My Vision For Leading A School

Promoting student success is the founding principle of each of the Educational Leadership Constituencies Council Standards for Educational Leaders (2002). Influential educators combine their knowledge of leadership styles with personal experience in order to meet individual needs and encourage all students to achieve their potential.

We have to provide multiple opportunities for students to grow and learn. We need to be a culturally diverse school district that accepts everyone and encourages a pluralistic culture. We need to work together with our

I see students as the next generations’ heroes in so many fields. In my vision, I have to inspire students and prepare them with confidence, knowledge, experience and skills. Which means I encourage, communicate, guide, teach, and assess students in order to enrich their infrastructures.

As a teacher, I will work to fully provide opportunities for authentic learning, where every child feels valued, safe and included. My goal will be to find occasions every day to nurture independent learning, along with peer support that promotes a sense of personal growth and achievement. I recognize that every child has strengths and weaknesses, special talents, and specific needs, regardless of individual challenges. My objective will be to model appropriate behavior and show acceptance of everyone

In ADP 6-22 there is a section dedicated to building trust, trust may sound cliché or soft depending on who you are but by developing trust you are in turn developing mutual respect. It says that “it is important for leaders to promote a culture and climate of trust”(ADP 6-22 chapter 6-50)

Trust is the output of your behaviours and actions of you as a leader and it either builds or erodes over time. Ineffective leaders often don’t get this element of their personal accountability. Importantly, if you don’t build trust and mutual professional respect you cannot be an effective horizontal matrix leader. You must also assume good intent of your team and business partners rather than suspicion and derision so when something does happen (and it will) you are showing empathy in your own relationships by seeking to understand instead of becoming emotional and seeking to assign blame. This is something each of us need to make one of our personal management habits.

My ability to maintain an orderly environment enables students to be engaged in meaningful academic learning setting where high expectations will be met. My ability to provide constant feedback, redirect, and scaffold supports my high academic standards for all Houston ISD students. As an educator, one of my most vitals jobs is work to close the achievement gap. A key to this is setting high expectations for all students. My ability to assume responsibility for moving my students learning forward will ensure that high academic expectations for each student are met. I truly believe that my ability to motivate students, meet the needs of multiple learning styles, and manage a classroom that promotes academic success will support the high academic expectations for all Houston ISD

As a leader I envision my school as one where students and teachers come to a place they enjoy entering each day. All share the focus of the school, the belief that all students can become high achievers. Staff is centered on student achievement; no matter what academic level that all students face coming into the classroom. All staff will understand that all children are teachable, even those with learning issues.

Build human capital that will drive our school progress toward school goals by improving teacher and leader capacity.

Their vision statement is to prepare all students to meet the academic, creative, and social challenges and responsibilities of our society. Their mission statement is to provide the students with learning environments that are safe and conducive to learning, and to embrace school and community partnership. The core values and beliefs of the school is that every individual is entitled to an emotionally and physically safe and respectful learning environment. Schools that stimulate progress will produce students who will become great critical thinkers and problem

I want my school to be a place where everyone feels confident and safe when they enter the building. I have high expectations for all students, and I encourage my staff to challenge students academically. We need to prepare students with 21st- century skills and utilize the different tools in technology. We are a team, and family at

What is it that enables a trajectory-changing education? At Building Excellent Schools, the answer is rooted in sound and relentless execution on all the core fundamentals of running a school, i.e. the academic program, school culture, and operations. At Educate78, the answer is rooted in designing a school experience for students that is authentic to a particular community and also allows for deeper learning. As a lead petitioner in the process of founding a school – and a fellow of each of these organizations – I have been fortunate enough to observe and learn from both viewpoints. I have come to an understanding that both are true and not mutually exclusive. My goal is to soundly integrate the best aspects of both models

As an educational leader, I must have a vision and mission statement for the school that is known by the staff, students, and parents. The vision will address the needs of the students academically, emotionally, and socially. According to DuFour (1998), “ Those who seek to transform their school into a professional learning community as characterized by an environment fostering mutual cooperation, emotional support, personal growth, and a synergy of efforts.” The leader must implement a plan that will cultivate the success of all students. The mission will speak to the direction of the school community stating what the desire goals are. The building leader will lead by example. High expectations will be communicated and encourage by staff and students. The educational leader of a school must develop a culture of team work to create a climate that is student friendly. The vision mission and goals of the leader should be transparent. The establishment of common goals is the first step. Without common goals, sustainable progress will be impossible and thus everyone will have lower expectations. The students, parents, and staff should be commented to the goals of every child reaching their full academic potential. The school environment should speak to goal setting and high expectations for all students and staff.

Being the leader in an organization, one should have developed the trust of his/her employees, which is credible enough. True leaders build the trust of their subordinates considering the better of all employees while making decisions. They are accountable to any decisions they make. A leader does not gain that trust by abusing his powers, rather, when he uses his powers properly. He earns the trust by convincing the employees he knows where he is heading. He returns the favor of trust by trusting his followers. A leader showing confidence in his subordinates inspires their willingness to act and accept responsibility (Concelman & Phelps, 2014, pg.44).

In order for interpersonal trustworthiness to exist in organizations, a leader-follower relationship must first exist between the parties involved (Caldwell et al., 2010, p. 500). Once that leader-follower relationship is established, leaders have to earn trust. Leaders earn trust by their respective actions, morals and virtues. Trust is can also be based on past history. If something was done in the past which questions a leader’s values, morals or judgment, it would be unlikely that the leader would be trusted in the future. One of the most important parts of being an effective leader is building and maintaining trust. Trust can further be defined as a “multi-dimensional construct comprising different dimensions of the trustee’s attributes that the trustor evaluates” (Ingenhoff and Sommer, 2010, p. 341).