1. In three areas that received the highest mean score what skills, strategies, or leadership practices did you observe in your composite principal that helped them be successful? I am a very conservative person; therefore, all of my scores were 3s or 4s. The composite principal would have had to have been exemplary in the category for me to give them a 5, of which I gave none. However, I did feel that the composite principal was strong in the majority of these areas. The principals I have observed and worked with have been very good about holding high expectations for their staff and students. They have been fair and consistent in their evaluations and have had great systems in place to keep the teachers informed of their strengths and …show more content…
The composite principals I have observed, struggle with conflict resolution among staff members. They often choose to ignore it. However, I have watched as the tension grew and spread, sometimes causing a rift within the staff. I feel that the collection of data on school culture and collaboration about the data are areas of weakness that could be addressed to strengthen the school culture and resolve these conflicts. For our school to function as a team these issues cannot be ignored, they must be dealt with. I also found as I went through the evaluation that lack of collaboration was a continues problem. We collect the data, we research the new procedures and practices for improvement, we set goals and have high expectations, but then we leave out the critical piece of collaboration. I know that with everything a teacher is expected to do collaboration time is hard to find, but it is a critical part of successfully implementing these changes effectively. Collecting the data is not enough. We must have time to analyze it and brainstorm ways to help students in their problem areas. We must work together in order to successfully make the changes necessary to improve student achievement and our school
I whole-heartedly agree with Moran when she states that, “the absence of trust impedes effectiveness and progress” (99). People need to be able to rely on one another and feel that what they are saying has value. Also, teachers want to know that administrators are going to put into place the steps in order to reach a goal if that is what they say they are going to do. Finally, parents and students need to have trust in the system which is often difficult when the system has failed them in the past. Therefore, establishing and maintaining this trust in each other is paramount to running a successful student-centered school.
Essential characteristics of the principal’s role have been identified by groups such as the Interstate School Leaders Licensure Consortium, and the Educational Leadership Constituent Council. Standards from both these organizations require that a principal have a vision of learning, advocate for students, collaborate with teachers and the community, provide a safe environment, act with integrity, and understand the social and political confines in which we live. As noted by Sergiovanni in The Principalship, “For Parochial school principals, the religious dimension must be added to any array of roles and responsibilities that define the principalship.” (2015, p. 43)
Harpo Allen Middle School Scenario Reflection 1. Describe some approaches that could be used to establish a culture of high expectations for students and staff performances at Harpo Allen Middle School. • First, as a new principal, you will need to acquire an understanding of and appreciation for the culture of the school, then, use your leadership style (such as being a team leader) in order to gain the trust and respect of the staff and students. • Conduct a school climate survey of faculty, parents, and students to gauge how much of the learning process I taking place and what measures need to be incorporated insure that high quality teaching/learning is taking place for the entire school. • Create PLCs to promote high expectations among
This desire manifests itself in many ways, yet at its core is building relationships with students and teachers and then extending these relationships to families and the community. With students, I seek to be visible, greeting the students at the door and working to learn their names. When discipline is necessary, I believe that restorative correction is the best avenue to change behaviors while maintaining relationships. As teachers spend the most time with students during a typical school day, they are essential team members in improving educational outcomes and promoting an inclusive culture. I detail my strategies for working alongside teachers in the subsequent question; however, I strive to support them by creating a culture of trust, safety, training, and collaboration through professional learning communities.
Introduction Hello ladies and gentlemen of the hiring committee. Thank you for awarding me the opportunity to discuss with you in greater detail my candidacy for the intended administrative position. Through the use of this presentation, I will demonstrate how my educational and professional experiences have allowed me to develop the necessary skills to successfully meet the unique needs of your school district. In addition, I will provide you with a thorough explanation of how I will employ my leadership style to improve staff retention, community involvement, and district-wide communication.
Evaluation and observation are a key part of a teacher’s development. Often times it happens more with new teachers. For me, I sat in on a teachers’ lesson in my hometown. It was interesting, to say the least. Some of the teachers have been with the school district for years, and only a few received tenure.
I know we get evaluated twice a year, but you need to stop and see your staff at least once every few weeks to gain a connection with them and show them that you are willing to help them. New teachers need more support because of the lack of experience. It’s hard being new because you are going to experience things you never have during student teaching. The administrators need to show that they support their staff by providing development opportunities and showing that they want to be an integral part of their development. I am lucky to have the principal I have now because she is supportive of me and actually thanks me for what I do for the school.
In school, I will work to create a positive and supportive environment where everyone feels valued and supported. It’s important to work together with your classmates to achieve academic success. I can form study groups or work on group projects to help each other succeed. I will encourage my classmates to work together and support each other to achieve academic success. By doing so, I believe that we can achieve great things and go far
Using my excellent communication skills, I have forged strong, long-term relationships with School Consultants, Head of Team and School Service Team and the School Leadership Team. I am able to maintain relationships based on listening to other people’s opinion, respecting their point of view and valuing diversity with the knowledge that the input provided will result in the best possible solution for the School. Previously, I was the Principal of the St Laurence’s Parish School in Forbes and undertook all duties of a School Principal including creating and monitoring policies and practises which promoted a safe learning environment, ensuring the school culture encouraged continuous improvement for teachers and students, and developing an environment which encouraged open communication with colleagues, students and the community. I have acted in the advertised role of Director of Schools, successfully undertaking the role and ensuring the smooth running of the school.
In today’s education world, children are coming to our schools with different family, racial, ethnic, and religious upbringings; therefore, as an educational leader I will have to demonstrate an appreciation to all the diversity within our school community. I will have to plan and develop policies and procedures that support our diverse family. As a leader, I will have to research the different cultures that will exist within my school in order to treat everyone fairly, equitably, and with dignity and respect. According to ISLCC standard 6 the administrator should ensure the environment in which schools operate is influenced on behalf of students and their families.
Collaboration at this school would benefit gifted students because it would allow the students to be challenged at a higher level, eliminating certain behaviors including: acting out or refusing to do homework which in
Evidence of Bryant’s tremendous work ethic and capacity include his rapid mastery of the WA mandated Teacher Principal Evaluation project. In addition to his day-to-day administrative oversight duties, Bryant evaluates 30 teachers each year. Teacher survey feedback has shown that he has a strong understanding of the Marzano framework and that his advice and guidance has helped advance the professional practice of the staff. In order to manage a school of 1500 students and over 40 staff, one has to track and stay on top of a myriad of tasks and responsibilities. Bryant uses his strong technical and organizational skills and “whatever it takes” attitude to provide the leadership to keep the school and staff moving forward and focused on getting better each
Effective leader build a strong and successful setting for children. Strong leadership, ethical practices and professional knowledge provides high quality educational outcome. I have strong leadership in my program and it builds respect, parent, teacher and community collaboration and a trusting and well nurtured relationship between teacher and students. Challenges and expectations are provided to help develop the highest outcome of education possible for all children. How do you envision this issue impacting your future work with children?
Chapter Five A school can go through a dramatic transformation when the community comes together to, aligned with the school’s goals, meaning, and purpose. When internal and external stakeholders work toward the same norms and ideas the “I” becomes “We”. Stakeholders are motivated by different factors within a school and as leaders, we must figure out the why behind our team’s motivation. Vital to the education system are the relationships that develop within the school.
We have a shared responsibility in students intellectual development, therefore, building a strong partnership is a key element for our common