NGSS Early Implementers is a six-year initiative created to help eight California school districts and two charter management organizations, supported by WestEd's K-12 Alliance, implement the Next Generation Science Standards (NGSS). Administrators need learning opportunities if they are to adequately understand the substantial shifts of the Next…

From 1985 through 1989, studies were made annually of the administrative needs of school leaders in Georgia. This document functions as a guide for the Georgia Education Leadership Academy, as it looks ahead to the future of staff development for Georgia's school leaders. In 1985-87 and 1989, superintendents were asked to rate 61 common…

A California school board approved a transition scheme that involved a five-month overlap period during which the soon-to-retire superintendent was joined by a deputy superintendent. The deputy superintendent's primary responsibility was to get acquainted with the district. Separate impressions from each person are offered to help other school…

To ensure the quality of school leadership in the future requires the following: (1) improving financial incentives; (2) strengthening administrator training programs; and (3) raising certification requirements. (MLF)

The new age of education shows an increasing focus on human development through family involvement, community learning resources, community social service, staff development, involvement, technology, learning climate, and motivation/reward systems. Integration of these areas calls for skills that are not traditionally taught to school leaders.…

In this resource, educational coach Karla Reiss helps superintendents, principals, and teachers understand the fundamentals of effective leadership coaching programs that result in long-lasting educational change. Using a balance of theory and practice, Reiss offers 11 core competencies adopted by the rapidly growing coaching profession including…

The views of Georgia school superintendents on leadership preparation and the role of principals are examined to determine future directions and standards for preparing public educational leaders in the state. Data were collected from 182 (97 percent) of the state's total of 187 superintendents. In the first part of the paper, Georgia…

Case studies, interviews, letters, and nationwide questionnaire responses from hundreds of administrators constitute the data for this report. The first chapter discusses the meaning of and the reasons for staff development; the effect of staff development on school and community; the increasing role of teachers, principals, and school boards; the…

Local school boards bear the responsibility for goal-setting, policy-making, hiring, firing, construction, curriculum, and budget allocations. Competent boards need to become and remain informed about emerging, continuing, and future issues. School boards are turning to annual inservice programs to improve their decision-making skills. A sample…

The management principles set forth in this handbook encourage broad public and employee involvement. The first of three sections, "Management in Education," looks at the current state of the art, the potential benefits of sound management, and what school boards can do to encourage development of a true management process for their districts. The…

While considerable attention is paid to training and development for teachers, not enough is paid to the training of educational leaders, this paper contends. The aim of this paper is to provide an analytical groundwork and comprehensive direction for reform of educational leadership training to help policymakers design specific solutions to…