The Inner PrincipalRoutledge, 1 de nov. 2002 - 172 pàgines This is an account of how a principal combines the rational and emotional components of leadership to lead the transformation of a school. Most attempts at reform come from the outside, with people wishing to impose a curriculum and benchmarks; this book assumes that schools can transform themselves, but only when those involved in schools (especially principals) develop self-respect and achieve self-actualization. The author believes, and has demonstrated in his colleges, that a sensitive, thoughtful, proactive leadership might yet deliver the quality outcomes that the community desires from schooling. |
Des de l'interior del llibre
Resultats 1 - 5 de 44.
Pàgina viii
... organizational growth and development. Indeed, MLC aspires to be a learning organization in the style proposed by Peter Senge (1992) in The Fifth Discipline. He is surely a strategic leader along the lines described in Leading the Self ...
... organizational growth and development. Indeed, MLC aspires to be a learning organization in the style proposed by Peter Senge (1992) in The Fifth Discipline. He is surely a strategic leader along the lines described in Leading the Self ...
Pàgina 3
... organization of knowledge structures, as well as such non-rational elements as beliefs, attitudes and values, (p. 27) About this Book 'The journeying principal' chapter explores the journey metaphor, which is integral to the book. In ...
... organization of knowledge structures, as well as such non-rational elements as beliefs, attitudes and values, (p. 27) About this Book 'The journeying principal' chapter explores the journey metaphor, which is integral to the book. In ...
Pàgina 4
... organizations appears to be moving from a hierarchical model to a new model where leaders work more collaboratively with those in their learning communities; a new definition of leadership which has courage as the essential element ...
... organizations appears to be moving from a hierarchical model to a new model where leaders work more collaboratively with those in their learning communities; a new definition of leadership which has courage as the essential element ...
Pàgina 10
... organization known to you what happens when a principal presents an unpopular or even revolutionary idea to the School Council that governs the school. The response of the Council is immediate and direct. The Council makes it clear that ...
... organization known to you what happens when a principal presents an unpopular or even revolutionary idea to the School Council that governs the school. The response of the Council is immediate and direct. The Council makes it clear that ...
Pàgina 12
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Continguts
1 | |
7 | |
The Paranoid Principal | 22 |
The Cinderella Principal | 38 |
The Empty Principal | 51 |
The Learning Principal | 61 |
The Transformed Principal? | 72 |
The Stumble Principal | 82 |
The Reculturing Principal | 97 |
The Dreaming Principal | 114 |
The Big Top Principal | 128 |
The Journeying Principal | 144 |
The Frog Princepal | 152 |
References | 169 |
Index | 173 |
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able achieve Alchemist Amish asked Australia backcasting become behaviour challenge chapter Charles Handy Children's Machine Cinderella circus classroom collaboration College Council critical culture curriculum decision described discussion dream environment evaluation event experience explore fear feel focus future goal happened her/his ibid idea important individual initiative institution interaction journey knowledge laptops leader leadership learner learning listening living look Marshmead Martin Buber meetings member of staff mental models metaphor Methodist Ladies move organization outcome parents Paulo Coelho peers personal computing principal's problems professional question reality reflection residential responsibility role of principal running on empty s/he Santiago school principal setting Seymour Papert significant skills social society Starratt story stumble talk task teachers teaching thought transformed virtual reality vision Wallace Stevens writing