Educational leaders are facing unprecedented challenges that many do not feel prepared for, especially when it comes to promoting equity. Ann Ishimaru explains that an expansive view of leadership that incorporates historically marginalized youth, families, and communities will enable schools to better serve all students. Schools have a history of…

One of the most devastating effects of the COVID-19 pandemic is the increasing hopelessness and despair experienced by many students, especially those living in poverty where the lack of resources prevents them from accessing high-quality learning, health care, and social programs. Bruce Barnett describes the enormity of the problems associated…

School leaders pour time and energy into others all day, every day. To keep them energized and build their capacity to lead, principals need to connect with others and engage in conversation around effective practices. A new model of professional development known as Edcamp offers a place where school leaders can stay abreast of emerging practices…

The Comprehensive Assessment of Leadership for Learning (CALL) is a formative assessment that provides feedback to schools on the research-based leadership practices necessary to improve teaching and learning. Instead of focusing on an individual leader, CALL measures leadership practices in tasks carried out by actors across the school and…

Superintendents have the responsibility to engage in the act of teaching their colleagues what they have learned about the most important work of school districts--ensuring high student achievement. They also must provide strong leadership that will foster and nurture powerful learning communities.

The author tells how he employed leadership skills to help turn around a failing school loaded with at-risk students. Dayton's Bluff Elementary School was one of the worst in St. Paul when Von Sheppard took over as principal in 2001. Changing the staff and attitudes at the largely low-income, minority majority school in a tough neighborhood helped…

When students are hopeful, they do better in school and in life. Hopeful students have better grades and score higher on assessments. The Gallup Student Poll finds that about half of U.S. students are hopeful. Principals and other adults in a school should spread hope among students by creating excitement about the future, teaching students the…

Principals have a strong role to play in forming school cultures that encourage change. Changing a school's culture requires shared or distributed leadership and instructional leadership. A multiyear study found that three elements are necessary for a school culture that stimulates teachers to improve their instruction: 1) Teachers and…

This article describes 10 lessons learned from two decades of new teacher induction. These include: (1) A new teacher induction program requires a systemwide commitment to teacher development; (2) Induction programs accelerate new teacher effectiveness; (3) Standards-based formative assessment tools document impact; (4) Induction programs build a…

A personalized school is one in which each individual person, whether student or teacher, matters a great deal and has a program that is good for him or her. Today, schools are faced with an equally large transition from arbitrary grouping patterns to personalized learning alternatives. Unfortunately, they are also currently blessed with policy…

Veteran principals are among the victims of "community control," Chicago style. Presents a chapter from the "Krug Report" published by the Chicago Tribune, with observations, inpressions, and educated insights based on many interviews, visits, and long-time contacts with schools. Attempts to help the public better understand…

Outlines four areas in which parents, teachers, and communities can work together to improve teacher performance: teacher recruitment, the quality of principals, assistance to classroom teachers, and a shift to a philosophy of shared responsibility for education. (Author/IRT)

Describes an elementary school principal's struggle to obtain parent, staff, and student assistance with problem student behavior at neighborhood bus stops. Instead of personally monitoring bus stops, this principal shared her authority, took some risks, improved her patience and listening skills, identified common goals, and involved many people…

Community education appears to be peculiarly vulnerable to bureaucratic restrictions. Consequently, successful community education endeavors appear to require basic role changes among teachers, principals, supervisors, superintendents, and board members. (Author/JH)