Building Relationship Analysis

A principal should be a leader of the school and of the community. This role includes many responsibilities but few as demanding as supervision. Ultimately the principal is responsible for supervision of the students, the entire staff, the physical school, and all school events. These

W. Edwars Deming, American engineer and management consultant, wrote “a bad system will beat a good person every time.” This quote demonstrates the necessity for a school administrator to establish a school culture that is inviting and characterized by collaboration. In order to intentionally create a welcoming and collaborative school climate, clear, frequent, and inclusive communication is fundamental. Families, staff, and community members should be afforded the opportunity to become involved in enhancing student learning, the decision making processes of the school, and meaningful school-based activities. Opening the lines of communication about possible involvement at a school promotes a good system, in which good people can thrive.

In this chapter, Fullan begins by maintaining that principals who are effective lead learners are necessarily also good managers, because they understand that having clear routines is essential for school improvement.” (57) He quotes from Viviane Robinson’s Student-Centered Leadership to both underscore the previous point and emphasize that successful principals take an active learning stance: “The principal who makes the biggest impact on learning is the one who attends to other matters as well, but, most important, ‘participates as a learner’ with teachers in helping move the school forward.” (58) Fullan also borrows from Helen Timperley’s work in responding to the question, Who is in a principal’s class? The principal’s class consists of “team leaders who in turn can leverage the learning of other teachers in their group”

The research speaks to the eight symbolic roles of leaders; here the school leader serves as a historian examining the challenges of the internal and external school culture. Terrence E. Deal and Kent D. Peterson (1990) stated:

The job of a school leader is not easy as many may think. School leaders are responsible for everything dealing with a school from the teaching staff to managing the school budget. I believe all the New Hampshire principal competencies are important and meaningful to every school leader. The New Hampshire competencies are important and meaningful to every school leader because they are designed to help guide principals in the right direction, and they should all be reviewed and followed. I believe effective school leaders should know the following; stage one: educational leadership, stage two: school culture and instructional programs, stage four: school and community, and stage five: integrity and ethics.

Roles: Higher administration at the district level will develop strategic priorities to ensure success of the plan each year. Building administration, teachers and staff will implement plans at the building

The Principal and the governing body are accountable for the effective performance of the school and lead the development of staff to enable them to carry out their work. The Senior Leadership Team is made up of the Principal, Deputy Principal, three senior teachers and the School Business Manager. Together they have the responsibility of setting the strategic direction of the school and lead the school in managing this, as well as setting goals. There are three team leaders, each responsible for the teaching assistants, midday supervisors and estates team.

As a leader of a charter school I see myself as strong leader that knows how to make decisions that are positive for my school in every way shape or form. My main strength is knowing how to hold staff and parents accountable for their actions. Monitoring and Evaluating Programs will be my second priority when managing a school site. In order to have successful student I must know how to recruit and retaining top employees. Supporting the Learning of all students is the my main priority and I believe the most difficult as well. However I have learned to handle each situation in the correct and most efficient

Since its development in 1994 the standards of Educational Leadership have pursued promoting an understanding on what is expected from the educational administration field.1 The goal of this paper is to present a personal appraisal of a connection between the ELCC standards and my own experiences in district leadership and a reflection on my professional practice of the standards. It is implicit that an educational leader should promote the success of every student by advocating and effectively implementing the 6 standards of Educational Leadership. 2

As the leader of a 21st century school one must embody the qualities that best reflect the ever-changing face of education. Traditionally, the leader of a school focused a large portion of time and energy on typical managerial functions within the school. These tasks, although important, will not propel a school to achieve excellence. Today’s school leaders must be visionaries who create a sense of purpose driven unity. As a transformational leader, one must also be the beacon of learning in establishing and effectively cultivating professional learning communities. One must recognize and further develop the leadership skills of those within the school in order to ensure the vision and mission of the school is achieved. Keeping in

According to the authors of this article (Donaldson, Marnik, Mackenzie, & Ackerman, 2009), principals need to concentrate on the development of skills and behaviors in order to be successful in motivating, leading, and changing the direction of a school. The successful principal understands that there exists a fine balance of caring for others and the need to accomplish specific tasks (Donaldson, Marnik, Mackenzie, & Ackerman, 2009).

The principal’s role in developing positive community relations sets the tone for communication patterns, partnership formation and/or alienation (Fiore, 2013). There are many tasks that the principal has that is important to school and community relations. Some of those are being a good listener, diplomatic and tactful and all situations. They also have to promote the open door policy to be free to communicate with students, parents, and their staff. They also have to inform the superintendent and community about good and bad things that are

The importance of effective leadership and its impact on improving student achievement are evident in today’s schools (Leithwood, Louis, Anderson, and Wahlstrom, 2004). While the school principal is traditionally thought to be the school leader, Glickman (1989) proposes that “the principal of successful schools is not the instructional leader but the educational leader who mobilizes the expertise, talent, and care of others” (p. 8). Lumpkin, Claxton, and Wilson (2014) contend that helping “each school fulfill its mission and energize and expand the professionalism and professional contributions of teachers, the expertise of all teachers, especially teacher leaders, is needed” (p. 59). Teachers directly impact student learning, and

Building relationships is not an easy task to accomplish, but it is certainly a much needed one. This is particularly true for educators and anyone working in the public service sector. I believe that we cannot truly help a student reach her or his ultimate potential without first knowing the story behind it all. This story, however, will not magically unfold itself. It takes time, patience and a great deal of dedication to build relationships. Dr. Patrick Camangian raises this point in his talk at Mills College. He stresses the importance of these relationships in helping students who have experienced trauma during their lifetime. Building relationships is one of the skills I pride myself in, but also have much to learn about.

Effective school leadership today must combine the traditional school leadership duties such as teacher evaluation, budgeting, scheduling, and facilities maintenance with a deep involvement with specific aspects of teaching and learning. Effective instructional leaders are intensely involved in curricular and instructional issues that directly affect student achievement (Cotton, 2003). The writer of this paper acknowledges that school principals should play the role of instructional leaders, not just a school manager. The reality is that are many demands on a principals time and management skills making it difficult for most of them to spend time in classrooms, when performing teacher evaluation. Principals often make sure that teachers