My First Supervision Experience At Rural Retreat High School Essay

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).

In this chapter, Fullan begins by maintaining that principals who are effective lead learners are necessarily also good managers, because they understand that having clear routines is essential for school improvement.” (57) He quotes from Viviane Robinson’s Student-Centered Leadership to both underscore the previous point and emphasize that successful principals take an active learning stance: “The principal who makes the biggest impact on learning is the one who attends to other matters as well, but, most important, ‘participates as a learner’ with teachers in helping move the school forward.” (58) Fullan also borrows from Helen Timperley’s work in responding to the question, Who is in a principal’s class? The principal’s class consists of “team leaders who in turn can leverage the learning of other teachers in their group”

Yes, we are required to supervise by law; but, it is more important that school personnel value the benefits of a safe, well supervised school. Helping my staff to understand and believe this basic premise is the key to successful implementation of a supervision philosophy. Teachers are professionals. As such they should be involved in the design and implementation of a supervision plan. The role of the administrative staff is to guide and support them. Although the principal is the leader of the team, it is important that school staff see him as a leader who needs and values his staff. Working together, a principal and staff can provide appropriate supervision for a safe and productive educational experience for

The following information was gathered during a discussion with Dr. Clayton Mork from the Crescent School District. He shared his personal view of the role of an instructional leader. Also his view of how instructional leadership practices relate to student achievement. Dr. Mork shared two instructional leadership actions and outcomes he implemented at Crescent School District related to student achievement. Dr. Mork also explained his philosophy of curriculum development regarding involvement of teaching staff.

This October 2017, practicum observation at Sharpsville Elementary consisted of a third grade Math Assessment interview and observation. The third grade teacher works on formative and summative assessment in the math class. The teacher uses different ways to assess students in the classroom. In most cases, whether the child is above level or at the level where the child should be she has many options and strategies on how to solve mathematical problems as a whole-group or individually. This reflection will discuss the formative assessment, summative assessment, how students respond to the instruction, and a student interview observation..

As principal of TWH, I feel it is vital to keep the urgency focused on academics. It is my belief that if we set students up for challenging and engaging classroom instruction, discipline issues will start to lessen. However, my teachers will feel supported and respected, and that will be communicated regularly to our students and school community. “…leaders treat others fairly, equitably, and with dignity and respect—and they establish the expectation that others in the school community act in a similar manner” (Murphy, 2006).

Teacher leaders and administrators play a vital role in the overall organizational structure of a school. As discussed in Educational Leadership, there are ten roles that teacher leaders tend to gravitate towards. The roles of teacher leaders vary according to duties and responsibilities placed on the teacher leader, they include the following: resource provider, instructional specialist, curriculum specialist, classroom supporter, learning facilitator, mentor, school leader, data coach, catalyst for change, and learner (Harrison & Killion, 2007, pg. 74-77). As a teacher leadership at Lake Oconee Academy, I personally see my duties and responsibilities covering several of these roles. Since the beginning of my employment at Lake Oconee

This is very different from what supervision has been in the past. I plan to use this approach to help me to develop a successful school atmosphere, where teachers and administrators collaborate and reflect in order to best meet the needs of students. This will guide the professional development and staff meetings at my school. It will also guide how I evaluate and communicate with teachers. I believe this approach is very balances and can help make a school equally

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

Over the course of years, the role of the supervisor has been redefined many times. Various research, studies and articles address the importance of a supervisor and how the importance is valued or defined. Modern supervision is expected to assist and assess the teachers and mold them to become independent, successful educators. My personal experience, my administration has taken that role and my supervisor reviews curriculum. Overall, a supervisor is there to provide the support necessary for the teacher and the success of instruction in the class. In any scenario, the supervisor is expected to direct and ensure that the teacher is continuously learning. They should also be involved in a collaborative relationship with the educator so that communication is open and growing. This should be where the supervisor validates the progress and identifies

The Michigan Council for Educator Effectiveness (MCEE) recommended administrator (Principal) evaluation instrument and the Marzano Principal Evaluation Instrument have several similarities. Principally, they both seek to ascertain the competence of instructors to ensure excellent performance among learners. In addition, they both have one of their key objectives that an evaluation of principals on a strong foundation guided by current research. The instruments also seek to enhance education through strengthening teaching methods. In addition, both seek to support student with the best possible chance of success. They also aim to facilitate ongoing professional learning and personal development of current and future school principals within the evaluation model. The systems also employ a continuous improvement paradigm, where teachers learn from their experiences and mistakes in order to improve their subsequent practices and teaching methods. They favor positive reinforcement through ongoing data gathering efforts from the evaluators and issuance of feedback from the concerned administrators. Both MCEE and the Marzano Principal Evaluation Instrument integrated frameworks of teacher and leader evaluation instrument to meet student learning. Also, they focus on the importance of having fair, accurate, reliable, and feasible evaluation tools of school leaders. Apparently, the designers of both evaluation techniques see that

My passion for teaching will continue from a different perspective now. One gain from the supervision cycle is that I now place a higher value on listening and discussing with teachers. I often would ask myself if being a principal is what I want to be, but this great experience has confirmed for me that helping others and seeing them grow is my passion. Glickman, Gordon, and Gordon-Ross (2014) define the clinical supervision cycle as assistance for the enhancement of teaching and learning (Glickman et al., 2014, p. 9). The goal of clinical supervision is to foster teachers’ learning skills, improving instruction and student learning. Therefore, I do want teachers to feel I am there to support them in all aspects through the collaboration based on their individual needs. This experience makes me think that I will always be a teacher and I will always be a learner with teachers; the same way teachers work with students. I want them to be open with me so that together we can implement changes in the least restrictive way possible. I look forward to practicing the clinical supervision cycle with teachers the coming year. I have enjoyed and learned so much in this experience, but one thing stays in my heart is the fact that teachers aim for constructive feedback, this allows many positive opportunities. As I listened to Ms. Aguilar during the post conference, I realized that feedback provides a foundation for a positive teacher- supervisor relationship. By providing appropriate feedback, the teachers understand that the supervisor is genuinely concerned about their growth. This component also enhances a teachers’ self-efficacy and provides an avenue for motivation. The ultimate goal of supervision is for teachers to improve their knowledge and skills in order to make schools a more efficient and effective learning community for all

According to the authors of this article (Donaldson, Marnik, Mackenzie, & Ackerman, 2009), principals need to concentrate on the development of skills and behaviors in order to be successful in motivating, leading, and changing the direction of a school. The successful principal understands that there exists a fine balance of caring for others and the need to accomplish specific tasks (Donaldson, Marnik, Mackenzie, & Ackerman, 2009).

“There is an unequivocal correlation between student achievement and teacher quality.” Direct supervision and evaluation of teachers should effectively address teacher quality, and thereby effect student learning and achievement. Bret Range, an associate professor of educational leadership at the University of Wyoming has written two papers and maintains a blog related to teacher supervision. His research indicates, “the key to teacher development lies within well-planned teacher supervisory activities.”

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