Principal Leadership Forum | Laboratory for Student Success (LSS) at Temple University
Theory of Change
Schools committed to improvement must re-culture by creating an environment receptive to new operating procedures and new ways of thinking. New systems of teamwork, communication, and collaboration must be established. Employees must develop continuous improvement skills. Principals must create a common culture of professional values, mutual interdependence, and high expectations for student learning based on differential professional development and support of teachers with regard to the school's level of progress in reform. They must replicate desired classroom practices in administrative actions and in collegial interactions. Principals must talk about practice in a non-threatening, critical, and supportive way. In addition, they must help their staff to internalize the expectations of standards-based instruction, develop positive professional face-to-face relationships, and facilitate collaboration. The theory and practice of distributed leadership as shaped by Richard Elmore (2000) suggests this type of leadership collaboration can provide the guidance and direction needed to lead in today's schools.
More Information
Disclaimer
e-Lead provides information on professional-development programs for school leaders that have submitted detailed information and that also meet certain standards-based criteria. Programs listed at the e-Lead website are not endorsed by either the Institute for Educational Leadership or Temple University's Laboratory for Student Success.