The purpose of this book is to provide a toolkit of resources, activities, and steps, towards building teams to assess and design distributed leadership practice among school leaders. The author defines leadership practice as the interactions between leader and follower, relating to a situation over a period of time. The most important task is to help leaders perfect their performance of these daily routines through observation and reflection of their own practice. The intent of this book is to give school teams a new way of thinking about the relationship between leadership practice,…mehr
The purpose of this book is to provide a toolkit of resources, activities, and steps, towards building teams to assess and design distributed leadership practice among school leaders. The author defines leadership practice as the interactions between leader and follower, relating to a situation over a period of time. The most important task is to help leaders perfect their performance of these daily routines through observation and reflection of their own practice. The intent of this book is to give school teams a new way of thinking about the relationship between leadership practice, classroom performance, and student achievement. This book is designed to help school leaders bring distributed leadership into practice, offering unique tools to help identify pitfalls in leadership within present school-wide efforts.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Mark E. McBeth is the director of learning and leading with Keystone Learning Services, a service center in Kansas. He has served as a classroom teacher in Grades 7-12; school counselor in Grades 4-6; a high school principal in Iowa, Missouri, Illinois, and Guatemala; and educational program consultant in the Learning Service Division at the Kansas State Department of Education. His experience at the postsecondary level includes serving as director for a leadership educational and development program, director for a non-profit leadership development program, and has taught numerous leadership courses. He designed and directed the Kansas Distributed Leadership Academy, a high-quality professional development program for district-level leadership. He has chaired and served on numerous statewide leadership committees, and has presented at national and statewide conferences on his cutting-edge leadership perspective. In addition, he has presented on a number of other topics, including instinctual talents, student engagement, high-quality professional development, effective synergistic teams, classroom instruction that works, school-related student resiliency, and leadership facilitation. McBeth received his master's degree in Educational Administration and Supervision and his educational specialist degree in Educational Administration and Supervision from Western Illinois University.
Inhaltsangabe
Preface Purpose of This Book Adopting and Creating a Repertoire of Practices Do Not Fear About the Book Distributed Leadership Tools for School Improvement Acknowledgments About the Author 1. Traditional Thinking/New Opportunities Have You Heard the News? Hot Lights! Center Stage "How" Do You Know "Whös" on First? Growing Up a Superhero Without a Doubt Who Leads and What They Lead 25/75: Impact of School-Related Factors 2. A Distributed Perspective on Leadership Leadership Practice From A Distributed Perspective (Spillane) The Often Overlooked "Follower" Situation and Leadership Practice Two-Minute Story Systems of Practice (Halverson) Not Shared Leadership Connecting Classroom Practice With Leadership Practice 3. The Impact of Leadership on Successful Schools More Than One Way to Lead No Noticeable Leadership Leader Superhero Aspect Leadership-Plus Aspect Leadership Practice Aspect Core Leadership Functions Application to Our Practice 4. The Framework of Success: A Model for Leadership Inquiry The Distributed Leadership Improvement Framework A Framework for Systematic Leadership Enhancement Conclusion 5. Information Cycle: Effective-Efficiency Process Section A: Dimension of Practice Section B: Identify Advice Network Section C: Diagnose Practice: Routine Section D: Diagnose Practice: People and Direction Section E: Diagnosis: Practice and Content Section F: Bridging the Gap Between Diagnosis and Design Section G: Design Leadership Practice Modifications 6. Practice Cycle: Practice Improvement Process Section A: Bridging the Gap Between Design and New Practice Section B: New Practice - Work Designed Differently Section C: Leadership Practice Data and Data Results 7. Tools for Reflective Practice Processing Purpose Forms of Processing Reproducible Blank Templates Reproducible Resources References Index
Preface Purpose of This Book Adopting and Creating a Repertoire of Practices Do Not Fear About the Book Distributed Leadership Tools for School Improvement Acknowledgments About the Author 1. Traditional Thinking/New Opportunities Have You Heard the News? Hot Lights! Center Stage "How" Do You Know "Whös" on First? Growing Up a Superhero Without a Doubt Who Leads and What They Lead 25/75: Impact of School-Related Factors 2. A Distributed Perspective on Leadership Leadership Practice From A Distributed Perspective (Spillane) The Often Overlooked "Follower" Situation and Leadership Practice Two-Minute Story Systems of Practice (Halverson) Not Shared Leadership Connecting Classroom Practice With Leadership Practice 3. The Impact of Leadership on Successful Schools More Than One Way to Lead No Noticeable Leadership Leader Superhero Aspect Leadership-Plus Aspect Leadership Practice Aspect Core Leadership Functions Application to Our Practice 4. The Framework of Success: A Model for Leadership Inquiry The Distributed Leadership Improvement Framework A Framework for Systematic Leadership Enhancement Conclusion 5. Information Cycle: Effective-Efficiency Process Section A: Dimension of Practice Section B: Identify Advice Network Section C: Diagnose Practice: Routine Section D: Diagnose Practice: People and Direction Section E: Diagnosis: Practice and Content Section F: Bridging the Gap Between Diagnosis and Design Section G: Design Leadership Practice Modifications 6. Practice Cycle: Practice Improvement Process Section A: Bridging the Gap Between Design and New Practice Section B: New Practice - Work Designed Differently Section C: Leadership Practice Data and Data Results 7. Tools for Reflective Practice Processing Purpose Forms of Processing Reproducible Blank Templates Reproducible Resources References Index
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