School Leadership that Works: From Research to Results Marzano, Waters, and McNulty 2005.
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Transcript of School Leadership that Works: From Research to Results Marzano, Waters, and McNulty 2005.
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School Leadership that Works:
From Research to Results
Marzano, Waters, and McNulty 2005
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School Leadership that WorksFrom Research to Results
Research The 21 Responsibilities of the School Leader Two Types of Change Doing the Right Work A Plan for Effective Leadership
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The 21 Responsibilities of the School Leader Affirmation Change Agent Contingent Rewards Communication Culture Discipline Flexibility Focus Ideals/Beliefs Input Intellectual Stimulation
Involvement Knowledge Monitoring/Evaluating Optimizer Order Outreach Relationships Resources Situational Awareness Visibility
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1. Affirmation
Systematically and fairly recognizing and celebrating the accomplishments of students and teachers
Systematically and fairly recognizing the failures of the school
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2. Change Agent
Consciously challenging the status quo Willing to lead change initiatives with
uncertain outcomes Systematically considering new and better
ways of doing things Consistently attempting to operate at the
edge versus the center of the school’s competence
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3. Contingent Rewards
Using hard work and results as the basis for rewards and recognition
Using performance versus seniority as a primary criterion for rewards and recognition
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4. Communication
Developing effective means for teachers to communicate with one another
Being easily accessible to teachers Maintaining open and effective lines of
communication with staff
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5. Culture
Promoting cohesion among staff Promoting a sense of well-being among staff Developing an understanding of purpose
among staff Developing a shared vision of what the
school could be like
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6. Discipline
Protecting instructional time from interruptions
Protecting teachers from internal and external distractions
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7. Flexibility
Adapting leadership style to the needs of specific situations
Being directive or nondirective as the situation warrants
Encouraging people to express diverse and contrary opinions
Being comfortable with making major changes in how things are done
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8. Focus
Establishing concrete goals for curriculum, instruction, and assessment practices within the school
Establishing concrete goals for the general functioning of the school
Establishing high, concrete goals, and expectations that all students will meet them
Continually keeping attention on established goals
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9. Ideals/Beliefs
Possessing well-defined beliefs about schools, teaching, and learning
Sharing beliefs about school, teaching, and learning with the staff
Demonstrating practices that are consistent with beliefs
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10. Input
Providing opportunities for staff to be involved in developing school policies
Providing for staff input on all important decisions
Using leadership teams in decision making
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11. Intellectual Stimulation
Continually exposing staff to cutting-edge research and theory on effective schooling
Keeping informed about current research and theory on effective schooling
Fostering systematic discussion regarding current research and theory on effective schooling
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12. Involvement in Curriculum, Instruction, and
Assessment Being directly involved in helping teachers design curricular activities
Being directly involved in helping teachers address assessment issues
Being directly involved in helping teachers instructional issues
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13. Knowledge of Curriculum, Instruction, and Assessment
Possessing extensive knowledge about effective instructional practices
Possessing extensive knowledge about effective curricular practices
Possessing extensive knowledge about effective assessment practices
Providing conceptual guidance regarding effective classroom practices
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14. Monitoring/Evaluating
Continually monitoring the effectiveness of he school’s curricular, instructional, and assessment practices
Being continually aware of the impact of the school’s practices on student achievement
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15. Optimizer
Inspiring teachers to accomplish things that might be beyond their grasp
Being the driving force behind major initiatives
Portraying a positive attitude about the ability of staff to accomplish substantial things
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16. Order
Establishing routines for the smooth running of the school that staff understand and follow
Providing and reinforcing clear structures, rules, and procedures for staff
Providing and reinforcing clear structures, rules, and procedures for students
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17. Outreach
Ensuring that the school complies with all district and state mandates
Being an advocate of the school with parents Being an advocate of the school with the
central office and school board Being an advocate of the school with the
community at large
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18. Relationships
Being informed about significant personal issues within the lives of staff members
Being aware of personal needs of teachers Acknowledging significant events in the lives
of staff members Maintaining personal relationships with
teachers
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19. Resources
Ensuring that teachers have the necessary materials and equipment
Ensuring that teachers have the necessary staff development opportunities to directly enhance their teaching
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20. Situational Awareness
Accurately predicting what could go wrong from day to day
Being aware of informal groups and relationships among the staff
Being aware of issues in the school that have not surfaced but could create discord
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21. Visibility
Making systematic and frequent visits to classrooms
Having frequent contact with students Being highly visible to students, teachers,
and parents
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Two Types of Change
First Order Changes Day to day changes, incremental, the next obvious
step, solutions come from our experiences All 21 principal responsibilities are important but to
varying degrees – the top third are: Monitoring/Evaluating, Culture, Ideals/Beliefs, Knowledge
of and Involvement in Curriculum, Assessment, and Instruction, Focus, and Order
Managing the daily life of a school - handout
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Two Types of Change
Second Order Change - Innovation Dramatic departure from what is expected, both in
defining the problem and in finding a solution Unlike first order change, second order change is
linked to 7 of the 21 principal responsibilities Knowledge of Curriculum, Instruction, and Assessment Optimizer Intellectual Stimulation Change Agent Monitoring/Evaluating Flexibility Ideals/Beliefs
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Doing the Right Work
School effectiveness is directly linked to the principal’s ability select the right work
Working hard but not smart The Right Work – factors that research and
experience tells us can be altered to improve student achievement and learning and that we can pay for
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Factors that Impact Student Achievement and Learning School-Level Factors Teacher-Level Factors Student-Level Factors
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School-Level Factors
Guaranteed and viable curriculum Challenging goals and effective feedback Parent and community involvement Safe and orderly environment Collegiality and professionalism
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Teacher-Level Factors
Instructional strategies Classroom management Classroom curriculum design
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Student-Level Factors
Home environment Learned intelligence and background
knowledge Motivation
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A Plan for Effective Leadership
Develop a strong school leadership team Distribute some responsibilities throughout
the team (handout 7.1)
Select the right work (handout 7.2)
Identify the order of magnitude implied by the selected work (handout 7.3)
Match the management style to the order of magnitude of the change (handouts 7.4 and 7.5)
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Reference
Marzano, R.J., Waters, T., & McNulty, B.A. (2005). School Leadership that Works: From Research to Results. Alexandria, Va. Association for Supervision and Curriculum Development.