Building Leadership: The Knowledge of Principals in Creating Collaborative Communities of Professional Learning

Research literature is replete with the importance of collaboration in schools, the lack of its implementation, the centrality of the role of the principal, and the existence of a gap between knowledge and practice--or a "Knowing-Doing Gap." In other words, there is a set of knowledge that principals must know in order to create a collaborative workplace environment for teachers. This study sought to describe what high school principals know about creating such a culture of collaboration. The researcher combed journal articles, studies and professional literature in order to identify what principals must know in order to create a culture of collaboration. The result was ten elements of principal knowledge: Staff involvement in important decisions, Charismatic leadership not being necessary for success, Effective elements of teacher teams, Administrator‘s modeling professional learning, The allocation of resources, Staff meetings focused on student learning, Elements of continuous improvement, and Principles of Adult Learning, Student Learning and Change. From these ten elements, the researcher developed a web-based survey intended to measure nine of those elements (Charismatic leadership was excluded). Principals of accredited high schools in the state of Nebraska were invited to participate in this survey, as high schools are well-known for the isolation that teachers experience--particularly as a result of departmentalization. The results indicate that principals have knowledge of eight of the nine measured elements. The one that they lacked an understanding of was Principles of Student Learning. Given these two findings of what principals do and do not know, the researcher recommends that professional organizations, intermediate service agencies and district-level support staff engage in systematic and systemic initiatives to increase the knowledge of principals in the element of lacking knowledge. Further, given that eight of the nine elements are understood by principals, it would be wise to examine reasons for the implementation gap (Knowing-Doing Gap) and how to overcome it.

A note on the unprecedented strandings of 56 deep-diving whales along the UK and Irish coast

In the first seven months of 2008, eighteen Cuvier’s beaked whales (Ziphius cavirostris), four Sowerby’s beaked whales (Mesoplodon bidens), five unidentified beaked whales and twenty-nine long-finned pilot whales (Globicephala melas) were reported stranded in the UK and Ireland. Decomposition of those animals investigated puts the predicted time of death at mid-January. Concerns that an unusual mortality event had taken place prompted further investigations. Most carcasses were too decomposed for necropsy. A summary of findings is presented here. Although the initial stranding of five Cuvier’s beaked whales in Scotland shared some similarities with atypical mass stranding events linked in time and space to mid-frequency naval sonars, there were two important differences with the remaining strandings during this period. First, the geographical range of the event was very wide and second, the strandings occurred over a prolonged period of several months. Both of these factors could be related to the fact that the mortalities occurred offshore and the carcasses drifted ashore. The cause(s) of this high number of strandings of mixed offshore cetacean species during this period remain undetermined.

Review of Deep Time and the Texas High Plains: History and Geology by Paul H. Carlson

This brief book is a history of the Lubbock Lake Landmark site, a nationally recognized archeological site located on the Texas southern High Plains on the north side of the city of Lubbock. The location has been the subject of intense investigations by archaeologists since 1939. Paul H. Carlson, a noted author and professor of history at Texas Tech University, states that his purpose was to go back through what John McPhee called "deep time" to show how the Lubbock Lake location was formed and was used by humans through time. He accomplishes this in five chapters.

Acoustic Detections of Singing Humpback Whales in Deep Waters Off The British Isles

From October 1996 through September 1998, we used bottom-mounted hydrophone arrays to monitor deep-water areas north and west of the British Isles for songs of humpback whales (Megaptera novaeangliae). Singing humpbacks were consistently detected between October and March from the Shetland- Faroe Islands south to waters west of the English Channel. Temporal and geographic patterns of song detections, and movements of individually tracked whales, exhibited a southwesterly trend over this period, but with no corresponding northward trend between April and September. These results, together with a review of historical data from this area, suggest that the offshore waters of the British Isles represent a migration corridor for humpbacks, at least some of which summer in Norwegian (and possibly eastern Icelandic) waters. The migratory destination of the detected animals remains unknown, but the limited data suggest that these whales are bound primarily for the West Indies rather than historical breeding areas off the northwestern coast of Africa. Humpbacks detected in British waters after early to mid- March probably do not undertake a full migration to the tropics. These data provide further evidence that singing is not confined to tropical waters in winter, but occurs commonly on migration even in high latitudes.

When the Romance is Over: Follower Perspectives of Aversive Leadership

While leadership is indisputably one of the most pervasive topics in our society, the vast majority of existing research has focused on leadership as a positive force. Taking a follower- centric approach to the study of leadership, we integrate research on the Romance of Leadership and the dark side of leadership by examining followers’ perceptions of aversive leadership in the context of public high schools. Although Meindl, Ehrlich, and Dukerich (1985) demonstrated that the Romance of Leadership also includes the overattribution of negative outcomes to leaders, subsequent research has failed to explore the implications of this potentially darker side of romanticizing leaders. Specifically, we examine perceptions of principals’ aversive leadership and traditional affective, behavioral, and performance outcomes of followers in a sample of 342 dyads. Followers assessed their principals’ leadership behaviors and self-rated their levels of job satisfaction, self-efficacy, and resistance, while principals assessed their followers’ citizenship behaviors, complaining behaviors, and job performance. Results show that perceptions of aversive leadership are positively related to follower resistance and negatively related to followers’ job satisfaction. In addition, a usefulness analysis revealed that follower-rated variables were significantly related to perceptions of aversive leadership above and beyond leader-rated variables, suggesting that the relationship between negative outcomes and aversive leadership may be more constructed than real. In sum, the tendency to romanticize leadership may also lead to a proclivity to readily misattribute or overattribute blame to leadership as a convenient scapegoat for negative outcomes. Alors que le leadership est incontestablement l’un des thèmes les plus envahissants de notre société, la grande majorité des recherches existantes a porté sur le leadership en tant que force positive. En adoptant une approche centrée sur le suiveur dans l’étude du leadership, nous examinant la perception qu’ont les collaborateurs du leadership insupportable dans le contexte des lycées publics. Quoique Meindl, Ehrlich, et Dukerich (1985) aient montré que la Romance du Leadership inclut aussi la surattribution de résultats négatifs aux leaders, les recherches ultérieures ont méconnu les implications de cet aspect potentiellement plus sombre des leaders idylliques. Nous analysons en particulier sur un échantillon de 342 dyades la perception du leadership répulsif du proviseur et les résultats habituels des collaborateurs en rapport avec l’affectivité, le comportement et les performances. Les collaborateurs ont noté les comportements de leadership de leur proviseur et auto-évalué leur niveau de satisfaction au travail, d’efficience et de résistance, alors que les proviseurs appréciaient les conduites de citoyenneté et de revendication, ainsi que la performance professionnelle. Les résultats montrent que la perception du leadership répulsif est Positivement reliée à la résistance du suiveur et négativement à sa satisfaction professionnelle. En outre, une analyse des plus fructueuses a révélé que les variables évaluées par les collaborateurs étaient significativement en relation avec la perception du leadership répulsif, bien plus qu’avec les variables évaluées par les leaders, ce qui indique que la relation entre les résultats médiocres et le leadership négatif serait plus construite que réelle. Au total, le penchant à l’idéalisation du leadership peut aussi bien conduire à une propension à trop facilement condamner à tort et à travers le leadership qu’à la désignation d’un bouc émissaire tout trouvé pour expliquer de mauvais résultats.

Omaha Agri-Business Club Leadership Award Presentation

It is a real pleasure to present the 2006 Omaha Agri- Business Club Leadership Award this evening during National Agriculture Week. I commend the Omaha Agri-Business Club for establishing this fine award. We always need to celebrate the accomplishments of individuals whose leadership efforts contribute to our agricultural industry which is the backbone of Nebraska and our nation.

Carl Albin Spader Leadership Luncheon

In the past two years you've had a number of opportunities to explore and strengthen your own, personal leadership abilities. You've also been able to observe and study the leadership styles of people working at the state, national, and international levels.