This literature intends to help define the characteristics demonstrated by school leaders who take on the moral imperative (Fullan, 2003, 2010) to support all students. The office of school principal comes with various challenges. Yet, one of the essential challenges school principals face is attempting to navigate their school towards equity. It could be argued that a school principal who guides his or her school in the direction of equity may experience some turbulence (Gross, 2004, 2006, 2013). If a school principal does decide to go forth in the direction of equity, it could be argued that he or she does so because of either ethical and/or moral principles (Bell, 2008; Bogotch, Miron, Murry, 1998; Branson, 2014; Calabrese, 1988; English, 2011; Fullan, 2003, 2011; Gross & Shapiro, 2004; Starratt, 1991, 2004; Scheurich & Skrla, 2003; Sergiovanni, 1996). …show more content…
The pursuit of equity, then, by school leaders involves both a moral and political commitment. Today, it is imperative that school leaders possess both management know-how with values and ethics (Sergiovanni, 2009). Blackmore (2002) argues that because school leadership is a social practice it must be led by a moral responsibility. Moreover, Anderson (2009) argues that school leaders who practice advocacy leadership, a more politicized leadership practice focused on improving marginalized communities of race and social class, draw an ethical line to use their formal authority powers against the powerless. In other words, advocacy leaders make a concerted effort to use their powers to break the chain of disempowerment of marginalized
Gorton, R. A., & Alston, J. A. (2012). School leadership & administration: Important concepts, case studies, & simulations. (9th ed.). New York, NY: McGraw Hill. [Kindle Version] (pp. 1-323).
“One of the most disheartening experiences for those who grew up in the years when Martin Luther King and Thurgood Marshall were alive is to visit public schools today that bear their names, or names of other honored leaders of the integration struggles that produced the temporary progress that took place in three decades after Brown, and to find how many of these schools are bastions of contemporary segregation (Kozol 22).” As the book begins, Kozol examines the current state of segregation in urban school...
Mr. Kozol provides his own socially conscious and very informative view of the issues facing the children and educators in this poverty ravaged neighborhood. Those forces controlling public schools, Kozol points out, are the same ones perpetuating inequity and suffering elsewhere; pedagogic styles and shapes may change, but the basic parameters and purposes remain the same: desensitization, selective information, predetermined "options," indoctrination. In theory, the decision should have meant the end of school segregation, but in fact its legacy has proven far more muddled. While the principle of affirmative action under the trendy code word ''diversity'' has brought unparalleled integration into higher education, the military and corporate America, the sort of local school districts that Brown supposedly addressed have rarely become meaningfully integrated. In some respects, the black poor are more hopelessly concentrated in failing urban schools than ever, cut off not only from whites but from the flourishing black middle class.
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).
Students need to be able to come to school, feel welcome, and receive the best education that their teacher can provide. To be able to do this the principal needs to make the decisions that supports his/her school. Principals need to be role models and responsible decision makers. Policies and procedures need to be updated regularly and should be reviewed by multiple parties.
Skiba, R., Simmons, A., Ritter, S., Gibb, A. Rausch, M.K., Cuadrado, J., & Chung, C.G. (2008). Achieving equity in schools: History, status and current challenges. Exceptional Children, 74(3), 264-288.
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.
America’s school system and student population remains segregated, by race and class. The inequalities that exist in schools today result from more than just poorly managed schools; they reflect the racial and socioeconomic inequities of society as a whole. Most of the problems of schools boil down to either racism in and outside the school or financial disparity between wealthy and poor school districts. Because schools receive funding through local property taxes, low-income communities start at an economic disadvantage. Less funding means fewer resources, lower quality instruction and curricula, and little to no community involvement. Even when low-income schools manage to find adequate funding, the money doesn’t solve all the school’s problems. Most important, money cannot influence student, parent, teacher, and administrator perceptions of class and race. Nor can money improve test scores and make education relevant and practical in the lives of minority students.
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).
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.
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.
“Leadership for educational equity: About LEE.” Leadership for educational equity. Web. 19 Apr. 2014 http://educationalequity.org/about/
Before such things can be implemented, there is some specific ground work and strategies that must be done within the schools before situations or dealt with and handled. In this groundwork, principals are vital in the success of the program they implement in their schools (Ballard, Argus & Remley, 1999). They are the conductors of each category needed in a successful program. Principals must hold students and staff accountable for their roles in changing the climate of the school and they must allow for the time and manpower implementing a new program will take. Gil (2002, p. 73) explains that first a solid code of conduct must be in place and operating smoothly. These clearly stated rules are to be communicated to all students and staff what the expectation is for behavior and they must be “enforced without
Education is a very important aspect in the life of a child. The level of success a student has in the classroom is greatly influenced by their teachers. Students, as well as their parents, depend on the teachers to guide them through their education. But who guides a teacher to perform successfully in the classroom? Principals and teachers play an important role in schools. A good relationship among school leaders and teachers is necessary and play an important role in making improvements in the school. Leadership refers to the “process in which one person successfully exerts influence over others to reach desired objectives”. (Okoji, 2015) Good leadership involves honesty, vision, confidence and commitment. It is the ability to inspire a
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.