California has a notable history of investing in educational leaders' professional learning. In 1983, the state launched the California School Leadership Academy (CSLA), which it funded until the academy was discontinued due to statewide budget cuts in 2003. Research showed that CSLA was a source of high-quality professional development. In 2019,…

In "Crisis as Catalyst," Patricia M. Virella uncovers opportunities for school leaders to act as agents of equity and inclusivity during crisis situations. Virella interviewed dozens of school principals across the United States and Puerto Rico, and in this book she shares the key lessons from their experiences with crisis events of all…

This guide provides state education agencies (SEAs) and districts (LEAs) with guidance about how to assess the district's readiness to support school turnaround initiatives. Often, school turnaround efforts focus only on the school's structure and leadership. Rarely do policymakers or practitioners think about school turnaround as a system-level…

The 2012-2013 school year represents a pivotal juncture for DC Public Schools. Last spring, Mayor Gray and Chancellor Kaya Henderson introduced "A Capital Commitment," their ambitious plan to dramatically accelerate student achievement in the district over the next five years by providing all of their students with a safe, academically…

The Ohio Principal Evaluation System (OPES) was collaboratively developed by Ohio superintendents, school administrators, higher education faculty, and representatives from Ohio's administrator associations. It was designed to be research-based, transparent, fair and adaptable to the specific contexts of Ohio's districts (rural, urban, suburban,…

How does an assistant principal complete the large number of managerial duties and, at the same time, serve as a credible instructional leader? This book provides practical recommendations for successfully filling the dual role as manager and instructional leader, building effective relationships, using power appropriately, and productively…

How do the best administrators find out how to improve their schools? They actively engage the people who work and study there. In "From Questions to Actions: Using Questionnaire Data for Continuous School Improvement," data experts Victoria L. Bernhardt and Bradley J. Geise explain how to collect and analyze data with an eye toward positive…

Based on a 40-year-old superintendent's experience in an Ohio school district, this article examines 5 prevalent myths regarding job demands and priorities, teacher morale, new program implementation, and the need to study the whole picture. Successful superintendents build on previous experience by remaining accessible, being good listeners, and…

This book is intended to serve as a practical guide to developing, implementing, and appraising mentoring programs for school and district leaders. It describes mentoring and discusses why it is an important issue in professional development. A three-phase model is presented to help lead school districts and individual school personnel through the…

Outlines a 15-step evaluation plan for assessing the performance of principals and assistant principals. Notes Ron Edmonds' observations that effective principals: (1) have a sense of purpose; (2) let others participate in management decisions; (3) help their staff; (4) monitor what is going on in their schools; and (5) are resourceful. (MLF)

Humor cannot solve every problem facing school administrators, but it can reduce the psychological gap between boss and staff, create camaraderie, increase problem-solving abilities, and help people cope. Administrators can look for humor, find a model, develop perspective, get support, revamp the office environment, start a "funny" file, swap…

A systematic rotation of principals can spark a willingness to tackle new challenges. Recommends the following strategies: (1) adopt a systematic rotation policy; (2) avoid random school assignments; (3) be prepared for a strong reaction from administrative staff; and (4) review personnel policies that might conflict with a rotation policy. (MLF)

This book provides leaders and those who aspire to be leaders with information in four areas to help them lead reform efforts in their schools, districts, or other organizations. These areas are leadership, change management, lifelong learning, and group facilitation. There are four sub-books contained within this one document: "Leadership…

Attentive listening helps meetings and relationships run sensibly and smoothly. Identifies 5 deceptive debating techniques and offers 10 rules on how to listen well, and why doing so pays off. (MLF)

Successful superintendents recognize that taking charge is not a one-time event, but a two- or three-year process. Inspired by John J. Gabarro's May 1985 "Harvard Business Review" article, this article identifies five passages (taking hold, immersion, reshaping, consolidation, and refinement) that new superintendents must navigate…