member announced displeasure for schools to be privatizing and how she is against
The superintendent and principal are stymied in their efforts to reach a compromise as Mrs. Durnitz refuses to change her position that the policy must be followed to the letter. She appealed to the teachers’ association for support when it appeared that the administration and board might not uphold her position. The local newspap...
School administrators are important in setting the path for a successful school (Glickman, et al., 2014). The principals could play a dynamic leadership depending on how they exercise their beliefs of the organizational and social environment (McNair, 2011). The principals are the primary facilitators for developing the foundations in learning that will last, to manage the student’s performance at schools, and seeking the improvement at school that will cause great impacts in school‘s education (Gordon,1989). In the recent years in the U.S., education has change in a more cultural diversity population, it is imperative that school supervisors, are trained to encounter this cultural issues, but also assisting others with the opportunities to develop appropriate abilities to deal with different cultures (Glickman, et al., 2014).
Introduction Principals need to perform many tasks adequately so schools run productively and do not languish from a lack of a talent leader. As stated by Seyfarth (2008) in his book Human Resource Leadership for Effective Schools, there are seven essential functions that certainly contribute to make principals work prolifically. After reading the first essential function that states that principals need to maintain school grounds and buildings safe, clean and attractive, I realized that these were going to be the tasks I will perform better. On the other hand, the sixth essential function that affirms that principals are supposed to plan, develop, supervise and evaluate the instructional programs is the one I feel less capable to accomplish.
Principals have a lot on their job descriptions. One of those tasks principals must do is evaluate teachers. Some principals are good at doing this, while others are not so great because they lack the experience or put it off towards the end of their ever-growing list of tasks they must complete. In order for principals to make this a priority, they must do trainings related to teacher evaluations. I think school district need to do a better job at training school leaders get the proper training and use teacher evaluations to benefit both the teachers and students.
It is expected that the profession of teaching embraces many qualities of any other professional practice. Teachers must possess a combination of many qualities beginning with a strong academic background and wide-ranging knowledge. The National Framework for Professional Standards for Teaching (2003) it is the knowledge of students, curriculum, subject matter, pedagogy, education – related legislation and the specifically teaching context that is the foundation on effective teaching, and a firm foundation on which to construct well educated judgments.
As mentioned before, leadership styles take an important role in running a school. Unfortunately, many principals have not yet defined their leadership style and struggle to administrate their school. They are responsible not only of teachers and students, but of every employee in the school. They have the power to control all the resources available to improve and meet academic goals. Despite their power, principals need to identify appropriate leadership styles to succeed as