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What principals and district administrators are learning about instructional leadership in the Vista View School District.

机译:校长和学区管理员正在学习有关Vista View学区的教学领导力的知识。

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摘要

The No Child Left Behind Act (NCLB) places significant pressure on districts to improve student performance and close identified achievement gaps. As a result of this pressure, districts need to support the efforts of their principals to become excellent instructional leaders (Resnick & Glennan, 2003). Generally, however, districts spend more time with the bureaucratic management of the system than with the "instructional core" (Elmore, 2002). The complexity of change in educational organizations is at least partially responsible for a district's inability to effectively address this "instructional core." The former District 2 in New York City, however, provides one solid example of an organization that systematically supported instructional leadership for nearly a decade (Elmore, 2004). For that reason, District 2 is used as an exemplar in this study. I utilize a qualitative design to review the efforts of the Vista View School Districts1 to teach its principals how to become powerful instructional leaders.;This study asks the following questions:;Main question. What are principals and district administrators learning about instructional leadership in the context of a district reform effort (Collaborative Literacy Project2 in the Vista View School District)?;Sub-questions. (1) What district practices support or inhibit principals' learning about instructional leadership in this context? (2) How can this study inform district administrators regarding principals' professional learning?;1Vista View is the ninth largest school district in the state of Washington, with approximately 20,000 students. It is located in the greater Puget Sound area. 2The Collaborative Literacy Project (CLP) is a five-year district literacy initiative that supports teachers and principals with the implementation of best teaching practices. The CLP was created in partnership with the Public Education and Business Coalition (PEBC), an organization that consults with school districts around the country on literacy instruction.
机译:《不让任何一个孩子落后法案》(NCLB)给学区带来巨大压力,要求他们提高学生的表现并缩小已发现的成绩差距。由于这种压力,各学区需要支持校长的努力,以成为优秀的教学领导者(Resnick&Glennan,2003)。但是,总的来说,地区花费在系统的官僚管理上的时间要多于“教学核心”(Elmore,2002)。教育组织变革的复杂性至少部分负责一个学区无法有效解决这一“教学核心”的问题。然而,前纽约市的第2区提供了一个组织的可靠例子,该组织系统地支持了近十年的教学领导(Elmore,2004)。因此,在本研究中将第2区用作示例。我使用定性设计来回顾Vista View学区1的工作,以教导其校长如何成为有能力的教学领导者。该研究提出以下问题:主要问题。校长和学区行政人员在学区改革工作(Vista View学区的“协作素养计划2”)的背景下,从中学到了什么有关教学领导的知识? (1)在这种情况下,哪些学区的实践支持或阻碍了校长对教学领导能力的学习? (2)这项研究如何向区行政人员提供有关校长专业学习的信息?1 Vista View是华盛顿州第九大学区,约有20,000名学生。它位于较大的普吉特海湾地区。 2协作性扫盲项目(CLP)是一项为期五年的地区扫盲计划,旨在支持教师和校长实施最佳教学实践。 CLP与公共教育和商业联盟(PEBC)合作创建,该组织与全国学区就扫盲教育进行咨询。

著录项

  • 作者

    Byrd, Anthony Alton.;

  • 作者单位

    University of Washington.;

  • 授予单位 University of Washington.;
  • 学科 Education Administration.;Education Curriculum and Instruction.
  • 学位 Ed.D.
  • 年度 2007
  • 页码 131 p.
  • 总页数 131
  • 原文格式 PDF
  • 正文语种 eng
  • 中图分类
  • 关键词

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