Daniel L. Duke's The Challenges Of School District Leadership

The induction period reduces some of the stress that people encounter when starting a new job and as such it is an effective way to welcome new members of staff to your organisation. It introduces new members of staff to the existing staff, as well as being a time for existing staff to meet their new colleagues. It is also a time when you can identify the strengths of each new staff member, and the priorities for their future development.

Achieving a school district’s mission and vision requires the commitment of its stakeholders. In order to involve them in the process, it is necessary for educational leaders to “motivate staff, parents, students, board and community members” (Educational Leadership Constituencies Council, 2002, p. 4). The transformational leadership theory emphasizes the importance of educational leaders acting as role-models in order to motivate and inspire the school community. This approach has the potential to involve all stakeholders, leading to increased student success (Bush, 2007). The Assistant Director of Special Education in Northwest ISD directly supervised the school district’s assessment staff. Her education, experience, and passion set an example for her subordinates, stimulating them to achieve more, leading to her promotion to Executive Director of Student Services.

Simple arithmetic is not an easy task. Just like some students have difficulties with basic mathematics skills, so does the Superintendent. This is not to say that the Superintendent cannot do basic math. What this is really comparing is the challenging undertaking involved in counting four out of seven votes in favor of the Superintendent 's recommendations. Swaying back and forth for Board votes is timely and very hard to accomplish, but it is an essential part of the job. Sharp and Walter (2004) explain board members have no authority as individuals. However, together or as a majority they can be extremely powerful in making policy. Longer tenures and more efficient working

Induction process is very valuable and of great importance for any early year practitioner, individual or organization. In my opinion this is an ongoing process starting from the advertisement.

Through the review process of induction it is discussed with myself and the individual, what previous qualifications they have and, work or life experiences they have which can assist in their knowledge, which method they found easier to learn from, what areas they have found straightforward and difficult from there. Dependent upon their qualifications and experience we look upon what the inductee could input onto the care of the individuals we support and what could be done differently. The inductee

Prior to coming to Hoke County, Dr. Williamson had already served in a plethora of diverse roles in his educational career (e.g., teacher, assistant principal, vocational-educational director, principal, director of secondary and middle school education, director of personnel, associate superintendent, and a boys and girls basketball coach), therefore becoming a superintendent was inevitable; the school board knew he could advance the Hoke County’s School System, however the “key” was: he was a willing vessel.

Through induction, each single member of staff learns and understand about the roles and position of the other colleagues. New colleagues can learn from the other team members who are more experienced. I encourage sharing of knowledge and skills by coaching, mentoring and helping less experienced colleagues, so they can become confident and fully capable to handle their practices better.

My interest in pursuing a position as a school administrator for an elementary school system is to provide leadership for staff members and quality education for all students, and to become part of the world of education. The Benjamin Franklin School located in the Dallas School District serves as a growing population of approximately 1,070 students. The school offers a well-defined educational system for the students, and it has an overall student-to-teacher ratio of 17:1. In addition to the statewide curriculum standards, the school offers special education programs and classes for the gifted and talented. As a result of the school district rankings in the student’s performance, Benjamin Franklin School has become the worst in the

Induction training is training given to new employees. The purpose of the induction training (which may be a few hours or a few days) is to help a new employee settle down quickly into the job by becoming familiar with the people, the surroundings, the job and the business. It is important to give a new employee a good impression on the first day of work. However, the induction programme should not end there. It is also important to have a systematic induction programme, spread out over several days, to cover all the aspects in the shortest effective time. The advantages of induction training are that they are cost-effective and to have the opportunity to learn whilst doing training alongside real colleagues. The disadvantages of induction

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

To provide all learners with the leadership and knowledge of today. To prepare learners for the rigors of life, today, tomorrow, and the future.

According to the author in the introduction of the book, this work was basically intended to serve as a guide for developing moral leadership in schools geared toward superintendents, supervisors, principals, and any other persons at the upper levels of school management. The author's design was to provoke thoughts and raise questions in the minds of these people to help them analyze the leadership processes in their schools and help them make adjustments to the leadership process that will in the end reduce the need for "direct" leadership in favor of "moral" leadership. He

Induction training is the process by which individuals are introduced to a company or organisation and familiarised with the relevant policies, procedures, and goals which should provide the individual with a clear understanding of the organisations culture and expected behaviours. Induction training can be both formal such as a documented company process, and informal for example a line manager or colleague providing advice or opinions on customers or suppliers. The aim of induction training is to help an individual to settle down quickly in a new company or job role and can last from a few hours to weeks depending on the organisation.

The concept and practice of teacher leadership have gained momentum in the past two decades. Teachers are assuming more leadership functions at both instructional and organizational levels of practice. Empirical literature reveals effects of teacher leadership practice, teacher leader characteristics, and conditions that promote and challenge teacher leadership.

According to the Human Resource Development policy of Kenya (2015), induction is defined as a process of receiving and orientating/ familiarizing a new employee to an organization’s work procedures and environment (HRD, 2015). In teaching industry, Ajowi et al., (2011) defined induction as a fundamental process of settling newly appointed teachers into a new work environment. It is intended to effectively introduce newly appointed teachers to the work procedures, rules and regulations, as well as assist them to adapt quickly to teaching.