The Principal. Three Keys to Maximizing Impact

  • ID: 4290473
  • Book
  • 192 Pages
  • John Wiley and Sons Ltd
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THE PRINCIPAL: THREE KEYS TO MAXIMIZING IMPACT

Over the past two decades, Michael Fullan has written influentially about the change that school and district leaders must bring about as formalized achievement standards and new technology transform how schools are run. What he hasn′t done until now is explore and discuss in detail how and why the principal′s role itself must change.

Principals are often called the second most crucial in–school influencers (after teachers) of student learning. But what should the principal do in order to maximize student achievement? In The Principal, Fullan explains why the answer lies neither in micro–managing instruction nor in autonomous entrepreneurialism. He also shows systematically how the principal′s role must change, and demonstrates how it can be done in short order, at scale.

Fullan shows how principals have been boxed into a narrow role that undercuts their ability to develop the whole school. He sheds light on how, in times of crisis, it′s all too easy for principals to do the wrong thing to take actions that are ineffective or even counter–productive, particularly when they don′t feel entirely in charge. But even in the toughest of external conditions, he shows, there is always leeway for action. Fullan explains how to choose the right versus wrong drivers loosening focus on accountability and instead concentrating on capacity–building; focusing less on technology and more on pedagogy; abandoning fragmented strategies and striving for "systemness"; and forgoing individualistic solutions in favor of collaborative effort. He shares how principals can foster the professional capital of teachers and get far more accomplished for all students.

The author explains the three key roles that administrators must play in order to have the biggest impact on student achievement the learning leader, the district and system player, and the change agent. Throughout The Principal are "action items" to help leaders implement Fullan′s program effectively, as well as provocative discussion questions that enhance the book′s usefulness in professional development and leadership courses.

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Preface ix

Acknowledgments xi

About the Author xv

CHAPTER ONE: Outmoded 1

Gasp! 6

Leading Learning 8

Maximizing Impact 9

This Watershed Moment 10

The Chapters That Follow 13

Still Worth a Struggle 14

CHAPTER TWO: Vices and Virtues 17

Panic Time? 21

Four Wrong Choices for Driving Policy 22

Too Broad, Too Narrow: The Transformative Versus Instructional Leader 38

Principal Autonomy and Micromanaging:

Other Roadside Attractions 42

Time to Retune 46

CHAPTER THREE: The First Key Leading Learning 51

What Key Research Tells Us 56

Professional Capital a Framework for Leading Learning 67

Foster and Integrate 86

The More Powerful Way 88

CHAPTER FOUR: The Second Key Being a District and System Player 93

Looking Out to Improve Within 98

Intradistrict Development 100

Beyond the District 107

Not You Alone 115

CHAPTER FIVE: The Third Key Becoming a Change Agent 119

Change Agency 124

Distorted Mirrors 135

CHAPTER SIX: The Future Is Now 141

The Unplanned Digital Revolution 145

Planned Change: Common Core State Standards 154

Time to Change Careers? Or to Change Gears? 157

A Final Word 160

References 161

Index 169

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Michael Fullan, Order of Canada, is a professor emeritus at the Ontario Institute for Studies in Education, University of Toronto. He consults with leaders of education systems worldwide and is the award–winning author of more than thirty books, including Leading in a Culture of Change, The Six Secrets of Change, and Change Leader. To learn more, visit www.michaelfullan.ca.

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