The COVID-19 pandemic plunged education communities into an emergency mode of operation and challenged the pedagogic core of education. Schools across America suddenly lost access to everything essential to their daily educational practices, including face-to-face interactions with students. School administrators scrambled to devise remote…

Formal collaborative structures for teacher teams as professional learning communities (PLC) have long been a supported practice aimed at changing instructional practice and increasing student outcomes in a cycle of continuous improvement. The purpose of this study was to evaluate the implementation of PLC teams at the middle school level in a…

Possessing core beliefs and a leadership philosophy is essential to undergird the work of college leaders, particularly during a time of systemic organizational change. This chapter delineates what college leaders should do to establish ethical decision-making and ethical leadership practices.

To be an effective school leader, one must respond promptly and honestly to performance concerns. Unfortunately, this is often a difficult and uncomfortable job to do. Hall looks at various ways that school leaders can fail at handling poorly performing teachers and then discusses the correct and fair way to handle them.

As the world becomes increasingly violent and disrupted by forces which impact on millions of families, destroying the communities and ways of life, the lives and prospects of those who survive are increasingly dependent on the humanity of others for understanding, generosity and acceptance as fellow humans. Many of those who suffer forced…

Chief Academic Officers (CAOs) hold one of the most vital senior leadership positions at community colleges. Typically thought to be the second person in charge, directly under the president, their impact on the community college is crucial. CAOs have historically been considered the next in line to the president, and community college presidents…

Existing distributed leadership (DL) theories tend to focus on distributing financial, material and human resources in order to enhance school performance. However, their impact appears controversial. Critical scholars assert that using DL to promote trust and democracy can be a self-fulfilling prophecy orchestrated by few formal leaders. When…

American higher education is in crisis. Persistent opportunity and achievement gaps limit college access and completion for low-income and underrepresented students. Fewer students are completing their studies on-time, thus prolonging their entry into better paying, career-focused employment. Meanwhile, the cost of attending college and related…

As COVID-19 unfurled around the world in early 2020, it triggered volatility, uncertainty, complexity and ambiguity (VUCA) for school leaders. This study explores the experiences of four school leaders, working in inner Melbourne, Australia, through a VUCA lens, and identifies their perceptions of such contextual disruption. Data were collected…

External accountability pressures force school leaders to examine how they support effective teacher practice. Providing collaborative work time to evaluate student performance and plan for future teaching has been a common strategy to support teacher practice. We assess how teachers from two districts with differently-structured curricular…

History has created many societal structures, expectations, and barriers that keep women in a particular place where their voices are expected to remain silent and passive (Belenky, Clinchy, Goldberger & Tarule, 1997; Blount, 1998; Gilligan, 1982). According to Gilligan (1982), women have difficulty listening to their inner voices and often…

This article presents a model of shared equity leadership that helps transform campus cultures so that students, faculty, staff, and administrators from all backgrounds experience greater inclusion and ameliorates equity gaps. The research team studied campuses that have made diversity, equity, and inclusion (DEI) a campus-wide priority and made…

School safety and student well-being are crucial to the social, emotional, and academic development of young people. Many districts have turned to school security measures that offer visible signs or outward appearances of safety; however, other approaches--those that create positive and inclusive school climates--both support students' well-being…

This article is a case study describing the University College of the North's (UCN) response to the COVID-19 pandemic, outlining pandemic planning and management processes at UCN from March 11, 2020, to September 30, 2021. UCN's planning processes evolved from a top-down approach led by administration to an approach that saw greater shared…

In this report, the second in the On Shared Equity Leadership series, we highlight four distinct ways to structure Shared Equity Leadership (SEL) that we observed from our participating institutions. We lay the groundwork for understanding these structures by first describing some of the more common or traditional ways that diversity leadership…