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The Development of Collaborative Educational Leaders: Performance on PA and National Leadership Standards Educational Administration Program The School of Education, Drexel University

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Title: The Development of Collaborative Educational Leaders: Performance on PA and National Leadership Standards Educational Administration Program The School of Education, Drexel University


1
The Development of Collaborative Educational
Leaders Performance on PA and National
Leadership Standards Educational
Administration Program The School of Education,
Drexel University
2
Transformational School Leaders What 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.
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