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Leadership styles
Examples of different leadership styles
Similarities between leadership styles
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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. 1. Describe Principal Pettis’ Heart Principal Pettis believes in strong academic programs that address the needs …show more content…
5. Strengthen the School’s Heartbeat Sergiovanni suggests that schools with strong heartbeats are “stronger and more resilient,” (2015, p.11), collaborative in nature, and led cooperatively. Principals and teachers are constantly learning and finding solutions for areas of need. At Tri-State High School, strengthening the heartbeat begins with a more equitable distribution of resources. Collaboration between the principal and teachers allows the team to develop a common vision for the success of the students and a plan for equitable distribution of resources to meet the purpose of the school. Principal Pettis has to come to the realization that it is not possible to “have all the competence, all the time, and all the information needed at any one time to get the job done.” (Sergiovanni, 2015, p. 12). She will have to empower and cultivate leadership skills in teacher-leaders to give her an equitable perspective on the needs of her school. In this way, learning is ongoing for all, making the important connection between leadership and learning that is so powerful in successful schools. With these few changes, the heartbeat of the school is
Connecting people to the success of the district is one matter, but asking them to support it financially is another. The district is growing in size and is in need of new facilities and internal academic structures to support the growth. As the district continues to grow she is challenged with ensuring that the schools continue to interact with each other and do not return to the independent silos they were when she arrived. Ms. Hall realizes that she is the internal and external face of the district. She takes that very seriously and therefore, tires to view challenges as opportunities and successes as building blocks and
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 School Leadership Team (STT) has a huge responsibility to lead, including instructional coaching duties, and mentoring the new teachers. Parameters were set in place by the principal, offering a clear vision, including clearly-defined values and teachers are becoming empowered through leadership opportunities, which have been devoid in the past. Therefore, I think the leadership style is effective, because the administrator is willing to share the leadership, and I have witnessed firsthand the impact an instructional coach is having on the school, and the individual growth of that coach is becoming immeasurable. 2. The principals current practice is to have her “office” on the go. At the practicum site, there is a spot in the school, which is centrally located at four corners of the building, and this is where the principal can be found during the day, most of the time. She is setup with a cart, her laptop, cell phone and a daily planner, and likes to be out in the building, rubbing shoulders with teachers and kids. I believe the leadership style is effective because the principals mobile cart has created a transparent environment where teachers and scholars can easily interact with the building administrator and the leader is able to accomplish essential tasks while keeping close contact with stakeholders, which contributes to a
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).
The stories and resilience I’ve seen and heard remind of the importance of civic engagement and leadership. I recognize that without the support of mentors such as Mr. Bravo, I would not be writing these words today. At age 22, I have returned to the community that shaped the individual I am today. My way of giving back for the opportunities I have had in life is by serving as a resource, mentor, and tutor to the youth in my community. I work closely with 11 at risk eight grade students at Carver Middle School, a school in South Los Angeles. My purpose in serving in this community is because my students deserve a quality education that will allow them to develop the skills to be civically engaged citizens. Therefore, building brave spaces for my students is crucial to me; because, I am aware of the importance of social and emotional support of one’s personal and professional development. I want my students to know that they matter and that they are not
Newspaper articles and websites about those organizations and the people connected to them instructional leadership. Examples of organizations such as Michelle Reed, Teach for America, and The New Teacher Project are a few (Rigby, 2014). The focus was on three out of the eight Dimensions when writing the memo notes. Number one focused on the underline assumption that all leaders share a commitment to bring educational opportunities to all students. Number two, leaders focused on the practice of instructional leadership. The third Dimension is the role of the teachers. Teacher’s characteristics have the biggest or largest impact on student learning inside of schools. The research shows that school leaders influence teachers such as with their type of their instructional leadership style they should develop trust and professional community. Majority of principal’s instructional leadership action is focused on the teachers through direct interaction such as observations and feedback (Rigby, 2014). The three largest instructional leadership research found that there was an assumption that the primary role of the principle is that of instructional leader how it is conceptualized and what it looks
This paper will describe two studies, one quantitative and the other a mixed method, which dealt with aspects of educational leadership. The studies chosen for review were conducted by Bush, et al. (2005), a study that reported participant results in a Leadership Academy, and another by Somech (2005) in which the results of an investigational study of leadership styles, participative and directive, with regard to their impact upon managing school effectiveness. To offer a deeper understanding of the respective studies, a discussion follows that details the design rationa...
This type of relationship is essential in the educational arena; everyone must be a leader and accountable for their roles, because the principal’s success is contingent on the teacher’s success (Gardner, 2013; Murphy, 2013). Good leaders understand that they must depend on their followers for success and share their power to propel the organization towards the organizational goals (Murphy, 2013). Similar to a football coach, principals set the tone for the school (Tschannen-Moran, 2013). A true leader understands that they are only a component of the process. Unfortunately, when leaders believe that they are the most important part of the system, they do not value the opinions and suggestions of others (Murphy, 2013). I have worked for leaders with this type of mentality, and I contemplated leaving the profession due to the stressful working conditions. Leadership is most effective when they are able to get the most out of each person. An effective leader will assess the situation and make the correct decision to push the person forward or back off. To accomplish this, it begins with a trusting relationship; when a leader shows genuine concern for the constituent’s well-being as much as the task that is desired (Tschannen-Moran, 2013). In conclusion, I aim to be an inclusive leader who allows my constituents to have a “voice” within our organization. I want to provide them with adequate support so they feel appreciated and a part of something bigger than
In every institution the type of leadership style is important for a successful environment. In order to establish a successful school environment to compete globally, the leader should comprehend the basic leadership theories and styles (Glickman et al., 2010). The cultures at schools are important to the success of the students and overall of the school, but also can be very difficult to establish and maintain without the proper leadership knowledge (Waite, 1995). In United States many schools could be place in the categories of conventional, congenial, or collegial, because the strategies used for their leadership (Glickman et al., 2010).The chosen school could be classified according to different criteria and could be determine in which area their leadership pertains more. In order to analyzed and classify the leadership, it was imperative to observed the way the leader make decisions, the approached with the stakeholders, how the instruction is delivered, and how they realized their job (Marshall, 2005). In this analysis will be identify the category that this school will be, the school climate, the type of supervision and leadership.
Leadership styles begin to emerge the day a teacher enters the classroom. Although the leadership is generally confined to leading and developing students at that time, teachers are hard at work trying out methods of management and taking note of what does and does not work. The effective methods become part of the teacher’s leadership style. Although the ineffective methods are generally discarded, they also assist in shaping the teacher’s leadership style.
...inction between the roles and actions of leaders and managers. Principals are capable of adopting each approach and proper implementation would benefit staff and ultimately, student performance. As found in the case study and literature, currently most principals undertake a managerial role, but neglect to be leaders. Therefore, most principals should emphasize leadership behaviour to bring balance to the position.
Since August of 2015 I have had the privilege of working with an incredible leader in Andrea Williams, principal of Theresa Bunker Elementary School. She is the epitome of a well-rounded leader who exemplifies all of the qualities of a leader as described by House’s path-goal theory of leadership. Mrs. Williams works diligently each day to create a productive work environment. She is direct when she needs to be and is extremely respected by her faculty as a fair leader. As I have observed her over the past two years I have seen her leadership skills in action. I have been extremely impressed with her drive, passion, fairness, supportiveness and ability to create a positive climate and culture that makes work a positive
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 entire community plays an essential role in the growth and development of children within our community. As a school leader, building an inclusive school culture that is open and friendly to all stakeholders using a variety of effective methods is crucial. There is no magic formula to incorporating a positive school culture, much depends on the leadership of the campus. The leadership on campus cultivates the climate providing support and respect for everyone invested in the student’s education.
As mentioned before, leadership styles take an important role in running a school. Unfortunately, many principals have not yet defined their leadership style and struggle to administrate their school. They are responsible not only of teachers and students, but of every employee in the school. They have the power to control all the resources available to improve and meet academic goals. Despite their power, principals need to identify appropriate leadership styles to succeed as