Presentation on theme: "Delaware Academy of School Leaders Policy and Practice Institute"— Presentation transcript:
1Delaware Academy of School Leaders Policy and Practice Institute June 28, 2005Dr. Marilyn KatzenmeyerProfessional Development CenterTampa, FloridaPhone:
2Context for leadership What?Context for leadershipSo what?Teacher leadershipNow what?Power of each one of us
3Current Challenges in Leadership Development Greater accountability for outcomesChallenge and opportunity of high retirement rates of school leadersGrowing challenge of retaining teachersNew knowledge and skills required by changes in the leaders work
4The public has a right to expect results from our schools. -Jeff Howard
5Standards and accountability provide us with a two edged sword Standards and accountability provide us with a two edged sword. On the one hand it hurts kids, and teachers and schools. On the other hand, for a long time we didn't care about kids who didn't do well in schools. We are 2-5 years away from getting into good discussions about learning and how we measure it and figuring out what it takes to help all children learn.-James Comer,Yale University
6Circumstances we find ourselves in now blunt the creativity of teachers; there is no joy in complying; it has no inspiration to it. We can not attract and retain people to the teaching profession under these circumstances.- John GoodladUniversity of Washington
24Shared LeadershipPrincipals must disavow themselves of the notion that they must be leader for each person in the school. Instead they entrust and enable all staff to grow meaningful relationships with one another.Gordy Donaldson, 2000Where there is less reliance on “hero” leader, teachers share leadership. Teaching and learning improve.Heller & Firestone, 1994
26professional learning Principals as good managersPrincipals as instructional leadersPrincipalsengage inshareddecision-makingPrincipals encourageprofessional learningcommunities
27A Model of Effective Job Performance The individual’scompetenciesThe job’sdemandsThe organizationalenvironmentEffective,specific actions orbehaviorBoyatzis, R.E. (1982) The competent manager: a model for effective performance. New York: John Wiley & Sons.
28…teacher leadership development should be approached as an issue of organizational change and not merely a task of enhancing individual opportunity and capacity.Smiley & Denny
29What Conditions Need to Be Present to Enhance Student Learning What Conditions Need to Be Present to Enhance Student Learning? Newmann and Wehlage, 1995Schools as Professional CommunitiesTeachers pursue a clear shared purpose for all students’ learningTeachers engage in collaborative activity to achieve the purposeTeachers take collective responsibility for student learningNewman & Wehlage, 1995
30Which is most like your school? Fragmented individualismBalkanizationContrived collegialityCollaboration(Andy Hargreaves)
31Learning CommunitiesIndividual intelligenceCollective intelligenceIsolationCollaborationLearnedLearnersInformation as asset to be protectedInformation as resource to be distributed
32Learning CommunitiesStruggling aloneProblem solving with others“My” studentsCollective responsibilityLocus of control for student learning lies with teachers“Students can’t learn”Teacher leadersin formal rolesEvery teacher is a leader
33Leading in a culture of change does not mean placing changed individuals into unchanged environments. Rather, change leaders work on changing the context, helping create new settings conducive to learning and sharing that learning.Fullan, 2001
34Is the context in your school supporting teacher leadership? School Context?Is the context in your schoolsupporting teacher leadership?
35Developmental FocusAre teachers supported in learning new knowledge and skills & encouraged to facilitatethe learning of others?