n view of the serious challenges facing college and university administrators, it is encouraging to note the increased interest in improving leadership knowledge and skills. This book presents an additional option to college and university administrators in their efforts to enhance their leadership skills. The case study approach to improving insights and skills in leadership is predicated on the belief that leadership is learned, and that it often requires courage to act and to live with the consequences of one's actions. The book includes 18 cases on a variety of issues being faced by college and university leaders. Its purpose is to encourage administrators to enhance their ability to make decisions by focusing on the decision-making process and by thinking about the consequences of the various options available to them.
′This is a handbook for masters courses in school leadership; in part a work of reference, it is awesomely comprehensive. It has, however, an important and insistant theme: that every school can be improved, and that leadership - not administration, not even management - is key to such improvement. Effective leadership involves sensitivity to context and to social justice, civic responsibility and democratic accountability, and these essays show how and why′ - Michael Duffy, The Times Educational Supplement The SAGE Handbook of Educational Leadership is a landmark publication with contributions from 37 internationally renowned academics covering an extensive range of issues confronting the field of educational leadership and administration. The Handbook reviews how leadership was redefined by management and organizational theory in its quest to become scientific, then looks forward to promising theories, concepts, and practices that show potential for development and application. This Handbook represents the establishment of a new tradition in educational leadership. It covers a broad range of issues pertaining to curriculum leadership, supervision, teacher evaluation, budgeting, planning and school design. The Handbook consists of the following parts: * Multiple Lenses of Democratic Leadership explores the intellectual "sweep" of the notion of leadership * Management, Organization, and Law presents views of leadership that reflect contemporary research regarding the superintendency and principalship, including strains in current school leadership issues * Educational Politics and Policy presents and analyzes the major international, federal, and state initiatives impacting educational leadership today * Theories of Leadership and Research Problems and Practices explores the nature of research regarding leadership and the large body of work on management and managerial practices * The Micropolitics of Educational Leadership highlights the day-to-day operational challenges facing school leaders, such as declining fiscal support, a lack of public confidence, outmoded facilities and technology, the achievement gap, violence, vandalism, and the challenges of dealing with special populations This Handbook is sure to be a pivotal resource in the restructuring of courses and curricula in departments and schools of education well into the 21st century.
Collaboration between professionals of all generations is an essential factor in school success. What do Boomers need from younger generations? What do GenXers and Millennials have to offer Boomers? Each generation wants to contribute and to feel empowered. The youngest generation wants an equal voice; Boomers want to leave a legacy; GenXers want to make a difference. This book, based on a very popular workshop that Abrams has presented across the U.S. and Canada, will address how all educators can look through a generational filter to be more effective communicators, teachers and administrators; to help retain those who may be more easily frustrated at their lack of immediate success; and to plan for succession by future generations of leaders. Concrete tools are key elements of the book, helping readers to define the generations and their needs, to identify themselves on the continuum, and to plan ways to bridge generational differences.
With 32 new initiatives, we can "sketch out an entire journey" with enough detail so that everybody is aligned on what goes into iterating processes; "the sticky notes allow us to quickly rearrange the order or swap key actions in and out." Faculty and administration "are also able to identify holes" in turning strategic pillars into action items for each workflow process and/or student/partner outcome