The Role Of A Superintendent Within A School District

Explain the strategic purpose of: School Governors, Senior Management Team, other statutory role e.g. Senco, Teachers and Support staff roles.

Achieving a school district’s mission and vision requires the commitment of its stakeholders. In order to involve them in the process, it is necessary for educational leaders to “motivate staff, parents, students, board and community members” (Educational Leadership Constituencies Council, 2002, p. 4). The transformational leadership theory emphasizes the importance of educational leaders acting as role-models in order to motivate and inspire the school community. This approach has the potential to involve all stakeholders, leading to increased student success (Bush, 2007). The Assistant Director of Special Education in Northwest ISD directly supervised the school district’s assessment staff. Her education, experience, and passion set an example for her subordinates, stimulating them to achieve more, leading to her promotion to Executive Director of Student Services.

2.1 – explain the strategic purpose of a) school governors, b) senior management team, c) other statutory roles e.g. SENCO, d) teachers and e) support staff roles.

Simple arithmetic is not an easy task. Just like some students have difficulties with basic mathematics skills, so does the Superintendent. This is not to say that the Superintendent cannot do basic math. What this is really comparing is the challenging undertaking involved in counting four out of seven votes in favor of the Superintendent 's recommendations. Swaying back and forth for Board votes is timely and very hard to accomplish, but it is an essential part of the job. Sharp and Walter (2004) explain board members have no authority as individuals. However, together or as a majority they can be extremely powerful in making policy. Longer tenures and more efficient working

Effective reflection helps the practitioner to see the situation from an outsider's perspective, so that they can develop a better way to respond to a similar scenario in the future. Reflection is meant to achieve a change in practice, rather than simply repeating the same mistakes (Schon, 1983). Many different models exist for structuring the reflective process. Regardless of the framework used, the reflection models are meant to accomplish three things. They are supposed to promote reflecting on events, self-evaluation and analysis, and a plan to change actions in the future. This Reflective essay will utilize Driscoll's 'The What?' model as its structure (Driscoll, 1994). This model has three components"

In corporate America, the expectation for a CEO is to increase profits and to project a positive public image for the corporation. The role of the 21st century public school Superintendent often mirrors that of a corporate CEO. The superintendent is responsible for a multi-million-dollar budget, the management of a large employee pool, and the expectations for high stakes profits are in the form of standardized assessment scores. Just as the CEO is expected to produce an increase in profits, the school Superintendent is accountable for, and is expected to produce, a yearly increase in test scores.

After they whittle down the unexpectedly large field of applicants for superintendent of schools, the Pickens County Board of Education will interview the first round of candidates April 6th-8th.

For this reflective piece I am going to write about a situation I encountered whilst on my community placement with the district nurse. To write the essay I will be following "Johns model of structured reflection" as a basis to structure my reflection around.

My interest in pursuing a position as a school administrator for an elementary school system is to provide leadership for staff members and quality education for all students, and to become part of the world of education. The Benjamin Franklin School located in the Dallas School District serves as a growing population of approximately 1,070 students. The school offers a well-defined educational system for the students, and it has an overall student-to-teacher ratio of 17:1. In addition to the statewide curriculum standards, the school offers special education programs and classes for the gifted and talented. As a result of the school district rankings in the student’s performance, Benjamin Franklin School has become the worst in the

Since its development in 1994 the standards of Educational Leadership have pursued promoting an understanding on what is expected from the educational administration field.1 The goal of this paper is to present a personal appraisal of a connection between the ELCC standards and my own experiences in district leadership and a reflection on my professional practice of the standards. It is implicit that an educational leader should promote the success of every student by advocating and effectively implementing the 6 standards of Educational Leadership. 2

An experienced school administrator, Philip Hickman holds a doctor of education with a concentration in educational leadership and an educational specialist degree in administration and superintendency from Saint Louis University in Missouri. He also earned a master certification of educational administration from Southern Illinois University in Edwardsville and a master of education, a bachelor of arts in psychology, and an educational specialist degree in school psychology at the University of Missouri in Columbia. Over the course of his career, Philip Hickman has also attended multiple postgraduate educational programs such as the Mississippi Superintendent Academy and the

Reflection, criticism and self-evaluation in paramedic practice is paramount for educational and personal growth. This essay will be conducted using the Gibbs’ model of reflection (1988) reflecting on the description of the case, my feelings, evaluation, analysis, conclusion and an action plan surrounding a case in which I was personally involved.

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).

As an experienced educator, the candidate is proficient in all professional dispositions, however, there is always room for improvement. The candidate believes in life-long learning, and is open to enhancing her comprehension of all dispositions. An area the candidate is eager to improve is ongoing reflections. Recently, the candidate has had the opportunity to reflect more with the implementation of a school-wide literacy plan within her organization. Teachers are required to submit samples of student writing along with a teacher reflection on the success of the assignment.

The role of the principal is multi-faceted. The techno century’s principalship in its epitomized role is about ensuring the relevance of aims, content, practices, and outcomes of formal education to digital generation. In accepting this coveted role, individual and organisational capability will be imperative, as will the development of individuals and communities to create and ‘walk’ the new paradigms. Modern school leadership also includes networking. School leaders will have to work