In this era of the Great Resignation, when nearly 40% of principals anticipate leaving their roles, districts need more resilient leaders who can meet the challenges ahead. The past two years--from the global pandemic to the national social justice movement--have created a vastly more complex and demanding environment for school leaders. The need…

Part of the Stanford Center for Opportunity Policy in Education (SCOPE) research series titled "Teachers' Time: Collaborating for Learning, Teaching, and Leading," this case study looks at Hillsdale High School, a large, comprehensive high school located in San Mateo, California, a high-tech enclave of Silicon Valley nestled 23 miles…

The ultimate outcome of this work is to support students, families, and educators (includes all school members who collectively support students) during the transitions back to school during and following the global pandemic in a manner that prioritizes their health and safety, social and emotional needs, and behavioral and academic growth. This…

Educational leaders have a comprehensive responsibility for how preschools and schools work with children in need of special educational support. The aim of this research is to study how educational leaders (a) explain why children have problems in schools, (b) consider how preschools/schools should help children in need of special support and (c)…

Argues that college trustees and administrators must move beyond their image as docile and weak followers, and learn how to follow the leader they have chosen. Five follower types are identified, focusing on the characteristics and responsibilities of "exceptional" followers, who work closely with the leader and actively participate in decision…

A school board member and a superintendent realized in their three years of working together in a Florida school district how crucial the board/superintendent relationship is to a smoothly running school district. Advises board members and superintendents to keep their roles straight and to work as a team. Offers guidelines to board presidents.…

Professionals who have worked with school leaders say conflict results from the board and superintendent stepping into each other's territory. They advise: beware the revolving door; keep your roles straight; redefine your concept of power; build trust; know where you're going; and know when to cut your losses. A sidebar lists resources. (MLF)

This project was designed to develop instructional materials to prepare teachers of students with disabling conditions and other professional personnel to assume responsibilities as classroom managers and supervisors. The first two parts of the manual, for policy makers, administrators, and staff developers, contain: (1) information about the…

Building the proper climate in the communication process depends upon the beliefs of the persons in leadership roles. Team operation and the establishment of the proper operational climate depends upon the behavior and contribution of each member of an organization as well as the chief administrator. The administrator who makes an effort toward…