Kit Mantz Interview Paper

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.

This interview was conducted with Wes Jensen the current principal of Mountain View Middle School. He has been the principal at his current school for two years, and was vice principal of the Blackfoot High School for two years. Before he became an administrator he was a classroom teacher for seven years, giving him 11 years of experience in education. The school has a very diverse population comprised of many different ethnicities including Native American, Hispanic, and Caucasian. The economic situations range from wealthy to highly impoverished. As the principal of this school he is a very professional man who holds high expectations for his staff.

The findings of this study provided information to stakeholders in educational settings such as administrators, boards of education, and teachers with knowledge on the dimensions of teachers’ perceptions of their principal’s leadership styles to strengthen weak aspects of educational leadership. It uncovered information linked to reducing high teacher turnover leading to increased job satisfaction and raising student performance levels.

Strategically align individual performance and development planning: Through personal learning and development all staff should fully understand their role and have the opportunity to contribute to strategic delivery. This will be achieved through the alignment of individual performance objectives with College/School/Research Institute/Service plans. We will provide staff with an enabling environment to realise their full potential and career aspirations through effective talent management and succession planning.

The effective district-level leader promotes the success of learning for all students through a shared collaboration, articulation, and implementation with stakeholders on the vision and mission of the school district. The use of data is collected and assessed as a continual toward school improvement.

Each year the school’s mission and goals needs to revisit and a plan of action needs to be executed in order to effectively manage and improve educational programs. When asked about new teachers and veteran teachers, the principal expressed that she is very supportive of mentoring new and veteran teachers. I think each new

The 21st century has brought about many changes to our daily lives as educators. One of the largest and often contentious issues in 21st century education is how we determine the quality of professional growth. The use of professional will be used throughout the entire article, but relevant and thought-provoking is a better suited substitute in this situation. Every regional service center has workshops and trainings developed for professional development. School districts and principals cram teachers lives with seminars, webinars and conferences believing that this type of professional development is often the best option in creating quality teachers, then are

The employing organization has to identify needed competencies and for building the future workforce through strategic recruitment, training, development, and retention techniques by:

The completion of the Teacher Leadership Academy (TLA) practicum experience has left me with a great sense of pride and hopefulness. I feel very prideful that I have accomplished several commitments that align with the commitments of our school: respect, genuine relationships, and growth mindset. I am hopeful and committed to continually pushing myself to be a leader in our school through actions and words. The practicum hours I completed provided me with great resources, but also held me accountable for providing useful resources to the rest of our staff at Oakes Public School.

The need for professional growth is constant in the Education field because teachers cannot live a lifetime on a specific set of knowledge, skills, and competencies with the open pressure and progress of knowledge that is available in this current day and age. This requires the teacher to keep informed at a level of renewed information, skills, and modern trends in teaching methods and techniques. Thus, education for teacher growth is an ongoing and continuous process. To be a teacher is to be a seeker of knowledge throughout one’s lifetime in the aspects of permanent learning and development and in technology revolution; not a teacher who is limited in knowledge and skills acquired in the institutions of the setup.

Those who learn to be instructional leaders acquire many characteristics that are beneficial to their schools and communities. The writer concurs that Instructional leaders exhibit a clear sense of direction for their schools and prioritize and focus attention on the things that really

When I think about teachers that I have had in the past, several different ones come to my mind. Each of these educators stands out in my mind for a variety of diverse reasons. Whether it is their sense of humor, their tactfulness, their love of the subject matter, their fanatical and sporadic behavior, or their yearning to be childish themselves, I can still remember at least one quality of every teacher I have ever encountered. Every one of these teachers conveyed subject material to their students just as they were educated and employed to do. However, I trust that every professional in the world has an abundance of opportunity for improvement; teachers could discover and improve themselves merely by having

(1). critically evaluate the role and importance of human resource management in operational and strategic contexts.

The chapters in the book do not relate to the articles. Chapter three explains the importance of identifying strategic positions in organizations and making sure there is top talent in them. Chapter four explains Human Resource (HR) professionals and line managers are responsible for developing talent throughout an organization. Thus, line managers and HR professionals should be held accountable for the development of a successful workforce. In order to be successful, these leaders must have talent inventories and action plans helping them put strategic talent into strategic

Talent management is done to ensure that all the fields in the organization have their workforce to ensure their smooth operation. The organizations are able to identify key positions and ensure that they are never void (Berger, 2004). This will result to continuity of its operations at all times. High performance is therefore maintained.