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
I have learned throughout my career in the Navy and my master’s program at Old Dominion University, leaders come in all shapes and sizes. Leadership is a trait some individuals are born with and yet it is a skill one can learn, polish, and continually improve upon. No matter the case, in order for one to become a well balanced instructional leader, one must have a central focus of learning rather than teaching, know how to balance being a supervisor and evaluator, and finally, they must encourage
and increase the likelihood of becoming servants themselves (Spears & Lawrence, 2004). Studies have shown a relationship between implementing principles of servant leadership and positive organizational climate (Ehrhart, 2004; Hunt, 2002; McCowan, 2004). In Good to Great, Jim Collins (2001) describes the highest level of leadership as a Level 5 leader, who is a servant leader. Collins also contends the companies that evolved from good to great had Level 5 leaders and that the transformational power
A. Principal’s View of Instructional Leader Role 1. The role of instructional leader at Napavine Jr. Sr. High School is one of shared respect. The administrators’ role is that of manager. He oversees the operation of the building, the curriculum selection, staff’s adherence to state and federal mandates, student behavior and staff behavior. The principal expects teachers to teach the curricula selected by teachers and to adhere to the general attendance and behavior expectations set forth by our
JUSCo district leadership felt were critical to ask in the pursuit of excellence. Answers to how we are going ensure all student achieve high standards follow each critical question in the areas of curriculum, instruction, and assessment, but were constructed collaboratively with JUSCo building level leaders, coaches, teachers, students, parents, and community members. The specific roles of the superintendent and assistant superintendent in this program are those of instructional leaders, communicators
achievement being the priority in education, this era of accountability and high stakes testing puts a great deal of pressure on an educational leader. Therefore, learning about data driven decision-making (3D) added another valuable tool to my leadership repertoire. Because students need to be prepared for working in the 21st century, incorporating technology into the classroom as well as using it for data purposes is a must. As I strive to close the learning gaps for students, discussing and
America, effective practices of reading instruction are being discussed. Calkins (2012) suggests that over 85% of students being tested on grade level literacy standards are non-proficient. Research suggests that students, who are unable to read proficiently by third grade, are not predicted to ever learn to read or have successful lives when they reach adulthood (Martinez, 2008). For these reasons, it is important that districts implement literacy models and instructional reforms that have been well
Parent participation and attitudes toward the school and parent support of the program are necessary for success. The educational process for all students is extremely important to us. We guard instructional time and the instructional environment. Our goals are: 1. To achieve the mastery of reading, writing, grammar, and mathematics in an organized, disciplined, and systematic teaching environment 2. To provide an environment for learning that stresses self-discipline, order, respect for authority
Effective Practices for Evaluating Instructional Materials and Strategies Effective Practices for Evaluating Instructional Materials and Strategies by Sharita Baker Andrea Daniels Gina McNally Instructional Leadership: Theory and Practice EDU 615 Submitted To: Henry Raines Graduate Studies in Education School of Education and Social Services Saint Leo University Saint Leo University November 12, 2011 Abstract Instructional Leadership: Theory and Practice EDU 615 Gina
of their students. As communities and schools continue to grow in diversity, teachers are searching for effective educational programs to accommodate the various learning styles of each student while promoting acceptance of cultural differences throughout the classroom. It no longer suffices to plan educational experiences only for middle-or upper class white learners and then expect students of other social classes and cultures to change perspectives on motivation and competition, learning styles