Summary
Contents
Subject index
“This book is right on target with its thought-provoking ideas and concepts on the characteristics of successful educational leaders.”
—Thomas F. Leahy, Consultant, Executive Search Department, Illinois Association of School Boards
“Our best teachers obtain great results by building positive relationships with their students. Gray and Streshly show how our best principals do the same thing and how these behaviors can be learned and practiced.”
—Kevin Singer, Superintendent, Topeka Public Schools, KS
Build your capacity to lead your school to greatness!
Great leaders are made, not born. Written by the authors of From Good Schools to Great Schools, this sequel shows how great school leaders can be developed and how leaders can acquire the powerful personal leadership characteristics that the best administrators use to lead their schools to greatness.
Based on sound strategies and the work of Jim Collins, Susan Penny Gray and William A. Streshly tackle how to build relationships, communicate effectively, exercise your personal will with humility, face brutal facts, get faculty on board, and build a school culture of self-discipline. Chapters include: Case studies that provide an ongoing context for professional learning; Self-assessments that reveal your inherent leadership dispositions; Interviews and tips from exceptional principals in the field; Strategies for developing specific leadership qualities; Application exercises that reinforce how to put the strategies into action; Reflection activities that encourage professional growth
Appropriate for both individual and group professional development, Leading Good Schools to Greatness reveals how leadership skills can be learned and used to take your school to the next level.
The Road Ahead
The Road Ahead
Managing is not a series of mechanical tasks but a set of human interactions.
The study of management in both the private and public sectors looks more promising today than it has in past years. For example, two decades ago Mintzberg (1990) noted we remain “grossly ignorant about the fundamental content of the manager's job and have barely addressed the major issues and dilemmas in its practice” (p. 31). Today, a significant body of literature is emerging that defines what successful managers do well, and a number of studies have defined the critical nature of the role managers play in determining the success enjoyed by their enterprises. We believe that what we have learned about great ...
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