The Development of Collaborative Educational Leaders: Performance on PA and National Leadership Stan

1
The Development of Collaborative Educational
Leaders Performance on PA and National
Leadership StandardsEducational
Administration ProgramThe School of Education,
Drexel University
2
Transformational School LeadersWhat kind of
leader is needed in todays schools?

• Leaders who can transform schools
• around a consensus vision for students 21st
  century learning
• and can establish a learning/collaborative
  culture throughout the school and community.

3
Drexels Educational Leadership Program

• How does Drexels School of Education develop
• transformational leaders?

4
With a Leadership Standards Framework

• National Leadership Standards
• Vision
• School Culture
• Management
• School/Community
• Ethics, Integrity
• Wider Contexts
• Internship

5
National and State Standards Framework

• In the Drexel Program, students must perform on
  the national leadership standards (ISLLC, ELCC).
• Aspiring leaders in PA must perform on the PA
  Leadership Standards (PIL)
• What is the alignment of the PA Leadership
  Standards to the National Leadership Standards?

6
The alignment of PA Leadership Standards to the
National Standards

• Vision
• The leader ..creates an organizational vision
  around personalized student success.
• The leader is the architect of standards-based
  reform in the school.
• The leader uses appropriate data to inform
  decision-making at all levels of the system.
• School Culture
• The leader creates a culture of teaching and
  learning with an emphasis on learning.
• Management
• The leader manage resources for effective
  results.

7
The alignment of PA Leadership Standards to the
National Standards

• School/Community/Parents
• The leader collaborates, communicates, engages
  and empowers others inside and outside of the
  organization - to pursue excellence in learning.
• Ethics, Integrity
• The leader operates in a fair and equitable
  manner with personal and professional dignity.
• Wider Contexts
• The leader advocates for students in the larger
  political, social, economic, legal and cultural
  contexts
• Internship
• The leader supports professional growth of self
  and others through practice and inquiry.

8
Leadership Standards Framework

• How does using a Leadership Standards Framework
  create
• a transformational school leader?

9
A Comparison

• The answer to this question can be seen in a
  comparison between a school leader who does not
  use a standards framework (traditional) and one
  who does (transformative).

10
Traditional Educator Leadership Model

• A more traditional model that does not use a
  standards framework for leadership
• often uses management as its core organizing
  principle.

11
Results of using a traditional model

• Though it is necessary to manage an organization
  well,
• Constant rapid change and external accountability
  requirements (such as NCLB), can result in a
  feeling of being over-whelmed by events outside
  of ones control.

12
Stress Factors in Leadership

• A teacher describes his observations of external
  pressures on a school leader.
• http//www.thirteen.org/edonline/leadership/extern
  al.html
• Click on Under Pressure
• This video clip and others in this ppt. are from
  ED/Online, Inside Leadership A Toolkit for new
  and aspiring principals. This website resource
  is an outgrowth of Thirteen's award-winning
  documentary series A Year of Change Leadership
  in the Principal's Office, National Broadcasting
  System, 2005, Funded by the Wallace Foundation.

13
Results of using a traditional leadership model

• If one places this traditional school leadership
  model within the standards framework, one sees
  the use of the Management Standard as the basis
  for organization and control.
• The other standards of school culture, vision,
  ethics, parents/community, wider networks and
  lifelong professional growth, are addressed
  through the Management Standard.

14
Traditional School Leadership viewed within a
Standards Framework

Management
Vision School Management Parents/ Ethics
Wider Internship Culture
Community Contexts
15
What happens when the standards framework is
used?

• Two things happen.
• First, the Vision Standard (which describes a
  school or district and communitys plan for
  students 21st Century learning/performance)
• becomes the organizing and sustaining
  principle through which the schools mission gets
  accomplished and evaluated.

16
What happens when the standards framework is used?

• Secondly, a school culture of learning, is
  established to support the work.

17
Standards Framework

• The school or school district becomes a
• learning organization.

18
Transformational School Leadership

• Standards Framework

Vision
Vision/ Mission
School Mgt Parents/
Ethics Wider Internship
Culture Community Contexts
19
Constant Change is the Norm

• How will school leaders respond to change?
• In the traditional model, change is incremental
  and often done in a crisis mode as a reaction to
  an outside event.
• In the transformational model, leaders facilitate
  and manage change as they serve the schools
  vision.
• This is called, 2nd order change. It
  transforms the entire organization.

20
Standards Framework

• Standard 1 VISION
• The leader ..creates an organizational vision
  around personalized student success.
• The leader is the architect of standards-based
  reform in the school.
• The leader focuses on school improvement and acts
  as an agent of school reform.

21
Example of a leader facilitating a consensus
vision/mission

• A School leader talks about how she first shares
  her personal school vision with the staff and
  community then works with them to create a
  collective mission.
• http//www.thirteen.org/edonline/leadership/establ
  ishing.html
• Click on A Collective Mission

22
Standard 2 School Culture and Student Learning

• The School Culture Standard has two parts
• Establishing a learning culture to support the
  schools vision of students 21st Century
  learning goals --

23
Standard 2 School Culture and Student Learning

• And secondly,
• Providing needed resources, commitment and time
  for learning, collaborative work and building
  leadership capacity throughout the system.

24
Standard 2 School Culture and Student Learning

• New York Chancellor, Joel Klein, explains how
  important school cultures are in shaping high
  expectations for both staff and students. This
  happens through staff-wide instructional
  leadership.
• http//www.thirteen.org/edonline/leadership/instru
  ctional.html
• Click on A Culture of Success

25
Standard 3 Mangagement of finances,
facilities and resources to serve the schools
vision

• Dr. Sandra Stein talks about the need to be
  strategic in managing the work of the school --
  so that all staff, parents, students and
  community can be a part of the important work to
  reach the instructional goals (vision).
• http//www.thirteen.org/edonline/leadership/day.ht
  ml
• Click on The Strategic Principal

26
Standard 4 School, Parents and Community

• The leader collaborates, communicates, engages
  and empowers others inside and outside of the
  organization to pursue excellence in learning.
  (PIL Standard)
• Rafaela Espinal-Pacheco talks about engaging the
  community through conversations to build on what
  works toward a consensus about student learning
  goals.
• http//www.thirteen.org/edonline/leadership/effect
  ing.html
• Click on Struggling with Inheritance

27
Standard 5 Integrity, Fairness and Equitable
Manner

• The leader operates in a fair and equitable
  manner with personal and professional dignity.
  (PIL standard)
• Alexandra Anormaliza talks about the importance
  of building trust with the staff.
• http//www.thirteen.org/edonline/leadership/effect
  ing.html
• Click on Trusting by Example

28
Standard 6 A leader is a student advocate
within the larger contexts political, legal,
social, economic and cultural

• A school leader will need to continue learning
  about, deal with and influence others in all the
  wider contexts that affect schools.
• In this video clip, a mentoring principal, Neil
  Opramalla, describes how he helps a new principal
  with that learning process.
• http//www.thirteen.org/edonline/leadership/extern
  al.html
• Click on Managing Regulations.

29
Standard 7 Internship and Lifelong Learning

• PIL standard
• The leader supports professional growth of self
  and others through practice and inquiry.

30
A Mentoring Administrator

• A mentoring administrator provides an invaluable
  learning experience for principal interns.
• Larry Wilson talks about the effective ways his
  mentoring principal supported and helped him to
  grow in leadership.
• http//www.thirteen.org/edonline/leadership/profes
  sional.html
• Click on A Rewarding Relationship

31
A Reform Principal describes his school
leadership within a standards framework of
practice.

• Dr. Anthony Irvin, Principal
• University City High School Philadelphia
  School District
• Dr. Irvin is an Adjunct Professor in the ED ADMIN
  program at Drexel University.