The School Required A New Administrative Staff That Had A Proven Track Record Of Effective Leadership Essay

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.

According to former Indiana state superintendent of schools Dr. Suellen Reed, “We know from our research that there’s no turnaround school without a turnaround principal” (as cited in Gammil, 2007, para. 2), further supporting the fact that “school leaders have an essential role in cultivating a positive school culture in public schools” (Peterson and Deal, 2002, p.30). However, it is imperative to improve our understanding as to how principal leadership impacts the school culture in high poverty schools to ensure that all children receive a quality education, regardless of zip code, in an environment conducive to learning. The six measured factors are as follows:

The fact remains that schools have a responsibility to uphold a stable and conducive learning environment for its student. This includes cleansing the school’s

Kowalski (2011) expressed the view that “organizational development, including school improvement, requires change” (p. 15). From the time Dr. Angela Murphy-Osborne (Dr. O) introduced herself to our Palmetto Family, as she called us, she brought this change. This change that I speak of is positivity. She spoke positive words and wished great accomplishments for us. Furthermore sharing her honest feelings about coming to PES. She explained that she did not want to come, but everything happens for a reason. Although she was hesitant about the decision, she still continued to be positive.

We the students of Anaheim High School, find it inevitable to join together in order to create a better school environment, which would dissolve the ineffective ways of discipline and create a more comfortable learning environment for the students. The ineffective ways of correcting bad behavior being employed by the Anaheim Union High School District, and the administrative, teacher and staff bodies of this school. With all due respect, we would like to bring into light the issues with our discipline system and put forth our opinions on the matter.

“The transformation model requires replacement of the school principal, strengthening of staffing, implementation of a research-based instructional program and new

The purpose of this report is to propose change within an organization and evaluate 1) Knowledge, 2) Skills, and 3) Dispositions as they apply to the change process. This report is structured in a fashion to allow a school to reflect on how it provides teaching and learning

I teach in the Westside Consolidated Number Five School District in Jonesboro, Arkansas. The school district is a consolidation of three small rural town school districts Bono, Egypt, and Cash, Arkansas in 1968. I met with my mentor Mr. Scott Gaunt the school district superintendent on January 18, 2017 between meetings with district leaders and countywide superintendents. We met and discussed the community relations plan and identified the two most important issues for our district as identified in the poll by the Phi Delta Kappan and the Gallop poll. The issues were the lack of financial support for the school district to provide an adequate education for students and the testing and regulations imposed on school districts that lower educational time for students while in school.

The staff can collaboratively develop expectations for behavior in the common areas of the building … restrooms, hallways, lunch room, library … which will eliminate disagreements and will reduce student anxiety. The school administrator could also promote a school climate that supports positive behavior by implementing some of the ideas from the Ryan article, such as bullying prevention and intervention, character education, and creating a caring school community (p. 137). While these ideas will not eradicate all discipline issues, they will contribute to a more peaceful learning environment for students and

Because of the principal’s silence, Mr. Jones did not demonstrate a balance on his task of managing the day to day to ensure the efficiency of the operations of the school. Also, he did not achieve the task of enabling or removing obstacles that the learning community encounters to continue the learning process. Even yet, when he decided to inform his faculty he should have act as the leader that he was supposed to be. He was not a successful leader, but just a manager when he did not motivate or create synergy between them. As a team, brainstorm ideas on how to challenge the school consolidation, could have been achieved.

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).

In terms of becoming a mediator and consensus builder the authors detailed the need for principals to possess relational leadership skills in order to be able to both facilitate groups and coach others on staff in the ability to facilitate their own groups, and stressed that the key to this is the ability to effectively participate in conflict resolution (Donaldson, Marnik, Mackenzie, & Ackerman, 2009). The authors suggested that conflict is part and parcel of school reform and that in addition to being able to deal effectively with conflict the successful principal needs to develop the ability for bringing about consensus within the group, noting that interpersonal and intrapersonal skills were as much or more important than knowledge (Donaldson, Marnik, Mackenzie, & Ackerman, 2009).

Marzano, McNulty and Waters propose five steps for a plan of effective school leadership. The first step is developing a leadership team with purpose. The definition used for a purposeful community is one with the collective efficacy and capability to develop and use assets to accomplish goals that mater to all community members through agreed-upon process (Marzano, et. al, 2005). The second step is distributing some responsibilities throughout the leadership team. The third step is to select the right work. The fourth step is to identify the order of magnitude implied by the selected work. The last step is to match the management style to the order of magnitude of the change initiative. The last step incorporates whether this is first or second order change.

As City manager, my job is to lead and supervise a staff of 30 to match my current vision for our organization going forward. During the hiring process I was informed that the city has a good financial reputation, however, it has fallen on some hard times and its reputation has the possibility of slipping if something is not done to alleviate this possibility. Upon agreeing to accept this position I understood the importance in paying attention to detail and taking the time to assess the strengths and weaknesses of the organization so that we can enhance capabilities and mitigate weaknesses. The members that hired me were made up of a search committee who may not have first-hand knowledge of the actual tasks required to do the job successfully. As the new leader of a small staff it is critical to first figure out the processes and structures required to accomplish the goals of the organization. A lack of information often requires leaders to be flexible, resourceful, and innovative during the first three to six months on new jobs. I intend on working closely with the city council to further help drive our priorities as we continue to uplift the community. However, I will be very realistic about what we can in fact accomplish within a six-month time frame. Identifying key priorities will be the first step. I will take ample time to understand the key problems and board member’s goals. Once I have gathered enough information, I will have a better understanding of the most

This is the most difficult step for schools, however, when working together, with urgency and a mindset to improve, total transformation will occur.