Based on extensive observations, interviews, and in-depth case studies of principals and superintendents who significantly increase student learning and achievement, this exciting new book provides novice and veteran school leaders with the five critical steps for effective school leadership.
Based on extensive observations, interviews, and in-depth case studies of principals and superintendents who significantly increase student learning and achievement, this exciting new book provides novice and veteran school leaders with the five critical steps for effective school leadership.
Ruth C. Ash is a long-time educator, a nationally known consultant in the areas of education, leadership, and organizational effectiveness, and a Founding Partner of Education Solutions. Pat H. Hodge is a lifelong educator, working with administrators and teachers in developing student-focused instructional practices and cultures, and a Founding Partner of Education Solutions.
Inhaltsangabe
CHAPTER 1: INTRODUCTION Critical Practice I: FOCUS ON DIRECTION CHAPTER 2: CREATING AN ORGANIZATIONAL CULTURE CHAPTER 3: WORKING WITH OTHERS TO SUPPORT, ENCOURAGE, OR REQUIRE HIGH PERFORMANCE CHAPTER 4: USING A VISION, MISSION, AND STRATEGIC PLAN TO MAKE DECISIONS AND INFORM ACTIONS Critical Practice II: BUILD A POWERFUL ORGANIZATION CHAPTER 5: WORKING WITH OTHERS TO CREATE A POWERFUL ORGANIZATIONAL STRUCTURE CHAPTER 6: LEADING AN ORGANIZATION IN BECOMING AGILE AND FLEXIBLE CHAPTER 7: LEADING OTHERS IN DEVELOPING, MAINTAINING, AND IMPROVING PROCESSES THAT INCREASE THE EFFECTIVENESS OF THE ORGANIZATION Critical Practice III: ENSURE STUDENT-FOCUSED VISION AND ACTION CHAPTER 8: CREATING A VISION AND CULTURE THAT FOCUS ON STUDENT LEARNING AND STUDENT NEEDS CHAPTER 9: PROVIDING INSTRUCTIONAL LEADERSHIP CHAPTER 10: LEADING THE DEVELOPMENT OF GUIDELINES AND PROCEDURES FOR LEARNING Critical Practice IV: GIVE LIFE TO DATA CHAPTER 11: ENSURING THAT KEY DATA ARE ANALYZED IN A DELIBERATE MANNER CHAPTER 12: USING DATA AND CURRENT RESEARCH TO IMPROVE STUDENT LEARNING * CHAPTER 13: COMMUNICATING KEY DATA TO ALL STAKEHOLDERS Critical Practice V: LEAD LEARNING CHAPTER 14: ESTABLISHING AN ENVIRONMENT OF DAILY LEARNING FOR ALL CHAPTER 15: CHALLENGING THE STATUS QUO AND WORKING WITH OTHERS TO ACHIEVE CHANGE GOALS CHAPTER 16: IMPLEMENTING METHODS TO MOTIVATE, SUPPORT, AND/OR ENCOURAGE INNOVATION Chapter 17: CONCLUSION APPENDIX A: DATA ANALYSIS TOOLS APPENDIX B: FIVE CRITICAL PRACTICES SCHOOL OR DISTRICT INVENTORY APPENDIX C: FIVE CRITICAL PRACTICES FRAMEWORK REFERENCES
CHAPTER 1: INTRODUCTION Critical Practice I: FOCUS ON DIRECTION CHAPTER 2: CREATING AN ORGANIZATIONAL CULTURE CHAPTER 3: WORKING WITH OTHERS TO SUPPORT, ENCOURAGE, OR REQUIRE HIGH PERFORMANCE CHAPTER 4: USING A VISION, MISSION, AND STRATEGIC PLAN TO MAKE DECISIONS AND INFORM ACTIONS Critical Practice II: BUILD A POWERFUL ORGANIZATION CHAPTER 5: WORKING WITH OTHERS TO CREATE A POWERFUL ORGANIZATIONAL STRUCTURE CHAPTER 6: LEADING AN ORGANIZATION IN BECOMING AGILE AND FLEXIBLE CHAPTER 7: LEADING OTHERS IN DEVELOPING, MAINTAINING, AND IMPROVING PROCESSES THAT INCREASE THE EFFECTIVENESS OF THE ORGANIZATION Critical Practice III: ENSURE STUDENT-FOCUSED VISION AND ACTION CHAPTER 8: CREATING A VISION AND CULTURE THAT FOCUS ON STUDENT LEARNING AND STUDENT NEEDS CHAPTER 9: PROVIDING INSTRUCTIONAL LEADERSHIP CHAPTER 10: LEADING THE DEVELOPMENT OF GUIDELINES AND PROCEDURES FOR LEARNING Critical Practice IV: GIVE LIFE TO DATA CHAPTER 11: ENSURING THAT KEY DATA ARE ANALYZED IN A DELIBERATE MANNER CHAPTER 12: USING DATA AND CURRENT RESEARCH TO IMPROVE STUDENT LEARNING * CHAPTER 13: COMMUNICATING KEY DATA TO ALL STAKEHOLDERS Critical Practice V: LEAD LEARNING CHAPTER 14: ESTABLISHING AN ENVIRONMENT OF DAILY LEARNING FOR ALL CHAPTER 15: CHALLENGING THE STATUS QUO AND WORKING WITH OTHERS TO ACHIEVE CHANGE GOALS CHAPTER 16: IMPLEMENTING METHODS TO MOTIVATE, SUPPORT, AND/OR ENCOURAGE INNOVATION Chapter 17: CONCLUSION APPENDIX A: DATA ANALYSIS TOOLS APPENDIX B: FIVE CRITICAL PRACTICES SCHOOL OR DISTRICT INVENTORY APPENDIX C: FIVE CRITICAL PRACTICES FRAMEWORK REFERENCES
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