Knowledge mobilization on decision making for school improvement : Canadian principals learning network.

Principals duties have expanded beyond instructional leadership. Roles now include being curriculum leader, supervisor, manager, head of finance, administration, compliance, and legal matters, and so on. These additional responsibilities impact their decision-making in relation to teaching, learning and school improvement in general. How, and on what basis, they make these decisions is crucial both to their development as instructional leaders and to educational reform processes. To contribute to knowledge on principals’ decision making skills, we have created a strategic knowledge mobilization initiative called 'Canadian Principals Learning Network (CPLN)'. Through a variety of face-to-face and online activities, it collaboratively links together an international group of practicing principals and university-based researchers with related expertise. This paper describes the initiative and outcomes.

Treatise on the breeding and managemnt of live stock, in which the principals and proceedings of the new school of breeders are fully and experimently discussed.

Mode of access: Internet.

Secondary school inclusion rates: The relationship between the training and beliefs of school site principals and the implementation of inclusion

Programs require strong support and guidance from those in leadership positions to ensure proper implementation (Fullen, 2001). Consequently, school site principals must rely on the training they have received to support them in making appropriate decisions. It is the school site principal’s leadership that is pivotal in the success of students with disabilities (DiPaola & Walther-Thomas, 2003; Monteith, 2000). In fact, the principal has a moral obligation to provide an environment that supports social justice in schools (Grogan & Andrews, 2002). The inclusion of students with disabilities does just that—it ensures that these students are not segregated to a “separate but equal” education. This study utilized a participant survey to collect data on principals’ beliefs and training in special education. This information was compared to the percentage of time students with disabilities spent with their non-disabled peers in the principals’ respective schools. An analysis was conducted to identify if a linear relationship exists between the selected variables and the inclusion percentages. Open-ended questions were included in the original survey which allowed for a thematic analysis of the responses. These responses were utilized to allow participants to further express their thoughts on the identified variables. Results indicated that there were no statistically significant relationships identified between the beliefs and training of secondary school site principals and the percentage of time that their students in special education spend with their non-disabled peers. Although the original research questions were not supported, further post hoc analysis indicated that the results obtained did support that the principals believed inclusion had a social benefit to students. Additional investigation into the academic benefits of inclusion is still needed. In addition, principals who indicated that they had some type of training in special education indicated a higher percentage that the individual student should be the focal point when making placement decisions. These results support the need for further research in the area of principal preparation programs and their relationships to the daily practice of school site principals.

School Efficacy and Educational Leadership: How Principals Help Schools Get Smarter

Schools become learning communities when both teachers and students exert extraordinary commitment and performance. When shared leadership between administrators and teachers is fostered, students benefit academically. This is called school efficacy. In this action-research paper, two principals in low-performing, high-poverty urban schools share their recommendations for fostering higher student achievement, making their respective schools smarter.

Perceptions of the Induction Process of Intern Principals in a Large Urban School District

This study presents perceptions of principals in a leadership induction program in a large urban school district in the southeastern United States. Qualitative research procedures were used to document experiences of principals. Theoretical constructs guiding the study were professional socialization, organizational socialization, and instructional leadership.

Unrecognized Exodus, Unaccepted Accountability : The Looming Shortage of Principals and Vice Principals in Ontario Public School Boards (Working Paper 24)

To the apparent surprise of policy makers at the provincial and school board levels, Ontario’s public schools are about to experience a massive exodus of principals and vice principals. This report, funded by a grant from the Ontario Principals’ Council, details the scale of the retirement wave currently hitting Ontario’s public school boards. Data collected from 946 practicing school administrators suggest that the retirement rates will be almost 20 per cent higher than provincial estimates. Anecdotal evidence suggests that the pool of qualified candidates for these positions is also shrinking. Already, fewer individuals are applying for each available vacancy. The study examines the major dissatisfiers in the current role of school principal as experienced by incumbents. Interviews were also conducted with 92 individuals identified as exceptional candidates for the principalship who had opted not to follow that career path in order to determine what factors they found most important in their decision making. The report concludes with recommendations for the province, school boards and principals' organizations.

The intersectorial approach in providing guidance and school support. The perspective of counsellors, tutors and principals

The provision of guidance and educational support requires joint work and the collaboration of different professionals and institutions, especially when we face complex problems that require a high level of specialization and the combination of knowledge from different areas. The research has aimed to examine the proximity of the institutional system of guidance and support to school in nine Autonomous Communities, to the intersectorial approach of counselling. We present the results of a descriptive study using the survey method, which allows knowing the opinions of counsellors, tutors and principals of Primary and Secondary Compulsory Education about the collaboration with the local public services (social, health, education, and employment) in the specialized support to students and schools. The final sample consisted of 9732 subjects who were selected from a random sampling proportional to the size of the subpopulations of each Autonomous Community. Results indicate how, in general terms, there is collaboration among the school and the local public services, although not as frequently as it would be desirable. In the same way, the professionals that were interviewed believe that the collaboration with social and educational services is quite adequate, but the assessment is not as positive when health and employment services are analysed. Finally, taking into account the different professionals considered, tutors from both educational stages are the ones that show a higher degree of satisfaction with the collaboration between the school and the local public services, except in the case of social services.

The enactment of the New Basics Project in a special school

This study investigates the impact of the New Basics Project on teachers at a special school for students with intellectual impairments. The study is aimed at exploring the complex nature of the work of special educators as they enact the New Basics curriculum with a particular focus on the teachers’ opinions about challenges that arose for their curriculum, pedagogy and assessment practices. Attention is also paid to how the principal’s leadership supported the enactment of the New Basics in respect to what he did and why he used particular strategies. The nine teachers and their principal were involved in a series of in-depth, semi-structured interviews from one of only three special schools in phase one of the New Basics trial in Queensland, Australia. These interviews produced data from the special educators as they were confronted with a new curriculum that challenged their previous teaching practices. The enactment of the New Basics curriculum occurred within the context of a state-sanctioned mandate to provide alternative programs to those offered in mainstream schools, for students with special needs. This thesis explores these teachers' experiences using critical theory as a basis for analyzing their opinions on issues such as the role of the special educator, tensions between old and new curricula, pedagogical and assessment practices, and connections between the at-school learning experiences for intellectually impaired students and the realities of post-school life. The investigation also examines the leadership conduct of the principal in changing times at the school. The findings suggest that the New Basics has played a significant role in providing structures for developing communities of practice amongst teachers; in supporting special educators to focus more on the educational needs of the students (e.g., literacy, numeracy, financial planning) and less on their medical needs (e.g., toileting, feeding, personal hygiene); and supporting school leadership that empowers and listens critically to teachers as essential components of the successful enactment of curriculum reforms like the New Basics.

Principals as architects of formal mentoring programs in schools

An important responsibility of principals in schools is fostering a healthy learning-rich environment for both staff and students. Previous research (Duignan & Gurr, 2008; Ehrich, 1998; Leithwood & Day, 2007; Nias, Southworth, & Campbell, 1992) has shown that effective principals create opportunities for teachers to learn with and from each other. For instance, they are involved in establishing supportive structures and creating environments for collaboration and learning to take place (Leithwood & Day, 2007). They do this in a variety of ways such as providing resources and professional development opportunities, structuring time for staff to learn and work together, and establishing a host of other conditions to facilitate learning and sharing.

Examining the issues and dynamics of ethical dilemmas faced by school leaders

The roles and responsibilities of school leaders in most countries across the world have become more complex and challenging in recent years. In large part, this complexity has resulted from the discontinuously changing contexts and day-to-day dynamics within which principals lead their schools. Indeed, principals are now faced with having to make a plethora of decisions in an environment of competing priorities, and with consideration for the interests of students, teachers, parents and the school and wider community. Many of these decisions present as dilemmas for school leaders, where the choices for action often involve not just choosing from ‘right’ versus ‘wrong’ alternatives but also frequently from ‘right’ versus ‘right’ alternatives (Kidder, 1995). Underlying many such decisions are issues of values, principles and ethics. Dilemmas of an ethical nature arise such that principals enter a complicated ‘minefield’ of decision-making (Dempster & Berry, 2003) where significant implications results not only for those at the core of the particular decisions but also potentially for the wider school community and beyond.

Can theories about leadership in schools inform the work of Principals in schools?

This paper explores recent theorising on the ways in which Principals exercise leadership in their schools with reference to the Leading 21st Century Schools Project in Australia. First, it provides an historical overview of approaches to leadership. Second, it utilises a rhetorical question about leadership to analyse the ways in which leadership and management tensions pose challenges to Principals' efforts to capacity build their staff. Third, it and suggests that the notion of distributed leadership has been the most useful method in fostering Asia literacy in the Leading 21st Century Schools Project.

Appreciating diversity: Confronting homophobia at school

The development of sexual identity is a complex, lifelong process involving the interplay of sex, gender and orientation, occurring within a social framework of heterosexual dominance (Murray 2001). Australia has a richly diverse culture and, at some point in our lives, we will all meet people, who look, think, live, or act differently to ourselves. Through understanding and celebrating the diversity of our culture, we enrich our lives and the lives of others. Schools influence how boys (and girls) see themselves and each other; those of us who work in schools cannot pretend to be outside the process of gender construction. In our daily business we send messages, set boundaries and respond with support, disinterest or censure to the acting out of various masculinities and femininities.