"he old-fashioned view of leadership is that leaders are marked out for leadership from early on in their lives, and that if you're not a born leader, there's little that you can do to become one.
That's not the way we see it now. The modern view is that through patience, persistence and hard work, you can be a truly effective leader, just as long as you make the effort needed.
The articles in this section (which are drawn from our How to Lead: Discover the Leader Within You course) help you develop your leadership skills so that you, too, can become an exceptional leader."
"...If the focus of an educational system is student learning, as most mission statements claim, then leaders must compare the reality of their employment of technology with their stated intention."
Michelle,
Thanks for posting this! Honestly, one of the best, most "focused" articles I have read in a long time. It really nails the issue of having little or no focus or direction when we're swamped by layers upon layers of standards, initiatives, and skills. Makes me wonder if it might not be a good idea to choose one or two of the NETS-S as a starting point, rather than be daunted by trying to integrate ALL of them.
Haberman has studied the characteristics of successful teachers who work with high-poverty populations. He has translated those characteristics into interview questions that might predict a teacher's likelihood of success in such schools.
The
Baldrige is a set of criteria that assess a combination of three interrelated
aspects common to all systems. It is first of all a measure of the
capacity of various system components and connections. The Baldrige Criteria
force us to assess the system components and determine how well they are working
together to achieve the organization's goals. Baldrige is also a process
for determining which components and which connections add value and which do
not add value. Finally, Baldrige is a blueprint for guiding the
development of a well-connected system capable of high performance.
The Baldrige Criteria, when
fully implemented, result in a well-aligned, well-coordinated and integrated
system of practices capable of meeting and exceeding the needs, expectations,
and requirements of its stakeholders.
1.
Validate the need for improvement.
2.
Clarify organizational purpose, goals, and measures.
3.
Adopt and deploy Baldrige as the organization-wide approach to continual
improvement.
4.
Translate the Baldrige approach into aligned action at all levels of the
organization.
5.
Analyze the results and make improvements.
6.
Repeat the cycle.
"This paper briefly examines research on reflection in education and the use of new online technologies as tools to assist learners in their reflection experiences."from the International Journal of Instructional Technology and Distance Learning Jan10_article04
One of the benefits of student-led groups is that they model "real-life" adult situations in which people
work together, not in isolation, to solve problems. Students working in groups learn to work with people
from varying backgrounds and with different experiences, sharpening social skills and developing a sense of
confidence in their own abilities.
"Teachers are discovering that informally grouping and regrouping students in a variety of ways throughout the school day can make a teacher's job easier and students more productive. This teaching strategy is called flexible grouping. "
Peer Review Undergoing Revitalization
An old concept that calls for teachers to assess their own is gaining traction as evaluation comes under the spotlight.