Leadership Structures For High Schools

1 LEADERSHIP STRUCTURES THAT SUPPORT Chapter III RESEARCH METHODOLOGY Case study research is the in-depth study of instances of a phenomenon in its natural context and from the perspective of the participants involved in the phenomenon. (Gall, Gall, & Borg, 2003, p. 436) This qualitative case study analysis was searching for themes that emerged from leadership structures that support a collaborative culture of Professional Learning Communities (PLCs) in a large high school in order to inform

Student leadership training should include involving teens in youth leadership clubs. Do your teens have plenty of leadership potential, but not an avenue in which to develop it? Youth leadership clubs provide high school students with a structure in which they can practice and nurture their high school leadership skills. Untapped Potential Sarah is your typical teenager. She goes to school, is on the volleyball team, and is considering running for an office in student government. Recently, her

Distributed Leadership Clearly, administrators and teachers must work as a team for substantive changes in teaching and learning to occur. One theoretical construct that supports the sharing of leadership constructs among all school stakeholders is the idea of distributed leadership (Spillane, 2006). Spillane, Halverson, and Diamond (2001) in their research funded by the National Science Foundation to determine the leadership characteristics of high-performing schools, discovered that the most

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

he surmised that schools were complex in the rituals surrounding personal relationships as well as the moral codes that were shared by the school members themselves (Waller, 1932). According to Barth (2002), a school’s culture is deeply ingrained in the heart of an organization and is exhibited through a pattern of norms, attitudes, beliefs, values, traditions and myths. Barth also agrees with research that implies a school’s culture is transferred over time to newcomers and that a school’s culture

years or more there has been a greater shift of emphasis of attention by educational scholars to the role of leadership in schools. This has included examining what is meant by leadership as well as how the influence or power that comes from leadership is used, shared and devolved. I am interested in examining leadership teams that share leadership. I have been involved with leadership for most of my teaching career but only at the senior level in about the last six years and I was recently involved

individual, collectively known as collaborative individualism (Limerick, Cunnington & Crowther, 2002). This change has come about to deconstruct the traditional hierarchical leadership models, and highlights the requirement for individuals to work collaboratively towards a common vision, without the need for hierarchical structure and bureaucratic rules (Limerick, Cunnington & Crowther, 2002). As such, researchers have observed the changes with modern organisations utilising this ideology, and noted

Important Aspects of a Good School Leader Ronald Regan once said, “The greatest leader is not necessarily the one who does the greatest things. He is the one that gets the people to do the greatest things.” The word “leadership” can evoke a variety of mental images; the president of a nation, an army general, a CEO, school principal, or the captain of the football team. Leadership is about direction and influence (Leithwood). Chemers states that, “Leadership is the process of social influence

Transformational leadership style is an important factor to increase engagement amongst employees with specific impact on employee attitudes and behavioral outcomes. Raja (2012) found that transformational leadership has an influence on higher levels of employee engagement in the workplace with its multiple attributes such as, idealized influence, inspirational motivation, individual consideration, and

Transformational Leadership the structure of an organization affects leadership within the public sector. The article tries to analyse the characteristics of the public sector with regard to the obstacles it represents towards leadership that is transformational. This way it is easier to see through the effectiveness and the performance within the municipal institutions. Comparison of Literature Review This first article analyzes the effects that organizational structure has on leadership