Education Leadership

Matthew Lynch published in Education Leadership, Matthew Lynch, Policy & Reform

Academic Plateau: The Worse-Off Generation?

The great dream of all parents is that their children will grow up to have even better life circumstances than they do. Parents want their little ones to have more materially and academically – to, in essence, face more opportunities in their lives and continue to progress. In America, this desire has translated to a reality in general terms. Robert J. Gordon of the New York Times reports that a typical American was four times as “well off” in 2007 as in 1937, and eight times better off compared to 1902. He points out that these numbers of improvement have traditionally had a direct correlation with the level of education achieved. As the American public has become better educated, its quality of life has risen.

But just how far up can improvement numbers rise? At what point do Americans become so comfortable with their ways of life that they simply stop trying to achieve more?

If you look at the education system, beginning with the K-12 years and extending into the college years, it looks as if current generations of Americans may end up worse off than their parents, and potentially their grandparents too. In 1970, 80 percent of Americans graduated with an official high school diploma. That number was only at 74 percent in 2000. The numbers are climbing back up, with the Department of Education reporting that the dropout rate was only 7 percent in 2011 but the way those numbers are calculated needs consideration. Those who group G.E.D. earners in with other high school diploma recipients when it comes to graduation rates present a skewed view because long term, G.E.D. students earn around the same amount as high school dropouts.

Initiatives to democratize education, like No Child Left Behind, have actually hurt schools by placing too much emphasis on teacher performance and ignoring the learning needs of the students. Increasingly K-12 teachers have to prove themselves to onlookers and at the demise of the young people who are there to learn. Certainly factors outside the school environment can affect the likelihood that a student will earn a high school diploma. In 2011, 14 percent of Hispanic students dropped out of high school, compared to 7 percent of Black students and 5 percent of White students, proving that minority groups are still at a disadvantage when it comes to the American education system. Poverty, hunger, family dysfunction and just a general lack of educated role models play into the way these numbers add up.

But if the high school dropout rate is higher than it has been in past generations, one of the first places to look for answers is in the classroom. What can educators do to ensure the students sitting at their desks are equipped to outperform their ancestors academically and in their careers? Is there really any way to battle environmental factors and stringent teacher accountability metrics and come out on the winning side of educating America’s youth?

For the graduates of 2020 and beyond to live up to their parents dreams of a better life, a better foundation is needed in K-12 years. The flame of desire when it comes to academic achievement must be fanned in the foundational learning years. A future that is “better” than the present is one that not only has material gains, but academic ones too. At some point, having things will simply not be enough anymore. American students will need a renewed love of learning to come out ahead of past generations and that passion will need to be born in K-12 classrooms.

In what ways do you think this generation of students will be worse or better off from its parents’ generation?

 

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Matthew Lynch published in Education Leadership

Putting students in the center

How one Metro Nashville school is using PLCs, coaching cycles, and data analysis to turn itself around

By Dr. Euna McGruder and Trellaney Lane

As educators, we’re called to do whatever it takes to help our students achieve. But unfortunately, not every strategy is successful, and sometimes, good intentions are just not good enough.

As one of Metro Nashville Public Schools’ (MNPS) identified Priority Schools, Robert Churchwell Elementary has certainly seen its share of challenges. Prior to the 2014-2015 year, the school had gone through three principals in almost just as many years and was suffering the effects of high teacher turnover, inconsistent instructional priorities, and initiatives that were never fully implemented. Due to a lack of demonstrated improvement during this time, the school was even eligible for takeover by the state.

At the start of the 2014-2015 school year when I (Trellaney Lane) took on the role as Principal of Churchwell, it was clear that, despite best efforts, there were many things happening at Churchwell that just weren’t yielding the improvements in student achievement we needed.

But thankfully, it’s a different story now, because we have a very different Churchwell.

In a concerted effort to turn around Churchwell and its lowest-performing schools, I, (Dr. Euna McGruder) was appointed as Executive Director of Priority Schools by MNPS at the start of the current school year. It was clear at that time that there was something exciting happening at Churchwell, and its future looked much brighter than what data from even the past year showed.

A Vastly Improved School

Since the start of the 2014-2015 school year, Churchwell has made remarkable gains, including scoring at the highest levels in core content areas based upon Tennessee’s indicators for statistically significant growth. Additionally, the school met three of its four Annual Measurable Objectives (AMOs) in third- and fourth-grade content areas and also attained satisfactory status under MNPS’ Academic Performance Framework, which measures academic progress, college- and career-readiness, achievement gaps, and school culture.

Perhaps the most telling sign of the school’s rapid growth and upward trajectory, however, is that, due to the considerable increase in student achievement, Churchwell is no longer eligible for state takeover

But these successes didn’t just happen overnight. It took creating clear, measurable goals and laser-focused, actionable plans to reach them.

Laying the Foundation

Despite the sense of urgency we felt to turn around the school, we knew it would never happen all at once. Instead, we committed to changing and growing just a little bit more each day, and approaching the work ahead of us with intention and discipline.

To guide and support us in this effort, we teamed up with Insight Education Group, who specialize in supporting the growth of teachers and school leaders. Dr. Sonja Alexander, our project lead from Insight, served as a vital thought partner each step of the way, and continues to help us think strategically about every action.

Building Better Systems

Our first step toward success was to take stock of all of the systems and structures in place, understand why they weren’t producing the right results, and figure out how to fix them.

It didn’t take long before we recognized that we needed to focus on implementing systems that worked together to support student achievement. Specifically, we focused on three key areas:

  1. Professional Learning Communities: Though Churchwell’s teachers had participated in PLCs in the past, they weren’t always effective in supporting teachers, nor was there a clear link to student learning.Alexander specifically supported us in restructuring PLCs around a set of fundamental questions: How do we expect students to learn? How will we know when they are learning? How will we respond when students experience difficulty in learning? How do we respond when students do learn?

    By organizing PLCs around these questions and setting expectations for teachers to generate high-yield strategies through collaboration, the time spent in these meetings has been maximized and has directly impacted the quality of instruction at Churchwell.

  1. Coaching Cycles: In previous years, there was no clear expectation for instruction or system through which teachers could seek support. To put it plainly, we needed to determine how we do business at Churchwell. A product of our work was to build a framework that clarified instructional processes and tightened the coaching cycle. We now have a clear and shared vision of excellent instruction, and teachers can count on coaches to provide high-leverage strategies that can be directly implemented in the classroom.
  1. Data Analysis: Perhaps our most significant efforts have been in relation to data. In order to help our students achieve, we needed to know where they were and where they needed to go—and then determine what strategies would help them get there. The leadership team set expectations that included analyzing and applying student data in lesson planning. It’s exciting to see how the entire school community is now committed to making decisions based upon data.

Teachers Making it Work

While these practices have helped us make great gains, none of it would have happened without the dedication and tireless work of Churchwell’s staff. Whether it’s by coming in on Saturdays to plan lessons, working with students during their lunch breaks, or volunteering to take on additional duties, our teachers continue to model a commitment to excellence that students clearly feel, too. A very high bar has been set at the school, but teachers still go above and beyond for our students.

A few years ago, most people probably would not have predicted that Churchwell would be on the upward trajectory it is today. But we—along with school’s teachers and staff—committed to doing whatever it takes to improve. That means putting students at the center of everything, everyday.

 

Click here to read all our posts concerning the Achievement Gap.

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Dr. Euna McGruger is the Executive Officer of Priority Schools for Metro Nashville Public Schools. A graduate of Tennessee State University, Dr. McGruder returns to Nashville with 24 years in school and district leadership experience, including several years of school turnaround experience. As a principal in both Dekalb County Schools in Georgia and Baltimore City Public Schools in Maryland, she led significant academic achievement gains in three different schools facing great challenges. In addition to her hands-on work as a school leader, she recently spent time in Newark Public Schools in New Jersey as a mentor and coach for principals charged with school turnaround.

Ms. Trellaney Lane is the principal of the Robert Churchwell Museum Magnet Elementary School in Metro Nashville Public Schools. Ms. Lane started her career as a teacher and assistant principal. Ms. Lane has a bachelor’s in humanities, a masters in elementary and early childhood education, an education specialist degree in administration and supervision, all from Tennessee State University. She is a doctoral candidate at Tennessee State in administration and supervision.

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Matthew Lynch published in Education Leadership, Matthew Lynch

Adopting a Transformational Leadership Style

Transformational leadership is all about perception. It only works if it is able to influence the core—the follower’s feelings. Charismatic and inspiring, transformational leaders are well versed the power of language and imagery. “Transformational characteristics” are included in training courses, but the personal effort of the leader determines whether transformational leadership is achievable.

The positive connection between transformational leadership and job characteristics is so strong, we should almost expect an opposite result in organizations that do not employ  it. When switching to a transformational style of leadership,  a principal or dean must understand how he or she is to influence task perception. The shaping of daily tasks in a transformational manner helps foster positive perceptions among followers.

Transformational behaviors are a continuous process. A school intending to convert to this style should assess the departments where it is needed. The organization should include transformational components in their yearly assessments, such as 360-degree feedback and managerial surveys. These could replace needs assessments.

Transformation doesn’t happen overnight, but it is worthwhile for any school to build on these principles, since the long-term effects enrich the entire institution. Students learn leadership from the school. Transformational leadership in student affairs would help ensure that students initiate this leadership later in life.

Combating Negativity Through Transformational Leadership

Meta-analytic research has produced evidence of a positive relationship between transformational leadership and work-related results. These findings demonstrate that transformational leaders make work meaningful by providing autonomy. Followers of transformational leaders feel strongly that their work is esteemed and self-congruent.

Transformational leaders motivate by increasing self-efficacy in followers, by facilitating social identification within a group, and by linking organizational values to follower values. This allows followers to feel more determined in their work and augments their perceived empowerment.

While cynicism and intentions to quit are widely considered symptoms of employee negativity, initial research in organizational behaviors has considered them to be generalized traits. Recent studies found cynicism to be a specific construct; a reflection of the followers’ perception of the leader. Cynicism is a product of ineffective leadership and lack of participation and consultation in decision making.

Transformational leadership encourages a feeling of empowerment in all followers. There is an inverse relationship between cynicism and transformational leadership, because persons under a highly transformational leader are usually intellectually stimulated and constantly challenged to be open-minded. Various studies have demonstrated relationships between follower empowerment and job satisfaction, decreased anger and frustration, and a sense of organizational attachment.

Intention to quit (ITQ) is another form of employee’s negative reaction to poor leadership. Factors that have been linked to ITQ include poor pay, and lack of job satisfaction and goal commitment. Employees are unlikely to have ITQ toward an organization where their need for efficacy is met in their respective job responsibilities. Highly resilient followers are more likely to adapt after setbacks at work, rather than leave the organization.

Universality of Transformational Leadership

Is transformational leadership a universal style of leadership, or is it regional or culturally limited? Many sources have attempted to carry out cross-national studies to establish this.

A study by Boehnke, Bontis, Distefano, and Distefano investigated the existence of universally consistent behaviors. They sampled 145 senior executives in two divisions of a global petroleum company and its subsidiaries around the world.  One of the major findings of the study was that the basic dimensions of leadership that produce extraordinary performance are universal, with little variation in the six different parts of the world sampled. However, some leadership differences were attributed to the different corporate cultures in the two company divisions.

In the final result, transformational leadership is identified as consistent with a clear majority of sampled behaviors, as provided in the executives’ descriptions of their version of exceptional organizational performance. Terms such as visioning, intellectual stimulation, team building, coaching, and inspiring behavior appeared in 68% or more of the responses. All those attributes refer to a transformational style of leadership.

It is intriguing to note that the only non-transformational characteristic in more than half of the reports was “recognizing and rewarding,” at 62%, which is an element of the transactional style of leadership. It is apparent that transformational leadership is widely accepted as an exceptional leadership technique. It is applicable in all kinds of organizations, including the school setting. Whether you are a practicing leader or someone who aspires to become one, you would be well advised to add transformational leadership to your repertoire.

References

Transformational leadership is a theory of leadership that was developed by James Burns (1978), and has been written about by many other scholars since then. To read more of James Burns’ work on transformational leadership and other topics, click here to visit his Amazon.com page.

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Matthew Lynch published in Education Leadership, Matthew Lynch

Future Avenues and Directions for School District Central Office Reform

Direct indicators of student performance and achievement should be the focus, in order to better understand the link between student achievement and district central offices. For example, “teacher qualifications” such as expertise, certification, and experience are shown to have a large impact on student achievement, after home and family factors are considered.

Those seeking to reduce or eliminate the role of district central offices in school reform efforts often cite individual schools (such as charter schools) that move forward on reform efforts without help from a district office. Still, there are cases where central office logistical support is needed for ongoing success. Most schools, especially those with low-income populations, require outside help to improve instruction and achievement. This help can come from an external partner or the district office.

A Vision for Schools

The district (the school board, the superintendent, key staff, and influential stakeholders in the community) must be able to develop and articulate a vision and a set of practices that send a clear message of the mission of its schools . This message should be for educators, and also the community-at-large, and should create public understanding of the school system’s goals.

A clear vision provides the context for principals to make decisions supported by parents and the larger community. Parents and the larger community must also be included in the process. To support high schools in creating greater motivation of students through positive learning experiences, awareness must be developed among parents, businesses, and community leaders.

The school and the community should work together to help students see a connection between their studies and their future. Once schools understand why students are failing, districts may assist schools in defining how to address the problems using proven practices.

Ongoing Professional Development

Effective districts invest in learning of students, teachers, principals, district staff, superintendents, and school board members. Because many students enrolled in low-performing schools have trouble reading, these schools must first make literacy the centerpiece of professional development.

Districts should invest in preparing future school leaders, by identifying (early in their careers) talented teachers who have the potential to become principals. The district should develop a collaboration with a university or approved outside entity to provide these potential leaders with learning experiences.

Principals and leaders of low-performing schools need flexible resources and the ability to redirect resources toward school improvement design aligned with the districts’ strategic vision. Flexibility can help them improve the school’s climate, organization, and practices. Too many low-performing districts try to solve their problems by bringing in new superintendents every two to four years and removing principals from schools that do not meet goals. Without new policies, practices, resources, and additional operational flexibility these districts are unlikely to improve.

Cooperative and Collaborative Relationships

Districts must define schools’ core values for achieving identified goals. The cross-section of the community creating this educational vision must include views from less-educated and less-affluent residents, whose children make up a growing proportion of students. Also, developing cooperation with principals and school leadership teams helps create school environments that improve student outcomes.

States must assist every district in shaping a bold vision for improving schools. States can provide external consultants to work with districts in developing their district plan and involving the community in that process.

States should also ensure that principals have freedom to select their faculty, choices in allocating resources for school improvement, and authority to select professional development aligned with their school improvement plans. A system of incentives should be put in place to reward success.

Resources to Support Reform Efforts

Districts often have limited resources available for unrestricted use in supporting improved learning. Consequently, schools and principals have limited resources to help them raise student achievement.

Some schools receive revenues from parking passes, athletics ticket sales, vending machines, or other sources. In most cases schools lack the resources needed for significant changes. Generally, principals control about six percent of their school’s budget. Decentralized districts such as Chicago and New York City, have given principals discretion over 85 percent of their school’s budget. Schools under decentralized management were more likely to make decisions leading to improved learning outcomes.

Principals should be given a voice in budget decisions. A truly collaborative budget enables each principal to clearly explain his or her school’s unique needs, within the context of the district strategic plan. An environment of mutual understanding, respect, and ownership is created when principals and district leaders work together in this way.

 

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Matthew Lynch published in Education Leadership

Learning to think or to work?

**The Edvocate is pleased to publish guest posts as way to fuel important conversations surrounding P-20 education in America. The opinions contained within guest posts are those of the authors and do not necessarily reflect the official opinion of The Edvocate or Dr. Matthew Lynch.**

A guest column by Edgar Wilson

Why are we learning this?

The anthem of disengaged students takes on new meaning when applied to America’s universities. It isn’t merely a question of individual lessons or trivial facts; when hyper-expensive degrees and all but unavoidable student loans are as much a rite of passage as walking the line at graduation, the meaning behind the mission deserves to be scrutinized.

Students today should be forgiven for feeling confused about just what they are supposed to be getting from school. In the classroom, lessons will often function to stimulate problem-solving, discussion, analysis—in short, getting students to think.

On the policy-making side, the goal is less abstract: school exists to prepare students to be productive workers. The message has become even more critical and urgent as the global economy proves that students around the world must all be competitive with one another. If our schools don’t create more productive workers, they will quickly find the jobs filled by immigrant labor, or face the prospect of the U.S. losing its status as an economic leader.

At the post-secondary level, the language still manages to distinguish between “trade schools” and universities; at every other level, the intersection of economic pragmatism and a more liberal arts-influence is less pronounced.

American healthcare makes for a powerful case study, as it is suffering from a similar polarity.

Primary care provider shortages mean that there is a demand for both bedside caregivers and administrators with overlapping occupational skills. Nursing is a trade, certainly: from administering medication to coordinating care, nurses are hands-on and highly skilled; yet administrators must also have the less tangible skill set of the entrepreneur, able to dissect complex organization systems and manage people effectively. They need the liberal arts training to think critically and creatively, as well as expertise in their trade.

Current continuing education requirements emphasize the tradecraft aspects of nursing, and it is up to individuals to find, finance, and complete the sort of advanced degrees that serve as a prerequisite for administrative careers. The needs are parallel, but the avenues for fulfillment have been segregated.

The answer to the compartmentalization of education—of learning hard or soft skills, of preparing for lifelong learning and lifelong doing—isn’t just a post-secondary consideration. Schools at all levels need to engage students on all levels—a model known in some sectors as kinaesthetic learning. This is more than a learning style; it is a pedagogical discipline that promotes learning by doing, activating curiosity as well as providing practical applications.

In a world (and an economy) where change is constant and disruptive, students and workers alike need the capacity to adapt quickly, apply knowledge constructively, and never treat the learning process as having a clear beginning and end.

The “why?” of academics cannot afford to be withheld; neither can soft skills be relegated to liberal arts instruction, while hard skills masquerade as cutting-edge STEM initiatives or high-demand trade fields. The artificial degree-to-career pipeline, and the accompanying price tag barring the way to higher earning through higher learning, obscures the reality that lifelong learning has become mandatory, not elective. All occupations—not just healthcare—need dynamic workers who both learn and do.

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Edgar Wilson is an Oregon native with a passion for cooking, trivia, and politics. He studied conflict resolution and international relations and has worked in industries ranging from international marketing to broadcast journalism. He is currently working as an independent analytical consultant. He can be reached via email here or on Twitter @EdgarTwilson.

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Matthew Lynch published in Education Leadership

Are you smarter than Bill Gates?

**The Edvocate is pleased to publish guest posts as way to fuel important conversations surrounding P-20 education in America. The opinions contained within guest posts are those of the authors and do not necessarily reflect the official opinion of The Edvocate or Dr. Matthew Lynch.**

A guest column by Douglas W. Green, EdD

If you are reading this article, I suspect that you probably have more expertise in the field of education than Bill Gates and the other members of the corporate/political class who have given us our current test and punish reform policies. I know that I do. I’ve been a full-time educator since 1969, and now that I’m retired, I have much more time to stay up to date on educational theory and practice, which happens to be the field where I earned my doctorate.

Since we may not have Bill’s IQ, which at least one website claims to be 160, I need to define what I mean here by smart. Unlike Bill Gates and his wife Malinda, I maintain that we are smart enough to know that this system is failing, while they haven’t seemed to figure it out yet. In this field therefore, I am smarter than Bill and you probably are too.

In “Outliers,” Malcolm Gladwell tells us that psychological studies have demonstrated that great artists and people with great expertise got there after putting in at least 10,000 hours of serious effort and focused practice. Even Mozart didn’t make great music until he hit this number. It takes the brain this long to assimilate all that it needs to know to achieve true mastery in a field. In Bill’s case, he probably had logged this amount of time in the field of computer science by the time he dropped out of Harvard. This was due to the fact that he had unprecedented access to computers from middle school on well before personal computers were common.

As for his experience in education, I doubt that he has put in his 10,000 hours studying and observing how students of all abilities think and learn. On the other hand, I have been involved in education since I started teaching in 1969.  I usually worked far more than forty hours a week until I left the profession to care for my wife who had ALS. A conservative estimate would put my total hours over 80,000. During the last thirty years of my full-time work, I spent a great deal of time observing and evaluating teachers and students, and as Yogi Berra once said, “You can observe a lot by watching.”

Since my wife passed in 2009, I have been blogging almost every day and reading and summarizing the most salient books I can find for educators. During this period alone I have approached another 10,000 hours, and I think that these hours have been far more beneficial to my understanding of the field than those I logged when I worked as a full time teacher and administrator.

In the same book, Gladwell points out that in basketball, once you get to a certain point, height stops mattering. Michael Jordan was only 6’ 6”. Nobel prize winners come from Harvard and Holy Cross. With IQ, once you get to about 120 you are smart enough to win a Nobel prize or make other outstanding accomplishments in the field of your choice. As many other authors have noted, hard work, focus, and determination are hallmarks of people who accomplish anything of note.

When asked about parents opting kids out of tests by Gwen Ifill for the PBS News Hour, Bill’s response was: “it would be very unfortunate out of this if people thought, oh, we shouldn’t test students, we shouldn’t test doctors, we shouldn’t test drivers.” While I agree with Bill that tests can be good, I would remind him that not all tests and testing methods are good.

The most effective tests for learning happen when students are asked to retrieve information they have recently studied. It has been shown that efforts to retrieve what we have tried to learn are more effective that further study of the same material. I think he also knows that prompt feedback can aid learning. Does he know that students and teachers never see how they did on each question on state tests?

I recently took a test to get a motorcycle license. When I handed it in, it was graded while I watched. Had I failed, I could have studied some more and taken it again until I passed. I suspect doctors get prompt results as well.

If I asked Bill should we give tests to some students who have absolutely no chance of passing, he might agree that this is a bad idea. Unfortunately, this is just what we are doing. Does it make sense to give the same test to all students regardless of their academic ability simply based on their born on date? This would be like telling a high school teacher to give the same tests to their AP classes and their special education classes. All educators know this makes no sense. How come Bill and the other people driving policy don’t seem to know this?

I do admire Bill and Melinda for trying to make a difference in a number of important fields such as fighting disease, poverty, and hunger. I suspect that when it comes to these fields, Bill relies on experts in the field for the necessary expertise. If they are doing the same in education, I would like to know which experts tell them that our current testing system makes sense.

Of course schools and teachers should be accountable, but the policy makers have resorted to the easy and inaccurate approach of giving every one the same test at the same time. If I’m a parent, I want to see what my child is able to do with the help of the teacher. There are ways to test student skills and knowledge that reflect where they are at. Students should be taking tests they are ready for, given immediate feedback, and opportunities to try again. It should be possible to see how much progress a student makes each year, but one-size-fits-all tests don’t get it done in a way that informs their future learning.

If you have access to Bill Gates or any other powerful member of the corporate/political class responsible for education policy, please encourage them to read this and to start tapping real education experts for assistance.

References:

The Bill and Melinda Gates Foundation:

http://www.gatesfoundation.org/

IQ Facts and IQ of Famous People

http://bit.ly/1W7oAP5

Bill and Melinda Gates on the political debate over Common Core standards. PBS interview with Gwen Ifill, October 7, 2015

http://to.pbs.org/1Gk2AJG

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Dr. Doug Green started teaching chemistry, physics, and computer science in 1969. He has 30 years of administrative experience at the secondary, central office, and elementary levels. He taught leadership courses for The State University of New York at Cortland and Binghamton University and authored over 300 articles in computer magazines and educational journals. In 2006 he gave up his job as an elementary principal to care for his wife who had Lou Gehrig’s disease. After her death in 2009 he started his blog at http://DrDougGreen.Com to help busy educators and parents hone their skills and knowledge.

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Matthew Lynch published in EdTech & Innovation, Education Leadership, Matthew Lynch

Beyond Principals: Leadership Assessment Tools for All Educators

As the end of the school year approaches, plans are already being made for the fall in schools throughout the nation. Much-needed summer improvements will take place, along with retiring teachers cleaning out their classrooms and new ones coming in. For areas that observe the traditional “summers off” school calendar, those months are still busy ones on schools grounds. Along with the physical maintenance of schools during the time when students aren’t on the premises, what if schools did some non-physical improvements too?

Two education college professors from The University of Wisconsin-Madison and a consultant from the Wisconsin Center for Educational Products and Services have developed a survey-based system that calculates areas of strengths and weaknesses in schools, and creates an action plan for improvement. The Comprehensive Assessment of Leadership for Learning, or CALL, does not single any particular educators but rather takes a snapshot of what is happening as a whole entity. It is a smart assessment tool to implement at the end of the year and then brainstorm actionable steps on improvement when school is back in session.

The survey and results-delivery system were born of necessity. More than ever, schools are in need of transformational leadership that creates learning opportunities for students but also prepares them for the real-world economy. The pressure has never been greater, particularly as Common Core Standards and other state-based ones heighten accountability for teachers, administrators and other instructional staff. The belief used to be that principals were responsible for all the leadership roles within a particular school but that theory is starting to fade. While principals certainly need solid leadership traits, distributing those responsibilities can actually lead to stronger school systems that are able to better support student bodies.

The problem with existing leadership assessment tools is that they only evaluate people on an individual basis, instead of looking at how school personnel can work together to achieve maximum effectiveness. CALL was developed with funds from the U.S. Department of Education and tested in more than 150 schools containing thousands of educators. The survey itself has over 100 questions and takes around 40 minutes to complete and is thorough in its approach, thereby making it more of an “activity” than a “survey.” It has five main areas of concentration, including:

  • Focus on learning. Essentially, this portion looks at the way school leaders practice what they preach. Do school leaders do classroom visits, and engage with students? Do they participate in the team-building and leadership programs that they design for others? Collaboration and staff buy-in to school learning initiatives is an integral part of this portion of the survey.
  • Monitoring teaching and learning. School leaders should be able to not only make sense of their student performance, but know how to communicate it to teachers. Monitoring of school successes does not need to mean constant micromanagement; rather, leaders should understand the scope of their students’ strengths and weaknesses and know how to empower improvements.
  • Building nested learning communities. While educators are ultimately responsible for their own teaching successes, school leaders must provide the support and resources to make effective teaching possible. Leaders should have ways to measure teacher/student performance and be willing to put improvement plans in place.
  • Acquiring and allocating resources. Time spent on whole-school, grade-level and subject-matter reflection is just one aspect analyzed in this part of the survey. If external leaders are part of a school’s leadership and decision-making process, then they are asked to give input on this section. The school’s communication with its community through things like social media, and email, are also assessed in this portion. How are schools making the best use of their resources?
  • Maintaining a safe and effective learning environment. Above all, schools must be safe places for students, teachers and administrators. This starts with the basics, like cleanliness, and extends to factors like schools as safe havens for the students who may be struggling. The safety of students and their perception of being in a “safe” place do make a difference in learning effectiveness and this portion of the survey analyzes ways in which schools can maximize that fact.

It really is true that “it takes a village” and understanding how each educator in a school can best contribute to its success leads to stronger student outcomes, and stronger schools. By implementing the in-depth CALL survey, schools can see exactly HOW to get where need to be when it comes to school leaders.

If you are interested in learning more, you can register to join a free webinar on CALL. The webinar will discuss the theory behind CALL as well as provide a demonstration of the CALL automated data feedback report system.

This is a great opportunity for schools to obtain data on leadership effectiveness in order to support school leaders’ professional growth and school improvement.

Read all of our posts about EdTech and Innovation by clicking here. 

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Matthew Lynch published in Education Leadership, Matthew Lynch

The 4 Attributes of Transformational Leadership

Leadership – it’s not just giving orders. The role of school administration is about more than just making schedules and disciplining children. Transformational leadership offers administrators the opportunity to drive organizational change and to create strong schools by fostering a culture of learning and growth in educators that then gives children an environment in which to grow.

It’s not difficult to see how Transformational Leadership would fit well into the school setting, as its attributes line up perfectly with the goals of education. In fact, when transformational leadership is applied to school setting the results are quite remarkable. So what are the attributes of transformational leadership, and how can administrators go about implementing them?

1.    Idealized/Charismatic influence

A leader must be able to inspire the people who they are leading. How? Through language, etiquette, mannerisms and lifestyle. Those being led must have great amount of trust in their leader in order to allow themselves to be guided. Living by example is essential, because just as this model demands that educators look beyond self interest, by extension the leader must look beyond their own self interest as well. High levels of integrity and moral values are absolutely essential.

In order for leadership to be transformational, a charismatic leader has to spread out responsibility and to take it on without compromising. That means that their followers must follow because they are committed to the cause and confident in their leader’s ability to get things done. Charisma isn’t some ethereal quality that’s limited to politicians and movie stars – in the real world it is derived from respect and a visible projection of responsibility. The other point here is that followers will follow other followers. If a leader is able to distribute tasks and have those tasks completed effectively by subordinates, then others will latch onto that and naturally follow. In effect a leader can grow their charisma by utilizing their resources effectively.

2.    Inspirational Motivation

The top goal of a transformational leader is to get the full support of everyone involved, all with an eye for the common goal. The best way to do this is to be open and honest about challenges. When people feel that their leader is willing to face known issues rather than brushing them aside, they become invested. The aim is to develop that sense of belonging within the school culture, which then supports everyone involved.

Transformational Leadership takes the compartments out of the school. Rather than teachers being focused only on what’s going on in their classrooms, their vision becomes expanded to see how their relationships with others in the school affects the outcomes of students. There is an investment in the success of other teachers, who are all working toward the same goal of brightening young minds. The core of transformational leadership is employee commitment, which then creates opportunities for the goals of the entire school environment to be achieved.

  1. Intellectual Stimulation

Education is at it’s core about getting those neurons to fire. Leaders who encourage their employees to stay rational in the face of emotional challenges that come with the educational setting are creating an environment that will have less conflict and more growth. Innovation and hard work are encouraged through intellectual pursuits like problems solving. Just as keeping students intellectually engaged in the classroom keeps them on track, so too does keeping teachers intellectually engaged keep them on track.

It’s so important that there is an understanding that education is about growth. Any good teacher will tell you that teachers learn as much from their students as their students learn from them. There is an organic understanding among educators that teaching and learning are partners. Educators cannot help their children to grow if they are not growing themselves, and in fact educators want to grow. Educational leaders should use this desire for growth to keep their followers actively engaged.

  1. Individualized Consideration

Creating relationships is essential, and that means two-way communication. Followers who feel heard and valued are much more invested in the process and interested in pursuing the larger, organizational goals. Not to mention this individualized process allows leaders to then know the strengths of the people within the organization, so as to better structure the group for success. In a school setting, this translates to interactions beyond the mandatory observations and meetings. Administrators who seek connection with their staff in smaller, more regular ways are able to build trust and a sense of shared service that leads to a better and more productive relationship overall.

Best practice for a transformational leader is to have opportunities to work with individuals on a one-on-one basis in at least some form. While in large settings this might be more of a challenge, nonetheless it is the individualized communication that creates the right environment for transformational leadership. There are myriad ways to make this happen, without having to pile on undue stress or time commitments. Transformational leaders employ creative means to create those relationships.

References

Transformational leadership is a theory of leadership that was developed by James Burns (1978), and has been written about by many other scholars since then. To read more of James Burns’ work on transformational leadership and other topics, click here to visit his Amazon.com page.

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Matthew Lynch published in Education Leadership, Higher Education, Matthew Lynch

Reasons for the Emergence of Distributed Leadership

Two explanations have been offered for the emergence of distributed leadership. The first is the failure of the “charismatic hero” associated with transformational leadership. The second is that school leaders now handle tasks of much greater complexity. . It is not the heroic leader who makes an organization function well, but rather the “mundane,” everyday activities that matter.

Distributed leadership is well within the broader policy spectrum for public services. In a government’s emerging model for public services, we see the three modes of leadership that the government favors. These are hierarchy, market, and network. If we overlay the school setup on the government model, then we see where the schools’ “capability and capacity” fits in relation to the network regime of governance, where distributed leadership is positioned.

Distributed leadership can therefore be said to be similar to the broader policy process, since government will construct a need, goal, or objective that would require both school actors and non-school actors to distribute their efforts between organizations and/or within organizations to achieve this end. It also provides a cultural reference to the official structural similarities of two traditionally separate organizations.

Distributed leadership fits well with the merging or networking of work-based activities according to current trends on inter-agency working in schools; with the joint production of personalized needs and solutions; and finally with the changing workforce . All these efforts seek to merge the professional cultures of different groups.

With the above in mind, the emergence of distributed leadership is not only a reaction to the recent policy shifts; it also reflects changes in contemporary culture. Organizations can no longer control their workers through the so-called rational or bureaucratic structures of the past. Those out-of-date methods inhibit the kind of independent work that relies on solidarity, respect, or mutual trust, since all they end up doing is bringing about authority conflicts.

The present focus on distributed leadership is not so much related to the cultural turn toward taking emotions into account, like transformational leadership, but is more of an example of management theory resonating with a contemporary shift toward the weakening of traditional logic. Organized social structure, as a result, has given way to a “network culture.”

These new changes also indicate a change in the knowledge economy. We have begun to see a form of “socialism” in education, proven by the use of terms such as “universal education” to symbolize the trend toward viewing education as something other than a market commodity in this age. Governments around the world are now keen to set up a policy that ensures that literacy is achieved by all, with no regard to social status. The role of the school leader is therefore shifting from economic management to social management.

References

Distributed leadership is a theory of leadership that was developed by Peter Gronn, and has been written about by many other scholars since then. To read more of his work on distributed leadership and other topics, click here to visit his Amazon.com page.

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Matthew Lynch published in Education Leadership, Matthew Lynch

Empowering Leadership Behavior in Schools: Lessons Learned from the Business Sector

Empowering leadership behavior includes encouraging of self-reward systems, self-leadership, opportunity awareness, participation in goal setting, and independent behavior by followers and group members. In other words, it’s all about helping followers take ownership of their positions, toward the greater good of the organization. And, as studies have shown, the effects are often positive and far-reaching

Empowering leaders, through positive emotional support and encouragement, increases  motivation and confidence among subordinates as they set out to accomplish their individual and organizational goals. Therefore, empowering leadership can be quite useful, particularly as a behavioral tactic for entrepreneurs, who must gain commitment from those they work with in order to compete against bigger, more established, and resource-rich enterprises.

Additionally, empowering leadership behavior in entrepreneurs is crucial in dynamic environments. Entrepreneurs attempting to lead their ventures toward higher growth while operating in ever-changing conditions can benefit from adopting an  empowering leadership style. It is an effective way to distribute leadership throughout the management team. This enhances the shaping of emerging strategy, which harnesses the individual talents of each team member that are most relevant to the current situation.

However, there are some negative effects that come with empowering leadership, which are often left out of leadership literature. One of the disadvantages of empowering diverse teams is that it can be counterproductive. Empowering leadership can cause incompatibility among certain innovative enterprises.

In addition, empowered management teams tend to seek out too much information before making decisions. They may also attempt to follow too many opportunities, without refining a single business concept to establish a solid basis in the market. These challenges more often occur in experienced firms with diverse top management teams.

Diverse teams can be quite effective at considering multiple alternatives and making sense of challenging situations, but they are much slower to reach agreement on decisions. Different perspectives within top management teams can produce conflict, slowing the decision-making process.

We can conclude that empowering management teams can provide greater opportunity for conflicts to emerge. Conflicts among team members are likely to be particularly damaging to ventures operating in dynamic environments, where decision-making must be speedy in order to take advantage of the brief windows of opportunity . Entrepreneurs should be cautious about when and where to empower their management teams.

In fast-changing environments, empowerment reduces the new enterprise’s performance, causing the relationship between the  management team’s diversity and the new venture’s performance to become increasingly negative. In more stable industry environments, this kind of empowerment leadership behavior is more likely to have a positive effect on the performance of new ventures with non-uniform top management teams . This is because the information available is clearer and there is more time available for planning.

Stable environments allow the empowered top management teams to spend more time considering what alternative strategies are available, and exploring the potential for various innovative activities, since total agreement is not urgent. As a result, there is generally less conflict within empowered diverse teams operating in stable environments.

School leaders seeking effectiveness should learn from entrepreneurs, and particularly those from start-ups in fast-moving industries, which tend to be highly creative. They should strive to create environments in which positive ideas are encouraged, and in which there is ample opportunity for those ideas to be put in place.

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