Empowering Teachers: What Successful Principals DoThe ideas presented in this book are drawn from a study of highly successful principals of schools affiliated with the League of Professional Schools. Chapter 1, "Sharing Governance," presents an overview of the literature on professional development and a description of the study. Chapter 2, "Trusting the Experts: Teachers," focuses on trust as the foundation for shared governance and teacher empowerment. Chapter 3, "Creating Instruction-Oriented Structures That Help Teachers Do Their Best," examines the importance of structuring schools to encourage teacher collaboration and access to decision making. Chapter 4, "A Cornucopia of Supportive Resources," explores how principals use resources such as staff development to enhance teachers' instructional capabilities. Chapter 5,"Encouraging Autonomy and Innovation," reviews extending autonomy and encouraging innovation as strategies to enhance instructional capabilities. Chapter 6, "Modeling Personal Dimensions," highlights the effects of such personal characteristics of principals as optimism, caring, honesty, friendliness, and enthusiasm. Chapter 7, "About Risk and Threat," argues for reducing risk and threat to teachers. Chapter 8, "Valuing and Rewarding Good Work," explains the benefits of rewarding teachers. Chapter 9, "Helping Solve Problems," discusses the importance of adopting a problem-solving orientation. Chapter 10, "Providing Leadership That Is Facilitative and Democratic," presents a portrait of a successful shared-governance principal and considers the future of instruction-oriented, facilitative-democratic leadership in schools. (Contains approximately 300 references.) (TEJ) |
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Side 16
lem , that overload of initiatives is a problem , that conscien- tious use of external information by the school as community is rare , that the lack of adequate staff development to support organizational goals is common , that the ...
lem , that overload of initiatives is a problem , that conscien- tious use of external information by the school as community is rare , that the lack of adequate staff development to support organizational goals is common , that the ...
Side 45
The project's goals were viewed as practical . Practical con- cerns were addressed by several questions : Did the shared governance goals fit the organizational realities of the school ? Would availability of time or existing school and ...
The project's goals were viewed as practical . Practical con- cerns were addressed by several questions : Did the shared governance goals fit the organizational realities of the school ? Would availability of time or existing school and ...
Side 164
Control goals center on routine and management of students ; educational goals imply un- predictable outcomes among widely varying students . Teachers are at the juncture of these two conflicting goals . They are rewarded for the ...
Control goals center on routine and management of students ; educational goals imply un- predictable outcomes among widely varying students . Teachers are at the juncture of these two conflicting goals . They are rewarded for the ...
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Sharing Governance | 1 |
Teachers 21 2233 | 21 |
Creating InstructionOriented Structures | 41 |
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Empowering Teachers: What Successful Principals Do Joseph Blase,Rebajo R. Blase Begrenset visning - 2001 |
Empowering Teachers: What Successful Principals Do Joseph Blase,Jo Blase Ingen forhåndsvisning tilgjengelig - 2000 |
Vanlige uttrykk og setninger
ability achievement action activities administrators approach Association authority autonomy become behaviors Blase build Chapter characteristics classroom collaboration commitment considered consistent council create critical decision democratic described discussed educational effective efforts empowered encourage enhance example experience facilitating faculty feel Figure focus give goals growth ideas implementation important improvement individual influence initiatives innovation instructional instructional leadership interest involvement issues knowledge leaders leadership League learning listening matters means meeting ment noted opportunities parents participation planning positive practice presented principal's problem solving problems professional programs reflection reported respect responsibility rewards risk role sense shared governance principals skills social staff staff development strategies structures successful shared governance suggestions teacher empowerment teaching things tion tional trust understanding values vision York