The ever-changing landscape of education and school accountability has given rise to a renewed focus on shared leadership. In the past, the principal was viewed as the primary decision maker within a school. However, Glickman (1989) points out that it is impossible for school principals to effectively complete all the necessary instructional and managerial tasks within schools. He contends that some teachers have more leadership abilities than the actual administrators and that “in successful schools, principals aren’t threatened by the wisdom of others, instead, they cherish it by distributing leadership” (Glickman, 1989, p. 8).
Currently, I am not an employee of any learning organization, school district or educational system. However, I am involved and Chair the School Advisory Council (SAC) of Greenland Pines Elementary. This opportunity granted me a unique opportunity to observe the management of two different principals with their individual leadership styles. Furthermore, I contrasted my business practices from my own company and military service to coincide with this case study. The purpose of this paper is a comprehensive written outlining the processes presented by the educational leadership at Greenland Pines Elementary. With this in mind, we need to understand the concept of educational leadership.
The researchers reviewed related educational peer-reviewed literature, as it pertained to their study. They reviewed literature topics related to transformational leadership, best practices of educational leadership, strategies for improved school culture, and leadership styles and its impact on teacher morale. The researchers identify in their review of the literature characteristics of “true” transformational leadership to include a leader’s ability to “lead by example and have the ability to articulate goals of the organization which
Palmer Lake Elementary School refers to a public elementary school located in Brooklyn Park. The school has 678 students with majority being Whites and non-Hispanics. The teachers; population is between 40 and 50 teachers: 6 speech teacher, two reading teacher, 3 gym physical, two music teachers, 28 for regular classes, one media. Accordingly, the ratio of students to teachers is approximately 15:1. Each class has varying number of students ranging from 19 to 28 students. Approximately 54 percent of the students are male and 46 percent are female. The percentage of students eligible for subsidized lunch is 65. This essay examines the leadership skills and styles of Dr. Tim Brown after an interview in his office. Dr. Tim is the principal of Palmer Lake Elementary School and plays the following roles. First, he shapes the vision of academic success and instructional competence for all students and teachers respectively. Second, he plays the role of creating a climate and environment that is hospitable for learning. Third, he cultivates leadership in other teachers. Fourth, he is answerable to external stakeholders such as parents and state education authorities concerning the school’s performances and use of resources. Effective educational leadership is a continuous process that involves self-examination, learning from others, collaboration and sustainable use of resources to accomplish the goals and
Number of studies have asserted that teaching experience of principal positively associates with his/her instructional leadership (Eberts & Stone, 1988; Glasman, 1984; Hallinger, 1983; Leithwood et al., 1990). Studies have identified personal values of principal to indirectly shape his/her attention to varying aspects of educational programs (Barth, 1980, 1990; Cuban, 1988; Glasman, 1984; Leithwood et al., 1990, 1992). “Research on effects of principal leadership on student learning draws its conceptual lineage more directly from research on school effectiveness and school improvement.” (Hallinger, Bickman and Davis,
This study seeks to examine a principal leadership style and its effects on teacher job
Educational leadership has changed and evolved through the years as a result of dramatic changes in the school culture, student demographics, environment, science, technology, and economy. Given the complexity and unpredictability of the demanding challenges to educate all children, prospective school leaders may find it desirable to define their own beliefs about instructional supervision and evaluation as they prepare for the rigor of school leadership practice. While enacting supervision, a supervisor is guided by certain values, assumptions, beliefs, and opinions that support the purpose and process of supervision (Sergiovanni & Starratt, 2006). This can be described as the supervisor’s
Principals are under increased pressure to create systemic change within their school. Providing leadership coaching will give principals the tools they need while on the job and can improve their interactions throughout their workday. The purpose of coaching is to move from one place to another (Reiss, 2007, p. 54). The coaching model in the executive world has various models which supports the concept of helping leaders reach their next level with improved thinking skills or clarifying purposeful action to achieve challenging goals. Coaching develops leaders or gives leaders an additional edge (Allison-Napolitano, 2013). The coaching process is successful in helping individuals and organizations through change (Reiss, 2007, p. 56).
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
Numerous people in today’s society believe that a principal’s only occupation is to “be in charge" of the school where he/she is employed. In reality, the principal of a school is considered to be the “leader of the pack”. “Leadership, as moral action, is a struggle to do the right thing according to a sense of values and what it means to be a human being” (Sergiovanni, T.J. 2005). The leadership that a principal provides should demonstrate that he/she cares about the staff/students, that he/she learns daily from their accomplishments/failures, that he/she is willing to take risks that could lead to school improvement, and that he/she is a trustworthy person. Based on past experiences, the previous discussion, and the review of literature,
Leadership is often times confused with management, but they are in fact two separate and equally important aspects of successful organizations (Kotter, 2001). Leadership applies “power to influence the thoughts and actions of other people” (Zaleznik, 1992, p.2), while management is more concerned with handling problems as they arise (Kotter, 2001). Kotter (2001) and Zaleznik (1992) both discuss how leaders may be developed in different settings. The school district I work in practices growing leaders. Employees are identified for their leadership qualities and then the school district assists them with acquiring their administration degrees. Finally, they are transitioned from the classroom to administrative positions within the district
Completing the main project for this course has been an interesting exercise forcing me to challenge some of my long-held beliefs of both my personality and management style. Each survey I took revealed some interesting aspects of educational leadership that I will apply when given the opportunity as an educational administrator. This section of the paper will summarize the key findings for each of the aforementioned surveys.
This influential work on “A Vivid Illustration of Leadership: Principals” Actions Propel Struggling Schools Turnaround work grew out of an urgent need to transform a high poverty high school. The author of this research discovered a framework between leadership, classroom teacher and learning. And so, this article discloses research that indicates the effectiveness of leadership and the kind of leadership needed to improve student achievement. Therefore, a leader must be a visionary and move with urgency to transform the learning environment. The purpose of this study was to explain the impact of effective leadership on school reform and to show how effective leadership methods are used to improve a high poverty high school. Because the leader
Marzano, McNulty and Waters propose five steps for a plan of effective school leadership. The first step is developing a leadership team with purpose. The definition used for a purposeful community is one with the collective efficacy and capability to develop and use assets to accomplish goals that mater to all community members through agreed-upon process (Marzano, et. al, 2005). The second step is distributing some responsibilities throughout the leadership team. The third step is to select the right work. The fourth step is to identify the order of magnitude implied by the selected work. The last step is to match the management style to the order of magnitude of the change initiative. The last step incorporates whether this is first or second order change.
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