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Importance of school leadership
Challenges of school leadership
Challenges of school leadership
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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). Leadership training programs allow for teachers to use their professional experience as an educator and combine it with the academic and hands on experience of being a leader by providing a comprehensive program. Leadership “…is learnable by providing real world leadership training” (Ramsey, 2006, p.xx). The training program prepares educators to be leaders and equips them with the tools necessary to be an effective leader. There is a need for an “,,,infusion ... ... middle of paper ... ...ategies” that have been used and research shows how schools are impacted” (Ramsey, 2006, p.xv11). Works Cited Blasé, J. & Blasé, J. (2004). Handbook of instructional leadership: How successful principals promote teaching and learning. Thousand Oaks, CA: Corwin Press. Hale, E. & Moorman, H. (2003). Preparing school principals: A national perspective on policy and program innovations. Institute for Educational Leadership, Washington, DC and Illinois Education Research Council, Edwardsville, IL. Lashway, L. (2003). Transforming principal preparation. Paper commissioned for the Board of the National Council of Professors of Educational Administration, Bakersfield, California, August, 2001. 6 pages. Ramsey, R. (2006). Lead follow or get out of the way: How to be a more effective leader in today’s schools. Thousand Oaks, CA: Corwin Press
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...
In a quote from Tom Peters, he states that “ leaders don’t create followers, they create more leaders.” Working as a lead administrator in a building can have some powerful challenges, but as with anything, the approach is what makes the difference. A good leader will take advantage of the tools around them, knowing that every building has individuals who offer their very own strengths. In focusing on the individual teacher strengths of each specific teacher, a rapport can be built, but most importantly, the outcome will be a stronger building because of the process of spreading the wealth. Ultimately, no teacher in any building became a teacher without being a leader first, and as I have looked back on my own past upbringing through scouting by other educators, I see the outpouring of wealth of experience from those teachers just waiting to make a
Kouzes, J., & Posner, B., (2007). The leadership challenge, (4th ed.). San Francisco, CA: Jossey-
One regular factor in most of the effective schools research is an emphasis on strong, instructional leadership (Edmonds, 1979ab, 1982; Purkey & Smith, 1983; Weber, 1971; Brookover& Lezotte, 1979). Leadership theories, such as trait, behavior, contingency, and charismatic, provide a theoretical framework for viewing the total development of instructional leadership. Instructional leadership has many different definitions and models that intellectualize it starting from the early 1900’s. The current study synthesizes the many meanings and models of instructional leadership using theoretical and empirical contemplations. The instructional leadership construct is defined in terms of principal behaviors that lead a school to educate all students to higher student achievement.
Marzano, R. J., Waters, T. & McNulty, B. A. (2005). School Leadership that Works: From Research to Results. Alexandria, VA: Association for Supervision and Curriculum Development.
In her article “Teachers Hiring Teachers,” Mary C. Clement (2013) describes the benefits of using teachers in the teacher hiring process, strategies and considerations while doing so, and moving past obstacles that may be encountered. She draws evidence from the principal at Berry Elementary and Middle School in Mount Berry, Georgia as she outlines their best practices. This article supports the idea of “cultivating leadership in others,” one of the five key practices of effective principals outlined by The Wallace Foundation (2013). In my opinion, this article provides a worthy example of the benefits realized through advancing teacher leadership.
The role of an educational leader is one that is not easily defined. Each administrator has a belief in what his or her job entails. The vision of what educational leadership involves depends on several factors such as the nature of leadership, the relationship between the leader and the followers and the impact he or she has on student learning, school goals and the community. Through scholarly articles, educational leadership pertaining to curriculum and instruction is outlined.
Each population requires empowerment. That begins by offering opportunities for leaders to demonstrate their potential. First steps like creating shared documents, developing training materials, providing training to other providers, taking on supervisory responsibilities, and designing and participating in program evaluations open opportunities. Focusing and identifying the strengths in individuals and matching their talent to opportunities boosts confidence and builds leadership capacity in team members. Nurturing staff members as they take on leadership activities gives me the opportunity to mentor and coach. In doing so, I am growing as a leader, and so is the staff member. My role demands that I provide knowledge and skills when needed to fill any gaps that exist among developing leaders. At all levels of leadership, individualized and relevant training builds confidence. When training is dynamic, it requires continual monitoring to adjust to current needs. My leadership position gives me the opportunity to offer feedback and support to senior administrators during change initiatives so that they can tailor their leadership work in a way that supports the initiative, as well as the development of the leaders in their
Newspaper articles and websites about those organizations and the people connected to them instructional leadership. Examples of organizations such as Michelle Reed, Teach for America, and The New Teacher Project are a few (Rigby, 2014). The focus was on three out of the eight Dimensions when writing the memo notes. Number one focused on the underline assumption that all leaders share a commitment to bring educational opportunities to all students. Number two, leaders focused on the practice of instructional leadership. The third Dimension is the role of the teachers. Teacher’s characteristics have the biggest or largest impact on student learning inside of schools. The research shows that school leaders influence teachers such as with their type of their instructional leadership style they should develop trust and professional community. Majority of principal’s instructional leadership action is focused on the teachers through direct interaction such as observations and feedback (Rigby, 2014). The three largest instructional leadership research found that there was an assumption that the primary role of the principle is that of instructional leader how it is conceptualized and what it looks
With the passage of NCLB, many school reform efforts have been initiated using top-down model in which each school leaders have been charged with initiating bold administrative changes to address the legislation. With the number of leadership theories and models, researchers have become interested in studying those to determine which might bring forth the most significant results for leading such change. Due to the lack of highly qualified administrators and the increasing demands for administrators, Bush, O’Brien & Spangler (2005) studied a program, the Southern Tier Leadership Academy, a collaborative of the New York Education Department. The study included three separate cohorts who completed an eight month program. Whereas, Somech (2005) chose to investigate directive and participative leadership approaches, and which would more significantly impact school effectiveness. Perhaps Somech’s reflect Scherer’s (2009, p.7) understandings as described in Educational Leadership, ‘broom-wielding leadership can indeed be beneficial’ as is putting advocates into positions of power and influence and building teams, both of which are seemingly contrasting opposites.
What does leadership mean in the context of educational leadership? Many definitions of leadership in education co-exist, attesting to the complexity and multi-faceted phenomena of the concept (Elwell & Elikofer, 2013). Leadership is one of the most observed and least understood organizational and psychological areas of study. Despite volumes of research and numerous theories, no one theory of leadership emerged as the sole predictor of the success of educational leaders. The current body of knowledge about leadership consists of narrow definitions of leader effectiveness that are disconnected from their context (Latham, 2014). Educational leadership influences and affects every dimension of the educational process from the
My leadership model would keep quality education and its goal as the universal, underlying focus or vision much like the Instructional Leadership Model. Similarly, capable and motivated educators would be sought, curriculum and instruction would be reviewed for effectiveness, training or additional support would be given to develop teachers’ abilities and appropriate, relevant textbooks and supplies would be provided. However, one key departure from the Instructional Leadership Model is th...
On top of my comfort level at being a leader in all levels of education, I now feel that distributed leadership is a crucial part of leading. Before this program I
A teacher plays an important role in preparing the student for a role in the society where their contributions will have a positive influence. According to Eaker and Gonzalez (2007), a teacher needs to learn and master effective leadership skills to acquire the above goal. Teachers in my school have established a professional learning community which serves as a resource for the learning process. The PLC programs combine teacher experiences and evaluated teaching strategies to help in student improvement.
As an aspiring school administrator, I value the principles of transformative leadership to succeed as an influential leader in education. I believe that a primary goal for leaders is to motivate others to commit to the vision and mission of the school or district by igniting their own leadership potential so that they can influence others to follow the same beliefs. Moreover, Lynch (2015), adds that transformational education leaders allow teachers to set goals, maintain autonomy, and commit to the school’s goals by transferring responsibilities which increase the individual’s sense of belonging to the school.