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Leadership and change concepts
Leadership and change concepts
Positive changes in special education
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Chapter five speaks about the change master trait. A change master is a person who is flexible, futuristic, and realistic, also able to motivate and manage change in an organized, positive, and enduring fashion. Change masters are take control leaders who are willing to share the power pie to ensure changes are beneficial to all stakeholders. During the 2014-2015 school year, Mississippi Department of Education Office of Special Education adopted new Individualized Education Plan (IEP) forms for all Mississippi schools. These forms were created to provide a better educational experience and assist with an easy transition for special needs students to other schools within the state and neighboring states. Some schools began immediately implementing the use of the new forms as all schools would be required to use them during the 2015-2016 school year. North Panola School District (NPSD), Special Education director, decided to delay the utilization of the new forms, due to her unpreparedness, lack of the change master trait. …show more content…
She expressed trust in her team; she trusted her staff to research and find workshops to assist them in creating and implementing IEPs. As an administrator of a special education team with 80% new teachers, first year in SPED, she should have taken the initiative to provide her team with resources, professional developments, and off-site training to increase the knowledge, which would also benefit the students. Her lack of preparedness caused her staff to depend heavily on each other and me serving as their
Dr. Tanisha L. Heaston, principal of Treadwell Elementary talks to me about educational change. In my first meeting and interview with her, she displays many if not all the leadership benchmarks of a Change Master and Facilitator. Defined by McEwan (2003), a Change Master is a highly effective principal who is flexible and futuristic. A realistic leader who is able to both motivate and manage change in an organized, positive, and enduring fashion. As a Change Master, she uses a situational approach since every school community requires somewhat different skills. Dr. Heaston respects change resisters, procures resources for her school, and trusts her teams which aligns with ISLLC Standard Six.
The IEP team may include the student, their parents, a regular teacher, a special education provider and other representatives, such as a social worker or relative child care provider. These meets are required to be held within 30 days of the student’s acceptance into the special education program. Every IEP has the two main goals of setting reasonable learning goals and establishing academic services that the school will provide. The IEP should state which state and district-wide assessments that the student will or will not participate in and why.
The field expert was Mrs. Brenda Williamson, who taught various grade levels and subjects for special education. Mrs. Williamson has been teaching for twenty years. Currently Mrs. Williamson is a principal in a private school. Mrs. Williamson was chosen for this interview because after working with her I have learned many strategies to enhance learning and classroom management.
In Change Leadership, Keagan and Wagner (2006) discuss the many factors of change and the systematic approach to change. Change affects people in different ways. Leaders need to be able to respond to the individual throughout the change process. School Leadership that Works In School Leadership that Works, Marzano introduces twenty-one responsibilities of a school leader (see Appendix A). These leadership responsibilities are used in the two change orders discussed by Marzano, McNulty and Waters (2005).
Osceola School District administration team is starting to implement a new plan to support the classroom instruction. The district administrators are focusing mainly in the subgroups of special education (ESE) and English language learners (ELL). In my work-site, the human resources allocated to both of those programs are usually disconnected of the regular education or content classroom. There is no communication between the regular teacher and the special education specialist. Part of the district superintendent plan is to provide the specialists with professional development in content, for them to support the regular class instruction. Additionally, the specialist must provide support as “team teaching” in the mainstream clas...
I chose to interview Regina Geis, who holds the administrative role as acting supervisor for the County Mental Health adult day program, which provides services for individuals with intellectual disabilities. Ms. Geis has held this position for 15 months. This is her first managerial position within a human service agency. Her style of management has changed over this short period of time. She feels that she is now more direct with her direction with staff. She stated, “Maybe now I come across as a little bit cold. But I have learned that I now have to use the least amount of words to get my point across.”
For a special education student to be successful and reach their true potential, it takes a collaborative effort between both the special education and general education teacher. Both teachers need to have an understanding of each student’s disability and unique academic needs. Both teachers play vital roles in participating as part of the IEP team, providing professional input, and best practices to develop the student’s IEP, which will provide all stakeholders in the child’s education the accommodations and modifications for the special needs child to be successful in the
Transformational leaders want individuals to make a positive change in their lives and try to help people apply a positive change on a daily basis. The leaders do this by implementing individual considerations which, according to Kendrick (2011), “treats each follower as a unique contributor and provides coaching, mentoring, feedback and growth opportunities.” This makes such an impact on people because each individual is getting different mentoring, feedback, and growth opportunities due to their unique personality. It is very important for each person to have this because everyone has a different learning ability and motivation. This helps each individual with their own distinctive endeavor.
I was part of the group where special education and general education leadership worked together on developing this plan. The special education staff had voiced that they have no understanding of what the general education instructional practices are. They requested training in the same practices as general education staff so their teaching could effectively support what students were already working on with their peers. The special education leadership had wanted that for special education staff for a long time. This time we all were able to sit down with district teaching and learning department and make a plan for staff development that would enhance special education staff's skill set and help align instructional practices with general
As a woman, a special educator, and an educational leader, my belief in the ability to inspire others to achieve goals through collaboration, relationship building, and empowerment had been shaken. It was through the process of textualizing the experience about the unsuccessful teacher candidate that I realized despite belief, empowerment, and care, some are not meant to be
One particular teaching team pared a new employee with an employee that had been with the company for over a year. Both teachers have degrees in Early Childhood Education along with years of experience in classrooms. Both teachers went through the extensive training the company has in place for every teacher, coving the rules and regulations, company policies and the expectation of staff members the company sets in place. These two teachers based on their actions along with the lack of communication and teamwork decided they were each going to run their own classroom, with no input from the other team member. There was no collaboration, therefore making it difficult if a teacher called out sick, as the co teacher was not given lesson plans.
Compare to other compulsory school students, students who are in need of special education is eligible to receive 1.5-fold funding while students who meets the categories of severe disabilities will be receiving 2.5- or 4- fold funding. This funding strategy that is based on the students who have disabilities is known as ‘bounty funding’. In other words, a school will receive more funding if the school has more students who meet the 14 categories of disabilities. However, in the year of 2010, this funding system was changed from the model of combined base and bounty funding to only base funding model. The reason behind of the change is there is no extra funding for any student with special educational
Hayes (2014), encourages change managers to keep an open line of communication with employees. Although these ones may not agree or support the upcoming change, they value the information being given to them at the onset and may eventually tolerate or accept the change. Therefore, it is important for change managers to not only communicate with employees, but provide relevant information, as the quality of the communication is of the utmost importance.
Change Management is not impossibly difficult. It need detailed planning, including everyone affected, frequent interaction, accomplish a perspicuous target for the change and a method of measuring success, complete the plan, and strengthen the change once it is in place.
One of my responsibilities as a school leader is to monitor the implementation of the Title I program. For three years, I developed the Targeted Assistance Plan for our school and communicated this plan to all stakeholders. Targeted Assistance Program is a good supplemental program, but it doesn’t benefit our entire population. Last year, I proposed to the ILT team to pursue School – Wide program. I led the team in implementing the requirements and organizing all the documents for each component of the Title I School Wide Program and presented it to the panel of evaluators. With our collaborative effort, our school was confirmed to transition to School Wide