School leadership in recent times has involved more and more time and consideration as schools are being made held responsible for significant changes in the outcomes of students learning (Leithwood & Riehl, 2005, p. 12). With pressures coming from all levels of government, Principals are not the only ones being held accountable to the outcomes of students (Leithwood & Riehl, 2003). Davis (2012) identifies strongly with this as middle executive roles and teachers within a school are being required to work collaboratively to achieve objectives and to transform cultural change into reality.
This paper will discuss the traditional social construction of leadership and how the use of transformational leadership has planned, developed and established an alternative learning within a rural New South Wales high school. This paper will also discuss and analyse effectiveness of the leadership that has taken place This programme was designed and is being run to address poor attendance and retention of targeted students from 14 to 17. This programme ran in partnership with local employment providers, Aboriginal Training Groups as well as the local tertiary training centre.
School X is an isolated high school within a town with a populace of 3000 people (Australian Bureau of Statistics, 2011). The student population currently resides at 210 with 50% of the students recognising themselves as Indigenous (McDonald & Levinston, 2011). A large percentage of the town’s vocation consists of unskilled labour, with a best part of these also being small business owners (Australian Bureau of Statistics, 2011). These include earthmoving companies, primary industries service companies and only a small percentage of the town has a post-sec...
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...about leadership? Leadership for the disillusioned: Moving beyond myths and heroes to leading that liberates (pp. 17-34). Crows Nest: Allen & Unwin.
Stogdill, R. M. (1948). Personal factors associated with leadership: A survey of the literature. The Journal of Psychology, 25(1), 35-71.
Tobin, T., & Sprague, J. (1999). Alternative Education Programs for At-Risk Youth: Issues, Best Practice, and Recommendations. Oregon school study council bulletin, 42, 20.
Watkins, P. (1986). A Critical Review of Leadership Concepts and Research: The Implications for Educational Administration: Publication Sales, Deakin University Press, Deakin University, Victoria 3217, Australia ($12.50 Australian; quantity discounts).
Williams, B. P. (2011). An analysis of participation in servant leadership as self reported by elementary school principals in southwest Georgia.
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).
Frank, V. V. (2009, September). Framework for Improvement: Effective School Leadership Translates into Increased Student Learning. The Learning Principal: National Staff Development Council , pp. 2, 6-7.
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). “Some innovations require changes that are gradual and subtle; others require changes that are dra...
Yukl, G. (2002). Leadership in organizations. Upper Saddle River, NJ: Prentice Hall. p. 1-19. Retrieved from http://www.blackdiamond.dk/HDO/Organisation_Gary_Yukl_Leadership_in_Organizations.pdf
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).
Wilkes, C. G. Jesus on Leadership: Timeless Wisdom on Servant Leadership. Carol Stream, Illnois: Tyndale House, 1998.
Transformational leadership is one of the most popular leadership styles. According to Kendrick (2011), “Transformational leadership involves four factors: 1. idealized influence, 2. inspirational motivation, 3. intellectual stimulation, and 4. individual consideration.” These four factors make transformational leadership have an impact on followers. The goal of transformational leadership is to cause a positive change in individuals, help motivate them, and develop a leader within each individual.
This paper will describe two studies, one quantitative and the other a mixed method, which dealt with aspects of educational leadership. The studies chosen for review were conducted by Bush, et al. (2005), a study that reported participant results in a Leadership Academy, and another by Somech (2005) in which the results of an investigational study of leadership styles, participative and directive, with regard to their impact upon managing school effectiveness. To offer a deeper understanding of the respective studies, a discussion follows that details the design rationa...
Komives, S., Lucas, N., & McMahon, T. (2007). Exploring Leadership (2nd ed.). Sans Francisco: Jossey-Bass.
The role of teacher leader has been defined as “teachers who aspire to stretch beyond their classrooms to engage in leadership roles that take many shapes and forms, both “informal and formal”. (ECS, 2010). Teacher leadership has also been described as “the process by which teachers, individually and collectively, influence their colleagues, principals, and other members of the school community to improve learning practices with the aim of increased student learning and achievement.” (ECS, 2010). In years past, a majority of teacher leadership roles took the form of department chair, committee chair, grade level chair, etc. It was more of a representative role versus a leadership role. Their responsibility primarily involved dispersing information from administration to their counterparts and taking information back to administration from the group. Their position lacked decision-making power and true leadership that brings about “real” change. These tasks are still viewed as opportunities for teacher leadership; however, recently, the
Thomas Sergiovanni (2015) describes three essential dimensions of leadership as “the heart, head, and hand of leadership.” The heart describes those characteristics within the school leader that reflect personal “beliefs, values, and dreams.” The head of leadership refers to the practice of teaching and educating. The hand of leadership reflects actions taken by school leaders with respect to management behaviors. (p. 5) Within these elements, there is room for personal choice in how leadership is practiced and it is incumbent on new principals to find an individual leadership style that responds to the uniqueness of each school.
Chung, Y. (2011). Why servant leadership? Its uniqueness and principles in the life of Jesus. Journal Of Asia Adventist Seminary, 14(2), 159-170.
Lussier, R.N. & Achua, C.F. (2010). Leadership: Theory, application, skill development (5th ed.). Mason, OH: South-Western.
Building Leadership Capacity in Schools by Linda Lambert touched on a number of key ideas. Lambert provided examples from different schools, principals, and her experiences on obtaining and sustaining leadership capacity while developing her character. Lambert points out that to build leadership capacity in schools there should be participation by parents, students, and staff. Also these are the same characteristic as to becoming a great character in society. In this paper I will talk about the staff and there level of participation. Lambert points out that conversation with individuals about their roles as a leader should take place as individuals take on the task of leadership and character development. One key element in the text was the level of participation and degree of skillfulness for leadership capacity while trying to discover your character. Another element in the text that I found key was to break the dependency relationships on staff and the principal. As we work toward building leadership capacity and charcter, it will take time and time is a big factor on building leadership capacity because there are not enough hours in the day to get everything done that we would like to do without strategically planning leadership meetings.
To improve academic achievement of Aboriginal students, I propose that high school principals need to become both managers and leaders. The requirement for this approach is demonstrated by an informative case study of a principal within a rural school setting who acts solely as a manager. I have chosen this case study because I believe it to be representational of the trend most principals currently follow. I will also demonstrate how positive the effect of shifting to a leader-manager run school will be on the academic achievement of high school Aboriginal students. To begin however, it is necessary to differentiate between the terms leadership and management, and determine whether it is possible for one person to perform both functions.