Transformational School Leaders What kind of leader is needed in today’s schools?

1. The Development of Collaborative Educational Leaders: Performance on PA and National Leadership StandardsEducational Administration ProgramThe School of Education, Drexel University

2. Transformational School LeadersWhat kind of leader is needed in today’s schools? Leaders who can transformschools: • around a consensus vision for students’ 21st century learning • and can establish a learning/collaborative culture throughout the school and community.

3. Drexel’s Educational Leadership Program How does Drexel’s School of Education develop transformational leaders?

4. With a Leadership Standards Framework National Leadership Standards • Vision • School Culture • Management • School/Community • Ethics, Integrity • Wider Contexts • Internship

5. National and State Standards Framework • In the Drexel Program, students must perform on the national leadership standards (ISLLC, ELCC). Aspiring leaders in PA must perform on the PA Leadership Standards (PIL) • What is the alignment of the PA Leadership Standards to the National Leadership Standards?

6. The alignment of PA Leadership Standards to the National Standards • Vision • The leader ..creates an organizational vision around personalized student success. • The leader is the architect of standards-based reform in the school. • The leader uses appropriate data to inform decision-making at all levels of the system. • School Culture • The leader creates a culture of teaching and learning with an emphasis on learning. • Management • The leader manage resources for effective results.

7. The alignment of PA Leadership Standards to the National Standards • School/Community/Parents • The leader collaborates, communicates, engages and empowers others inside and outside of the organization - to pursue excellence in learning. • Ethics, Integrity • The leader operates in a fair and equitable manner with personal and professional dignity. • Wider Contexts • The leader advocates for students in the larger political, social, economic, legal and cultural contexts • Internship • The leader supports professional growth of self and others through practice and inquiry.

8. Leadership Standards Framework How does using a Leadership Standards Framework create a transformational school leader?

9. A Comparison • The answer to this question can be seen in a comparison between a school leader who does not use a standards framework (traditional) and one who does (transformative).

10. Traditional Educator Leadership Model A more traditional model that does not use a standards’ framework for leadership often uses “management” as its core organizing principle.

11. Results of using a traditional model Though it is necessary to manage an organization well, Constant rapid change and external accountability requirements (such as NCLB), can result in a feeling of being over-whelmed by events outside of one’s control.

12. Stress Factors in Leadership • A teacher describes his observations of external pressures on a school leader. • http://www.thirteen.org/edonline/leadership/external.html • Click on “Under Pressure” • This video clip and others in this ppt. are from: “ED/Online, Inside Leadership: A Toolkit for new and aspiring principals.” This website resource is an outgrowth of Thirteen's award-winning documentary series “A Year of Change: Leadership in the Principal's Office,” National Broadcasting System, 2005, Funded by the Wallace Foundation.

13. Results of using a traditional leadership model • If one places this traditional school leadership model within the standards framework, one sees the use of the Management Standard as the basis for organization and control. • The other standards of: school culture, vision, ethics, parents/community, wider networks and lifelong professional growth, are addressed throughthe Management Standard.

14. Traditional School Leadershipviewed within aStandards Framework Management Vision School Management Parents/ Ethics Wider Internship Culture Community Contexts

15. What happens when the standards framework is used? Two things happen. • First, the Vision Standard (which describes a school or district and community’s plan for students’ 21st Century learning/performance) becomes the organizing and sustaining principle through which the school’s mission gets accomplished and evaluated.

16. What happens when the standards framework is used? Secondly, a school culture of learning, is established to support the work.

17. Standards Framework The school or school district becomes a learning organization.

18. Transformational School Leadership Standards Framework Vision Vision/ Mission School Mgt Parents/ Ethics Wider Internship Culture Community Contexts

19. Constant Change is the Norm • How will school leaders respond to change? • In the traditional model, change is incremental and often done in a crisis mode as a reaction to an outside event. • In the transformational model, leaders facilitate and manage change as they serve the school’s vision. • This is called, “2nd order change.” It transforms the entire organization.

20. Standards Framework • Standard 1 VISION • The leader ..creates an organizational vision around personalized student success. • The leader is the architect of standards-based reform in the school. • The leader focuses on school improvement and acts as an agent of school reform.

21. Example of a leader facilitating a consensus vision/mission A School leader talks about how she first shares her personal school vision with the staff and community; then works with them to create a collective mission. http://www.thirteen.org/edonline/leadership/establishing.html Click on “A Collective Mission”

22. Standard 2: School Culture and Student Learning The School Culture Standard has two parts: • Establishing a learning culture to support the school’s vision of students’ 21st Century learning goals --

23. Standard 2: School Culture and Student Learning And secondly, Providing needed resources, commitment and time for learning, collaborative work and building leadership capacity throughout the system.

24. Standard 2: School Culture and Student Learning • New York Chancellor, Joel Klein, explains how important school cultures are in shaping high expectations for both staff and students. This happens through staff-wide instructional leadership. • http://www.thirteen.org/edonline/leadership/instructional.html • Click on “A Culture of Success”

25. Standard 3: Mangagement of finances, facilities and resources to serve the school’s vision • Dr. Sandra Stein talks about the need to be strategic in managing the work of the school -- so that all staff, parents, students and community can be a part of the important work to reach the instructional goals (vision). • http://www.thirteen.org/edonline/leadership/day.html • Click on “The Strategic Principal”

26. Standard 4:School, Parents and Community “The leader collaborates, communicates, engages and empowers others inside and outside of the organization to pursue excellence in learning.”(PIL Standard) • Rafaela Espinal-Pacheco talks about engaging the community through conversations to build on “what works” toward a consensus about student learning goals. • http://www.thirteen.org/edonline/leadership/effecting.html • Click on “Struggling with Inheritance”

27. Standard 5: Integrity, Fairness and Equitable Manner • “The leader operates in a fair and equitable manner with personal and professional dignity.” (PIL standard) • Alexandra Anormaliza talks about the importance of building trust with the staff. • http://www.thirteen.org/edonline/leadership/effecting.html • Click on “Trusting by Example”

28. Standard 6: A leader is a student advocate within the larger contexts: political, legal, social, economic and cultural • A school leader will need to continue learning about, deal with and influence others in all the wider contexts that affect schools. • In this video clip, a mentoring principal, Neil Opramalla, describes how he helps a new principal with that learning process. • http://www.thirteen.org/edonline/leadership/external.html • Click on “Managing Regulations.”

29. Standard 7: Internship and Lifelong Learning • PIL standard: “The leader supports professional growth of self and others through practice and inquiry.”

30. A Mentoring Administrator • A mentoring administrator provides an invaluable learning experience for principal interns. • Larry Wilson talks about the effective ways his mentoring principal supported and helped him to grow in leadership. http://www.thirteen.org/edonline/leadership/professional.html Click on “A Rewarding Relationship”

31. A Reform Principal describes his school leadership within a standards’ framework of practice. • Dr. Anthony Irvin, Principal University City High SchoolPhiladelphia School District • Dr. Irvin is an Adjunct Professor in the ED ADMIN program at Drexel University.