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Relevance of educational leadership in education
Relevance of educational leadership in education
Relevance of educational leadership in education
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Interview Questions and Responses
Question 1: What do you consider a school principal’s biggest pressure?
Daisy Li-Morell: I think the most significant pressure that a school administrator facing these days is figuring out how to do more with less. Decreased and a lack of funding is a critical issue facing most principals. Funding is decreasing at the state, federal, and local levels. Schools need to be innovated and do more with less. The lack of funding translates into having less certified staff, non-certified staff, and less educational resources.
Question 2: Part of the role of a school administrator is to be an example for students and employees. How do you feel about this role?
Daisy Li-Morell: The school principal serves as the educational leader, responsible for managing the policies, regulations, and procedures to ensure all students are supervised in a safe learning environment that meets the approved curriculum and mission of the school.
Question 3: What type(s) of people do you find it most difficult
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This is often difficult to achieve since many teachers and administrators are resistant to any perceived change effort, are hesitant to speak truthfully about problems, or else they opt to maintain a collegial, "let's not rock the boat" school climate. One interesting observation some educational reformers have made is that when teachers are asked to assess their school, many believe it is above average. Faculties assume that serious problems exist elsewhere but not at their own site. Those who promote school renewal will necessarily and frequently have to engage individuals, small groups, and full faculty meetings in repeated school appraisal and restructuring conversations. Dialogue of all kinds, both informal and formal, both low key and hard hitting, must be risked before a school will determine it has reason to
I had the pleasure of being able to shadow Superintendent Shirley Hall of the Maplewood School District. Ms. Hall took the reins of the district over in 2012 from a very popular superintendent who was credited with making great strides within the district. Although Ms. Hall had very large shoes to fill, she seems to be doing it with grace and enthusiasm. She credits the previous superintendent with making systemic changes and establishing the overall forward momentum of the district, but recognizes that she cannot rest on past success. Her goal is to take the district to the next level of educational excellence by focusing her and her administrative team's efforts on the P.E.L.P. coherence model from Harvard University. This model focuses the leadership's attention on the interdependence of the various aspects of their school district and how they reinforce one another to support the implementation of an improvement strategy. One of Ms. Hall's mantras was change, but not just for change sake, deep change for sustained improvement. Therefore, although Ms. Hall's predecessor was able to put the district on the right path, Ms. Hall has taken the baton and run with it; establishing her own style and path to excellence.
Henson, the assistant principal, lacks the communicator trait. Henson has not taken any opportunities to communicate with the parents, students, staff, or community this year. Due to his lack of communication skills he has not fostered any relationships with individuals who he will interact with next year as the head principal. Henson has been assigned the head principal job for the 2016-17 school; I believe his lack of communication skills will cause problems in his principalship. Parents want their children to attend schools where the teachers and administrators are relatable and can effectively communicate his expectations for them and their children.
The major concepts of this article relate to the ineffectiveness of school leadership programs. Arthur Levine found that a majority of the programs were inadequate. He noted four areas in which these programs lacked efficiency. These areas of concern were the rise in off-campus low quality programs, weak research-intensive universities that are working towards awarding doctoral degrees in administration, competition for students is causing lowered program quality and admission criteria, and the fact that state and local school districts are adding to the problem by salary incentives for advanced degrees. Levine noted several major issues that affect school administration programs. First, he revealed that many people who had finished these programs agreed that the curriculum was irrelevant; they said that it did prepare them to deal with "on-the-job issues." Second, the issues of low admission and graduation standards were addressed. The study illustrated how many schools lower their standards to increase admission and create tuition "cash cows." Third, he discussed the issue of these schools having weak faculties.
School boards now and days are corrupt and only care for personal financial gain. The problem persists throughout the entire nation. We need to find the right people to control our schools if they are going to be productive, and help re-establish educational...
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.
Answer: 6. Explain how the ethos, mission, aims, and values of a school may be reflected in working practices.
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).
The idea behind Reconstitution, according to the National Education Association (NEA), is to enhance the human capital (the value of a person) of a school by replacing a large percentage of that school’s administrators, teachers, and faculty. Reconstitution is a radical attempt to change the culture of a low performing school into one that thrives by requiring that certain conditions be met. The conditions are as follows: the school must have an adequate supply of staff to take the positions in the reconstituted school; the school needs to become a magnet for highly educated and experienced teachers; the resources need to be sufficient to boost the capacities of the school ...
The U.S. Bureau of Labor Statistics (BLS) estimated a 19% increase in education administrators between 2010 and 2020 (Higinbotham, Heather). At the same time the percentages goes up in administrators so does the principles of middle, elementary, and high school, while the increase in athletic directors goes up by 19%, this is only by 10% (Higinbotham, Heather). Many athletic directors lose their jobs due to lack of expectation and or budget cuts, this is usually only in colleges but it is very possible that it could happen in high school or elementary schools (Discovering Careers for your
The role of a principal is a vital function of the school. The manner in which a principal performs determines that success of the school. Being in the position as an assistant principal has allowed me to view this role totally different from I did when I was a teacher. I am grateful to intern, full time trusting that I will gain the most out of this experience. However, there are a number of lessons that I have learned within these first quarter of my internship that will vastly impact my leadership as a new leader.
School administrators are important in setting the path for a successful school (Glickman, et al., 2014). The principals could play a dynamic leadership depending on how they exercise their beliefs of the organizational and social environment (McNair, 2011). The principals are the primary facilitators for developing the foundations in learning that will last, to manage the student’s performance at schools, and seeking the improvement at school that will cause great impacts in school‘s education (Gordon,1989). In the recent years in the U.S., education has change in a more cultural diversity population, it is imperative that school supervisors, are trained to encounter this cultural issues, but also assisting others with the opportunities to develop appropriate abilities to deal with different cultures (Glickman, et al., 2014).
Myers found that the school leader’s ability to employ various leadership characteristics in such areas of communication, emotional competency, and ethical reasoning better strengthen the principal’s ability to constrain heightened organizational instability. Moreover, Myers argues that the skills of school leaders to constrain turbulence are important in school settings. That is to say, the principal in Myers’ study was able to create a stable holding environment to withstand turbulences using his experience and leadership
According to Lashway (1999) educators once saw educational reform as cyclical. Every ten years or so one could expect a public outburst followed by frantic efforts to mend a broken system. However, in the last twenty years there seems to have been a perpetual reform.
When all stakeholders share similar core values and agree on the aims of education, reform efforts stand a better chance for success. Knowledge, skills, critical thinking, and citizenship are core values found at the heart of my beliefs for education. I also believe it is the aim of education to prepare students as contributing members of society. In schools where core values and education aims are revisited due to reform implementation, strategies are identified along with a plan for implementation, monitoring and evaluation. The federal government, state, districts, school leadership, teachers, students and parents all have significant responsibilities to make reform efforts a success.
In regards to school finance, the ultimate goal of school administrators is to provide all students with the most cost effective, comprehensive education that meets all federal, state, and local requirements and that reflects the values and beliefs within the community. This means that it is an expectation for schools to equip all students equally with the best possible educational opportunities that a community is willing to furnish. However, to accomplish this, school administrators must be able to sustain school programs throughout various economic periods.