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Leadership challenges in education
Leadership challenges in education
Importance of leadership in education
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There are three essential components that resonate with me when establishing support for a vision of teaching and learning of a school that is consistent with the overall vision and goals of the district. The first is to establish data from all stakeholders and use the data to drive the process to the creation of the vision. This first step is crucial so that all stakeholders will feel included and avoid unanticipated circumstances when problem arrives. The more people involve in the process, this creates transparency as well as allow issues to be discovered early and find solution for them to be successful in implementing the district goals. Second, a leader needs to be able to articulate the vision to all stakeholders so that the vision is inclusive and encompass concrete ideas that can easily be accepted and supported. This step is crucial to build buy in to the vision and establish coherent focus with specific strategies to meet the vision of teaching and learning. The third is to develop mentor leaders that will help guide the process of implementing the vision and build the structural support to encompass change. Mentor leaders are essential to support the learning and teaching goals, as changes in administration will still allow for the vision to move forward and sustain over the long run.
My experience is that programs, which are being pushed top down often does not work because there is no buy in from all stakeholders. The lack of people involved often lead to issues such as jet pads integration without piloting cause a lot of confusion among teachers. My experience of transitioning through five administrators in a period of five years, the vision of learning and teaching has changed from one administration to t...
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...ness. With clearly defined goals, this would make it easier for administrators to articulate the vision to all stakeholders. Perhaps the most important component that moves school would be mentor leaders. This is to solicit collaboration in building knowledge, strategize in program implementation, and develop executable plans that are more prone to errors because the process is much more inclusive with teacher leaders that are respected by the school staff leading the charge in building the school culture and expectations. By having department chairs or instructional leaders in a school, this can help speed up communication to all staff and provide the sense that their opinions are heard and included in the district’s vision of learning and teaching. Having great instructional leaders would ensure the effectiveness of program implementation over the long run.
Ms. Hall has had many years of public education experience and higher education training in which to hone her leadership style and framework. She started her career as a teacher in the Kirkwood School District. She then served as an assistant elementary principal at both Ritenour and Pattonville School Districts before being selected to serve as the assistant superintendent of the Maplewood Richmond Heights School District in 2008. Throughout her career she continued to pursue her education as a means o...
Dr. Tanisha L. Heaston, principal of Treadwell Elementary talks to me about educational change. In my first meeting and interview with her, she displays many if not all the leadership benchmarks of a Change Master and Facilitator. Defined by McEwan (2003), a Change Master is a highly effective principal who is flexible and futuristic. A realistic leader who is able to both motivate and manage change in an organized, positive, and enduring fashion. As a Change Master, she uses a situational approach since every school community requires somewhat different skills. Dr. Heaston respects change resisters, procures resources for her school, and trusts her teams which aligns with ISLLC Standard Six.
The strength of the education in a community is directly responsible for how strong a community will be in the present and future, as does the efforts parents make in the learning processes of In a quote from Tom Peters, he states that “ leaders don’t create followers, they create more leaders.” Working as a lead administrator in a building can have some powerful challenges, but as with anything, the approach is what makes the difference. A good leader will take advantage of the tools around them, knowing that every building has individuals who offer their very own strengths. In focusing on the individual teacher strengths of each specific teacher, a rapport can be built, but most importantly, the outcome will be a stronger building because of the process of spreading the wealth.
Standard 1 of the Florida Principal Leadership Standards (2011) describe the priority of the school leader as, “effective school leaders demonstrate that the student learning is their top priority through leadership actions that build and support a learning organization focus on student success”. Our number one priority and focus is and always should be our students. They are the reason behind our professions. It is the faculty the ones who should be supported by the administrators. The leaders should celebrate their success, encourage them, support their assertive instructional decisions, and motivate them each day to create the right conditions for learning. The principals must plan to project growth the most accurate possible, employing all the help that they could get for this challenging task. Students should not be affected because qualified teachers are not available. Strategic schools use the resources at had to relocate, and alleviate the human resources problems.
Leading organizations of school administrators offer educators various opportunities to encourage educators to become leaders. No Child Left Behind Act of 2001 (NCLB) has mandated that leaders be better prepared for the task of providing quality education to all. NCLB “… is forcing all educational stakeholders to face the weakness of contemporary school leadership and is making it impossible to ignore the need for higher quality principals” (Hale & Moorman, 2003, p.1). It is believed that all educators can be and are leaders in their own right. A leader is a visionary and has the ability to inspire others to aspire to greatness. Of the numerous opportunities that are offered, those that are most beneficial include but are not limited to leadership training programs, professional development, and creating shared leadership opportunities for teachers to become leaders. The systems “…that produce our nation’s principals are complex and interrelated – and governed by the states. Each state establishes licensing, certification and re-certification” (Hale & Moorman, 2003, p.1). States use the ISLLC standards “…as the framework for preparation programs and in service professional development of school superintendents, principals, and other leaders” (Hale & Moorman, 2003, p.3).
What are you hoping teaching and learning looks like in your school and how do you communicate that vision? (Embodying Visionary Leadership) – There are many leaders in schools that often communicate a BIG PICTURE of what schools should look like, but can’t clearly communicate what it looks like for teachers and students. It is important to be able to discuss elements of learning that you are looking for in the classroom. Not only is important to hold this vision, but to help develop it with staff and be able to communicate it clearly. Many new educators walk into schools thinking that “quiet and order” are the expectations for classrooms, so even though they are doing some powerful work in their classrooms that looks quite messy, they are worried that it does not fit in with the vision of their boss. Due to this, many will often try to tailor their work to look like what they think the principal wants because they really don’t know what is expected. Having a vision is important but clearly communicating and developing that with staff is also
With the passage of NCLB, many school reform efforts have been initiated using top-down model in which each school leaders have been charged with initiating bold administrative changes to address the legislation. With the number of leadership theories and models, researchers have become interested in studying those to determine which might bring forth the most significant results for leading such change. Due to the lack of highly qualified administrators and the increasing demands for administrators, Bush, O’Brien & Spangler (2005) studied a program, the Southern Tier Leadership Academy, a collaborative of the New York Education Department. The study included three separate cohorts who completed an eight month program. Whereas, Somech (2005) chose to investigate directive and participative leadership approaches, and which would more significantly impact school effectiveness. Perhaps Somech’s reflect Scherer’s (2009, p.7) understandings as described in Educational Leadership, ‘broom-wielding leadership can indeed be beneficial’ as is putting advocates into positions of power and influence and building teams, both of which are seemingly contrasting opposites.
Creating a sense of urgency among those who need to implement the change is the first step discussed. Level Up sessions aligned with this step by allowing all members of the school to not only see a need for the change, but also feel how the change would directly benefit each person involved. All parties clearly saw a way to address their sense of urgency. Administration found the sessions an effective way to address the needs within the school, and supported the idea of not everyone needed all the sessions, the leadership team was able to address some the educational and instructional gaps of the faculty, and the faculty felt empowered to not only learn and share, the faculty found sessions to be a safe place to experience needs in a comfortable setting. While creating a sense of urgency, communication of buy-in steps four of Kotter’s (2002) eight step process accorded at the same
Thomas Sergiovanni (2015) describes three essential dimensions of leadership as “the heart, head, and hand of leadership.” The heart describes those characteristics within the school leader that reflect personal “beliefs, values, and dreams.” The head of leadership refers to the practice of teaching and educating. The hand of leadership reflects actions taken by school leaders with respect to management behaviors. (p. 5) Within these elements, there is room for personal choice in how leadership is practiced and it is incumbent on new principals to find an individual leadership style that responds to the uniqueness of each school.
In developing my own educational leadership model (MELM) I began with establishing what I believe the goal of education should be, since leaders by definition are leading people towards something. The goal of education is to effectively teach students the essential skills and knowledge they will need to establish a productive, positive, self-sufficient life where they can be active members of their communities. An effective leader, while working towards this goal will need to consider the present conditions and demands of the environment they are a part of. In the field of education, both internal and external factors are of crucial importance when developing a plan to lead for success. However, one must note the variables in education are different than those the business sector face, for example; student performance, ability and cultural differences; availability/condition of supplies and materials; goal; educator’s capability, views and attitudes; conditionality of economic support; openness/hostility of influencing communities; state or government performance mandates. A leader who knows where they (students, school, district, community) are now, can approach goals more clearly and develop more effective strategies to arrive at them.
Teachers and leaders work and communicate together to initiate changes that’s needed to build new ways of learning, sharing and accessing knowledge, then putting it to work in the lives of all students. At my school we have learned education, science, technology and hardworking devoted staff members are the key to preparing our students for a great global education and future.
The role of teacher leader has been defined as “teachers who aspire to stretch beyond their classrooms to engage in leadership roles that take many shapes and forms, both “informal and formal”. (ECS, 2010). Teacher leadership has also been described as “the process by which teachers, individually and collectively, influence their colleagues, principals, and other members of the school community to improve learning practices with the aim of increased student learning and achievement.” (ECS, 2010). In years past, a majority of teacher leadership roles took the form of department chair, committee chair, grade level chair, etc. It was more of a representative role versus a leadership role. Their responsibility primarily involved dispersing information from administration to their counterparts and taking information back to administration from the group. Their position lacked decision-making power and true leadership that brings about “real” change. These tasks are still viewed as opportunities for teacher leadership; however, recently, the
The instructional leader also needs to be aware of the financial obligations that may be attached to educational trends. What will be the cost to maintain the trend, what additional resources may be required from year to year, and what type of support is available also need to be considered. Once all of these things have been considered and a choice has been made, the instructional leader needs to make a commitment to the educational trend and be its biggest supporter. A full support plan also needs to be in place for teachers. The instructional leader needs to ensure the educational trend is being implemented how it is designed, provide feedback o...
Teaching is a daunting task that I do not intend to take lightly. Becoming a teacher has been a dream of mine for several years. I always knew that teaching would be the career for me, especially when I began working in the school system as a substitute secretary. I loved working in the school environment; coming in contact with children everyday made me realize how much I would enjoy teaching a classroom full of students.
Education is an enterprise involving the drawing out of the inherent capabilities of people. The purpose of education is to contribute positively to increasing the participation of diverse individuals in ways that are meaningful to them and which lead to increased educational equity for all. Education is the key to a successful future.