This case provides principals and principal licensure candidates an opportunity to delve into the nuances of supervising teachers in content areas, which may be unfamiliar, and to explore strategies for increasing knowledge about the structures and emphases of the "Common Core State Standards" (CCSS). The case presents issues related to…

As many states and districts rethink teacher supervision and evaluation, the team at the Measures of Effective Teaching (MET) Project, funded by the Bill and Melinda Gates Foundation, has analyzed thousands of lesson videotapes and studied the shortcomings of current practices. The tentative conclusion: Teachers should be evaluated on three…

Many principals use harassing supervision to encourage low-performing teachers to leave. Principals are driven to this tactic because teacher evaluation systems don't systematically identify low-performing teachers, principals don't understand the teacher removal process, principal training programs don't build principal expertise in hiring and…

Principal leadership is second only to teacher quality in influencing student achievement. A national effort exists to retool teacher supervision by linking student outcomes to teacher evaluation. There is growing interest in raising the level of professional practice by building local, practical, honest and collegial professional learning…

Describes importance and organization of principal classroom visits to observe teaching and learning. Includes six observation checklists that include characteristics of good learning environment, characteristics of good teaching, patterns of teacher behavior, characteristics of student learning, questions to ask students who are on task, and…

Examines the role of the school principal in promoting the professional development of teachers under conditions of mutual visibility while fulfilling regular school responsibilities. Argues for the professional development of principals so they can become more effective adult educators. (Author/MK)

Offers a supervision plan designed to help identify teaching deficiencies, assist in planning and managing improvement, and create situations promoting dialogue beween principals and teachers. The plan involves yearly goal setting, pre- and postobservation conferences, and an informal observation process. (MLH)

Contends that evaluation is determining whether a teacher is doing a good job and rating the teacher's performance, whereas supervision is determining what's happening in the classroom and perhaps giving a little advice. Steps to better evaluation include discarding checklists and annual formal evaluation, and providing opportunities for teacher…

Describes how an elementary principal dealt with her role of supervising and evaluating the teachers in her school. (JOW)

Superlative performance ratings for the vast majority of teachers may indicate a problem, not a solution, to the quest for educational excellence. This article suggests ways to discourage overrating teachers and playing "pass the turkey." Successful teacher evaluation involves a team approach and a shift in principals' priorities. (MLH)

Describes a supervisory technique (the "O Cycle") based on observing and critiquing teachers, and a way that a small group of principals can create its own in-service program to acquire the skills required to use the technique. (IRT)

Presents a practical, research-based process to help principals assist teachers in developing questioning skills. Measurable elements of effective questioning include teaching style, levels and types of questions, wait time, modeling of mental processes for answering questions, and use of transfer. Includes 20 references. (MLH)

The proposed Instructional Technologist Model is based on a closed loop feedback system allowing for continuous monitoring of teachers by expert instructional technologists. Principals are thereby released for instructional evaluation and general educational management. (MJL)

In New York City, the assistant principal for supervision is responsible for staff development and improvement of student outcomes in specific subject areas. High schools have four to eight such positions. These administrators teach one to three classes daily, depending on department size. They train teachers, develop curricula and testing…

Teachers who can trigger the "goose bump" response have probably mastered the fine art of teaching. Such teachers are enthusiastic, excited about their subject matter, and genuinely care about their students. When "artistic" teachers manifest glaring teaching deficiencies, the sensitive principal overlooks these flaws or handles them without…