Jane L. David examines the research around drastic methods of school reform such as firing principals and teachers or closing failing schools. Ultimately, she recommends multiple coordinated strategies tailored to the school’s particular circumstances and constant review and revision.
Hayagreeva Rao stresses the importance of properly designing a job to avoid hiring the wrong people for the wrong reasons. He argues that when designing a job, it should either involve star tasks (strategic work) or guardian tasks (operational work).
Linda Darling-Hammond explores Finland’s successful educational reforms and the lessons from it that can be applied in the United States.
Larry Ferlazzo discusses the importance of reflection in the classroom and shares his 2010-2011 school year resolutions.
Christina A. Samuels reviews a study that examined the traits of effective school principals and found that high student achievement is linked to collective leadership.
A report for a six-year study funded by the Wallace Foundation with the purpose of identifying the nature of successful educational leadership and to better understand how such leadership can improve educational practices and student learning.
The authors attempt to clarify the idea of use of self and explain how to use it in action. They explain use of self as “the conscious use of one’s whole being in the intentional execution of one’s role for effectiveness in whatever the current situation is presenting.”
A five-year study of Title I schools identified these five keys for creating effective teacher learning teams…
The Widget Effect: Our National Failure to Acknowledge and Act on Differences in Teacher Effectiveness
This report explores public school districts’ failure to measure or record teacher effectiveness in any meaningful way and argue that in addition to measuring and recording teacher effectiveness, school districts should use that information to inform decision-making. They lament that the only way to determine who effective and ineffective teachers are is usually through word of mouth.
A rubric of examples of how low performing, effective, and high performing leaders exemplify these characteristics and responsibilities.