Grading expectations at DKJA High School have risen over the past several years. Parents and students alike now expect “A” grades and are sorely disappointed when the student earns below an “A.” A good deal of their displeasure is guileless; many of the students truly believe that if they do all their work, they should get an A. (Much of this mindset was formed in the DKJA middle school.) They are often hurt when they do not score in the highest ranges and have difficulty understanding why. They anger easily and usually involve their parents, who also expect their children to receive “A” grades. Many parents immediately exercise their power through emails, phone calls, and conferences. As a result, many of DKJA’s teachers became “worn …show more content…
Slavitch and Zimbardo (2012) assert that adult learners desire to improve their understandings by adjusting their “frames of reference,” including their points of view and habits of mind. In the case of the grade change initiative, the frames of reference were shaped by the parents, students, and administration. The committee entered the situation already having used instrumental learning to arrive at a solution. Their jobs to “reframe” the teachers’ beliefs and practices was able to work through the committee’s use of modified andragogy, allowing the teachers to discover their own truths as educators (Mezirow, 1997). Although entering the situation with an already-decided, seemingly autocratic decision in place, the committee was able to use their passionate transformative skills to win the teachers over to their side. The teachers’ self-discovery then enabled them to believe their decision was a wholly democratic one, which was not quite the case. As cited in Slavitch and Zimbardo (2012), Bass and Riggio’s (2010) explanation of transformational leadership perfectly embdodies DKJA’s grade change initiative: the follows were inspired to be a part of a shared vision, they had to challenge themselves to be problem solvers, and their leaders both challenged and supported them at all times. The teachers’ decision to “put themselves on the line” and “take one for the team” showed their allegiance to the group and their desire to be a part of something authentic, fulfilling, and true to themselves as both humans and
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.
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 results of low proficiency test scores that affect student’s academic performance have encouraged political activist and parents to speak out to state legislatures for permission to change their school’s leadership. In California, the “parent trigger” concept has encouraged parents to create a petition that insist on the option of closing a school, firing, reorganizing faculty and/ or
Change is a double-edged sword (Fullan, 2001). Change is a word that might inspire or put fear into people. Leadership is challenging when it comes to dealing with change and how individuals react within the organization to the change. Marzano, McNulty, and Waters (2005) discuss two orders of change in their book School Leadership that Works: First and Second. Fullan (2001) also adds to the discussion in his book Leading in a Culture of Change, with regard to understanding change.
“In 2007, two federal reports found that performance of U.S. high school students on the reading portion of the National Assessment of Educational Progress (NAEP) has declined between 1992 and 2005, even though students reported getting higher grades and taking harder classes” (Goodwin, 2011). One might conclude that this fallacy in data identifies a deeper issue in the classroom referred to as grade inflation. According to A Handbook of Education Law Terms, grade inflation is defined as, “the increase in score being awarded, with no increase to the standard being required of the student” (Garner, 1999). Studies suggests in the past rising grades represents an improvement in standards and academic rigor, however in today’s classroom this correlation does not always seem to be true. As trends in education change, so does the position on this topic. Through his writing style, appeal to his audience’s logos, and use of elaboration strategies Bryan Goodwin, author of “Grading Inflation: Killing with Kindness,” presents a strong argument against grade inflation in the classroom.
A leader can be described as a person who gives direction, inspiration and cause to a group of people who are striving to achieve a common or similar goal (Eacott, 2011; Siraj-Blatchford & Manni, 2013). As there are many types of leaders within an early childhood education setting, such as director, room leader and educational leader, it is important to define and dissect what each role requires (Siraj-Blatchford & Manni, 2013). An educational leader is defined in the National Quality Framework (NQF), where they have support from other documentation and literature to identify what an educational leader is (Australian Children's Education and Care Quality Authority, 2014). This essay will examine the key factors that influence the education leader with links to the theories of leadership, such as contingency and transformational theories, and what being an educational leader entails.
In modern times, it comes as no surprise that there are a plethora of issues and negative occurrences throughout the traditional educational system. Schooling is not a choice, but a mandatory duty that each and every child must fulfill almost daily. Depending on grade level and work load, the average student spends nearly 8 hours per day either learning in school or completing assignments from that day (U.S. Bureau). This indicates that a majority of a secondary education student’s time is consumed by school and school related work. Because this is an obligatory role, it is imperative that these students are not being forced to do such work, but instead are interested and engaged so that they may enjoy this work. Although there is a multitude of reasons that a student may do poorly in school, a substantial cause is the flaws with the grade level system that most schools implicate. The elimination of grade level systems is not entirely unheard of or practiced, but it has not been extricated enough to show the advantages of alternative schooling systems.
In “How Grading Reform Changed Our School,” author Jeffrey A. Erickson discusses about how it is common in high schools to pass each student by their accumulated average of the entire class period. He described many examples to display the way of grading in high schools such as in behaviors, lessons, and tasks. He talks about the changes that were made and were in effect to achieve a grading average that reflects the student 's’ abilities and knowledge .
Grading practices have been a controversial issue for years among educators. Many educators want to know the true functions of grades (Reeves, 2001). Are they in place to communicate a student’s performance in certain areas, including behavior and participation, or should they represent a student’s proficiency in a given subject? (Hanover, 2011) I personally argue it is the latter. When grades are used as a form of punishment, in my opinion, it takes away the right of the student to get an education.
Giving students a grade that they have not earned hinders the youth’s future educational success. A number of schools are no longer giving a grade of zero on assignments, tests, and exams completed by students. While other school districts continue to give students the grade that is adequate for the work they have done or have not completed. Giving students the grade that equals their work is designed to show students where they need to improve. Many school boards want to stop giving out zeros for work that hasn’t been turned in and give a grade that rages around the “D” area keeping children from falling behind in their classes. By allowing student to pass through the school system the educational board is raising their graduation and success
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.
The aspects of leadership covered are broad, from analyzing the traditional leadership roles, to the tapping of higher levels of human potential. It is written from the standpoint of managers or leaders and covers point by point the author's ideas of how to shift the environment of schools from that of a "factory" to one of a “learning community. Sergiovanni discusses "living school" in leadership rather than just being concerned with the facts and figures involved in "playing school." The viewpoint of the author is being concerned about the leadership processes in schools that are presently accepted as the norm. Sergiovanni would like to see school leadership shift to one that is self-motivated by teachers who want to do a great job, not one where the teachers feel they have to as a result of dependency on "extrinsic" rewards. A school, he says, is a community with a shared sense of values and purpose. He describes a "virtuous school" as one founded on the beliefs that a school must be a community, that this school community includes parents, teachers, students and other community members. He believes that every student can learn, that caring for the whole child is the key to academic success, and that mutual respect and positive expectations are the operating dynamics.
Leadership issues in schools are sometime complex and do not always present as clear-cut and easy to solve. Take my personal situation that involved a series of complex organizations coming together to solve an issue related to teacher licensure in the state of California. This particular situation involved a host of organizational leaders collaborating to solve a complicated, multi-faceted problem. I will frame my personal leadership dilemma utilizing the UC Berkeley Leadership Rubric read in EDLD 610 as assigned by Dr. Martinez. There are seven elements in the Rubric to include: 1) Presence and Attitude; 2) Identity and Relationship; 3) Equity and Advocacy; 4) Curriculum and Instruction; 5) Organization and Systems; 6) Change and Coherence; 7) Assessment and Accountably. Each element plays an important role in solving my personal leadership dilemma.
Grade retention, better known as “staying back”, “being held back” or “repeating”, has been the topic of much debate within the educational system. The controversy which surrounds this long-standing issue has been reinforced by such topics as the recent endorsement of academic standards. Research indicates that “the rate of retention has increased by approximately 40% in the last 20 years with as many as 15% of all American students held back each year and 30-50% held back at least once before ninth grade” (Dawson, 1998). These discouraging statistics pose copious problems within a school system. The difficulties can be appreciated at the organizational level, as well as inside the classroom and, most troubling, within the individual students. The consequences, both positive and negative, reverberate throughout the school system. Grades retention is an issue which requires a prodigious amount of examination and should be considered carefully and thoroughly.
The grade that I think I have earned is a B-. There are many reasons why I think I earned this grade. Most of my grades are A’s or B’s but there are some F’s in there due to my absences. I feel like the A’s and B’s outway the bad grades. During SSR, I did meet most of my goals except for 1 or 2. Which isn’t bad, but not good. The only problem with my SSR grade is that I did not read outside of class. One goal for next semester is to read outside of class.