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Author: Denise R. Fuhrman
Publisher:
ISBN:
Category : Decision making
Languages : en
Pages : 103
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Book Description
This qualitative study analyzed the perceptions of public school administrators and faculty members regarding the distribution of leadership through shared decision making opportunities in schools which implement some form of professional learning communities. The perceived participants, structures, and tasks which support shared decision making were examined, as well as shared decision making opportunities regarding specific building leadership issues. Participants (N=58) represented three high schools located within south central Pennsylvania. A questionnaire, six interviews, and a review of meeting agendas and minutes were utilized to collect data. Results indicated the majority of participants rated their school's learning community positively and perceived that a variety of faculty members influenced decision making. Department chairs were viewed as influential members of the school community who played a prominent role influencing building-wide decision making. Monthly committee meetings, where members were recruited via an open email invitation or personal administrative invitation, were the main structures to support the distribution of shared decision making. Administrator and faculty member perceptions were similar in regards to the participants and structures which support shared decision making. Results indicated a wide range of administrator and faculty member perceptions concerning their ability to influence tasks such as building the school's vision, developing the direction and focus for curriculum and instruction, developing policies and procedures, and designing the professional development plan.
Author: Denise R. Fuhrman
Publisher:
ISBN:
Category : Decision making
Languages : en
Pages : 103
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Book Description
This qualitative study analyzed the perceptions of public school administrators and faculty members regarding the distribution of leadership through shared decision making opportunities in schools which implement some form of professional learning communities. The perceived participants, structures, and tasks which support shared decision making were examined, as well as shared decision making opportunities regarding specific building leadership issues. Participants (N=58) represented three high schools located within south central Pennsylvania. A questionnaire, six interviews, and a review of meeting agendas and minutes were utilized to collect data. Results indicated the majority of participants rated their school's learning community positively and perceived that a variety of faculty members influenced decision making. Department chairs were viewed as influential members of the school community who played a prominent role influencing building-wide decision making. Monthly committee meetings, where members were recruited via an open email invitation or personal administrative invitation, were the main structures to support the distribution of shared decision making. Administrator and faculty member perceptions were similar in regards to the participants and structures which support shared decision making. Results indicated a wide range of administrator and faculty member perceptions concerning their ability to influence tasks such as building the school's vision, developing the direction and focus for curriculum and instruction, developing policies and procedures, and designing the professional development plan.
Author: Mary Theresa Streck
Publisher:
ISBN:
Category : Group decision making
Languages : en
Pages : 78
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Book Description
The purpose of this research was to deepen understanding of leadership practices that promote shared decision making in school districts. The researcher explored perceptions on shared decision making of 18 participants (six administrators, six teachers, and six parents) from a mid-size school district in New York State. The study was guided by two essential questions: (1) To what extent has the school district implemented the New York State Education Department's regulation (NYCCRR tit. 8, 100.11, 1992) on shared decision-making? (2) What leadership practices have promoted or would promote shared desicion making in the district? Findings revealed that participants valued trust and communication practices in their building leaders and desired greater autonomy in the decision making process from central administration. Results suggest that district leaders, with the building level participants, need to revisit and revise the district's plan on shared decision making. Participants recommended leadership practices to improve the decision making process on the district level and the two most frequently mentioned practices related to establishing a trusting environment and maintaining open lines of communication. This study sought to identify new and different perspectives on leadership practices that impract the shared decision making process, and this a better understanding of the complex dynamics of distributed leadership on the school building level and the district level. This study encourages (1) future research in larger school district on ways to involve leaders in practices to promote shared decision making and (2) future research in the development of shared decision making training programs for school districts by university partnerships.
Author: Alma Harris
Publisher: Springer Science & Business Media
ISBN: 1402097379
Category : Education
Languages : en
Pages : 254
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Book Description
Alma Harris The ?eld of school leadership is currently preoccupied with the idea of distributed leadership. Few ideas, it seems, have provoked as much attention, debate and c- troversy. Whatever your position on distributed leadership, and you cannot fail to have one, it is irrefutable that distributed leadership has become the leadership idea of the moment. Yet, it is an idea that can be traced back as far as the mid 20s and possibly earlier. So why the interest? Part of the answer can be found in a move away from theorizing and empirical enquiry focused on the single leader. This shift has undoubtedly been fuelled by structural changes, within schools and across school systems that have resulted in - ternative models or forms of leadership practice. Evidence highlights how those - cupying formal leadership positions are increasingly recognizing the limitations of existing structural arrangements to secure organizational growth and transformation (Fullan et al. , 2007; Harris et al. , 2008; Chapman et al. , 2008). As a consequence, many heads and principals are actively restructuring, realigning and redesigning leadership practice in their school (Harris, 2008). While the terminology to describe such changes varies, the core principle is one of extending or sharing leadership practice. While scholars have long argued for the need to move beyond those at the top of organizations in order to examine leadership (Barnard, 1968; Katz and Kahn, 1966) until relatively recently, much of the school leadership literature has tended tofocusupontheheadortheprincipal.
Author: James P. Spillane
Publisher: John Wiley & Sons
ISBN: 1118429338
Category : Education
Languages : en
Pages : 150
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Book Description
James Spillane, the leading expert in Distributed Leadership, shows how leadership happens in everyday practices in schools, through formal routines and informal interactions. He examines the distribution of leadership among administrators, specialists, and teachers in the school, and explains the ways in which leadership practice is stretched over leaders, followers, and aspects of the situation, including routines and tools of various sorts in the organization such as memos, scheduling procedures, and evaluation protocols. This book is a volume in the Jossey-Bass Leadership Library in Education—a series designed to meet the demand for new ideas and insights about leadership in schools.
Author: Ellen Nolte
Publisher: Cambridge University Press
ISBN: 1108803725
Category : Political Science
Languages : en
Pages : 421
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Book Description
The idea of person-centred health systems is widely advocated in political and policy declarations to better address health system challenges. A person-centred approach is advocated on political, ethical and instrumental grounds and believed to benefit service users, health professionals and the health system more broadly. However, there is continuing debate about the strategies that are available and effective to promote and implement 'person-centred' approaches. This book brings together the world's leading experts in the field to present the evidence base and analyse current challenges and issues. It examines 'person-centredness' from the different roles people take in health systems, as individual service users, care managers, taxpayers or active citizens. The evidence presented will not only provide invaluable policy advice to practitioners and policymakers working on the design and implementation of person-centred health systems but will also be an excellent resource for academics and graduate students researching health systems in Europe. This title is available as Open Access on Cambridge Core.
Author: Nancy H. Matthews
Publisher: Taylor & Francis
ISBN: 1000912930
Category : Education
Languages : en
Pages : 101
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Book Description
This book presents insights into the experiences and perspectives of educators in formal positions of leadership involved in decision-making processes in an education system. Drawing on qualitative research conducted in the New Brunswick education system, the author identifies factors in the decision-making process which influence whether or not a decision is implemented. Probing what is required for effective decision-making, defined as decision-making that results in implementation, the book examines not only the role of formal educational leaders of schools (administrators) but also the roles played by district and department of education formal leaders. It uses five central themes that surfaced from research to develop a novel leadership model for ensuring implantation of decisions. These include knowledge and skill; collaboration and communication; balance of autonomy, accountability, and direction; political and bureaucratic considerations; and strong moral imperative. The newfound model is presented in the form of antecedent steps to the decision-making process. Extending the literature by offering new, empirically grounded insights for influencing the likelihood of implementation following a decision-making process, it will appeal to leaders, scholars, and students of educational leadership and reform.
Author: Mario Bourgault, PhD
Publisher: Project Management Institute
ISBN: 162825131X
Category : Business & Economics
Languages : en
Pages : 200
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Book Description
Researchers from across the world and in a variety of disciplines have become interested in describing and understanding the phenomenon of distributed projects and teams. This study aims to measure the extent to which some dimensions of the decision-making process are valued and used by distributed teams, as well as the influence of certain contextual variables. The proliferation of geographically dispersed teams is, of course, related to the explosive development of information and communication technologies (ICT), and particularly technologies related to the Internet. Now that these technologies are performing better and becoming more accessible, companies no longer seem to be challenged by the barrier of distance.
Author: John A. DeFlaminis
Publisher: Routledge
ISBN: 1317540867
Category : Education
Languages : en
Pages : 293
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Book Description
Building on best practices and lessons learned, Distributed Leadership in Schools shows educators how to design and implement distributed leadership to effectively address challenges in their schools. Grounded in case studies and full of practical tools, this book lays out a framework for building strategic, collaborative, and instructionally-focused teams. Supported by voices of practitioners and based upon original research, this comprehensive resource shares concrete strategies, tips, and tools for creating teams that are skilled at using data to plan and monitor their work, and successful in facilitating change to improve student learning. This innovative method will aid leader development and facilitate reflection, and will reshape leadership practice in a way that benefits teachers, leaders, schools, and students.
Author: John A. DeFlaminis
Publisher: Routledge
ISBN: 1317540875
Category : Education
Languages : en
Pages : 232
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Book Description
Building on best practices and lessons learned, Distributed Leadership in Schools shows educators how to design and implement distributed leadership to effectively address challenges in their schools. Grounded in case studies and full of practical tools, this book lays out a framework for building strategic, collaborative, and instructionally-focused teams. Supported by voices of practitioners and based upon original research, this comprehensive resource shares concrete strategies, tips, and tools for creating teams that are skilled at using data to plan and monitor their work, and successful in facilitating change to improve student learning. This innovative method will aid leader development and facilitate reflection, and will reshape leadership practice in a way that benefits teachers, leaders, schools, and students.
Author: Barbara Meyers
Publisher:
ISBN:
Category : Conflict management
Languages : en
Pages : 35
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Book Description
Despite the recent attention to shared decision making, there has been little research investigating the process. This paper presents and compares three case studies describing the leadership and decision making of three shared-decision-making teams over 4 years. The teams--from one primary, one middle, and one high school--were set in one school district in New York State. Data were gathered through participant observation. The data suggest that teams gradually adopted a more consensual model of leadership, which occurred both through use of consensus-based decisions and special project teams. Shared decision making is a dynamic phenomenon that is susceptible to many factors and varies across teams. The data demonstrate that: (1) decision-making patterns of teams are likely to change over time; (2) individuals in leadership roles tend to participate in a disproportionately high number of decisions and discussions; (3) teams may need to go through a clarifying stage in which they decide what to decide; (4) conflict may be necessary to promote team growth, role clarification, and delineation of a teams' vision; (5) decision-making patterns can be influenced directly by training and by stability of team membership; (6) special project teams can facilitate shared decision making; (7) it takes time to develop effective shared decision-making practices; and (8) administrative support can empower decision makers. Four tables are included. (Contains 10 references). (Lmi).
