Group items tagged

alternative epistemology of inquiry as practice, wherein the leader as scholar and his or her leadership practice are inseparable from scholarly and critically oriented inquiry.

not that of an aloof official imposing, authoritatively, educational ends and methods. He will be on the lookout for ways to give others intellectual and moral responsibilities, not just for ways of setting tasks for them . . .

More recently, efforts have been undertaken to reexamine the meaning of “scholar” within the context of educational leadership2 preparation and practice (Anderson & Jones, 2000; Jenlink, 2001b, 2001c; Riehl, et al., 2000). Preparing educational leaders as scholars invests largely in understanding a “scholar” as someone who values inquiry.

Relatedly, scholar-practitioner leadership, as a construct, represents a complex set of relationships among inquiry, knowledge, practice, and theory. These relationships have a critical intersect of the core value for and understanding of a “new scholarship”.3 This “new scholarship” defines practice, knowledge, and inquiry within the practice-based world of teachers and administrators, acknowledging the value of “local theory” and “knowledge-of-practice.” Also shaping the conceptual and practical meaning of scholar-practitioner leadership is a dimension of criticality that transforms leadership practice into leadership praxis.

In contrast, learning to lead for the scholar-practitioner is concerned less with transitional orientations of knowledge and inquiry and more with engaging in a “new epistemology” of knowledge and practice articulated through the inquiry as praxis.

A central element in scholar-practitioner leadership is criticality, which, depending on the degree of criticality, transforms inquiry, knowledge and practice.

The ideal degree of scholarly practice for school leaders seeking to create democratic learning communities would exist at a point along the primary axis, moving outward to a level of inquiry and/or knowledge-of-practice.

The criticalist “attempts to use his/her work as a form of social or cultural criticism” (Kincheloe & McLaren, 1994, p. 139). As a criticalist, the school leader engages in his or her work through leadership praxis5 guided by inquiry that is reflective, ethical, critical, and intentional. Praxis-oriented scholarly practice refers to “activities that combat dominance and move toward self-organization and that push toward thoroughgoing change in the practices of . . . the social formation” (Benson, 1983, p. 338).

A critical leadership praxis is also concerned with inequity and injustice that surface within the curricula and instructional systems of schools, as well as asymmetrical power relations that all too shape student and teacher identities along ideological lines that work to control and disadvantage some while advantaging others

leadership praxis is emancipatory, “grounded in a critical consciousness, which will manifest itself in action that will always be becoming emancipatory” (Grundy, 1993, p. 174). For the educational leader as criticalist, the question is not “Am I emancipated and how can I emancipate my staff?” but rather ”How can I engage in forms of critical, self-reflective and collaborative work which will create conditions so that the people with whom I work can come to control their knowledge and practice?” (p. 174).

The word bricoleur and its cognate bricolage come from bricole, a corruption of which is the English term brick wall. The root word of bricole means rebound. Bricoleur, as Levi-Strauss (1966) has noted, is “used with references to some extraneous movement” (p. 16)—movement in physical terms such as a ball rebounding off a wall, in sociological terms the social interaction in activities, and in psychological terms the interacting and cognitive rebounding of ideas, concepts, and feelings experienced as one individual works in relationship to others.

Noting the association with Baudelaire, bricolage, as Norris (1987) suggests, is a French word that refers to the “ad hoc assemblage of miscellaneous materials and signifying structures” (Levi-Strauss, quoted in Norris, p. 134). The bricoleur works in association with his or her culture and the material practices and artifacts available in the culture. Spivak (1976) says “the bricoleur makes do with things that were meant perhaps for other ends” (p. xix). Weinstein and Weinstein (1991) explain the bricoleur as a person who is “practical and gets things done” (p. 161). As Norris (1987) notes of the bricoleur, s/he is “happy to exploit the most diverse assortment of mythemes—or random combinartory elements” (p. 134).

the type of support and on-the-job training most teachers receive is episodic, often fragmented, and disconnected from real problems of practice.

Teachers lack time and opportunities to view each other’s classrooms, learn from mentors, and work collaboratively,”

“The research tells us that teachers need to learn the way other professionals do—continually, collaboratively, and on the job. The good news is that we can learn from what some states and most high-performing nations are doing.”

Professional Learning in the Learning Profession: A Status Report on Teacher Development in the U.S. and Abroad

Research shows that professional development should not be approached in isolation as the traditional “flavor of the month” or one-shot workshop but go hand-in-hand with school improvement efforts

U.S. teachers report little professional collaboration in designing curriculum and sharing practices, and the collaboration that occurs tends to be weak and not focused on strengthening teaching and learning.

Teachers are not getting adequate training in teaching special education or limited English proficient students

United States is far behind in providing public school teachers with opportunities to participate in extended learning opportunities and productive collaborative communities. Those opportunities allow teachers to work together on instructional planning, learn from one another through mentoring or peer coaching, conduct research on the outcomes of classroom practices, and collectively guide curriculum, assessment, and professional learning decisions

other nations provide: • Extensive opportunities for formal and informal in-service development. • Time for professional learning and collaboration built into teachers’ work hours. • Professional development activities that are ongoing and embedded in teachers’ contexts. • School governance structures that support the involvement of teachers in decisions regarding curriculum and instructional practice. • Teacher induction programs for new teachers that include release time for new teachers and mentors, and formal training of mentors.

U.S. teachers average far more net teaching time in direct contact with students (1,080 hours per year) than any other OECD nation