The Leadership Paradox: Balancing Logic and Artistry in Schools"A distinctive, playful, and insightful look at the art and craft of leading a modern-day school." --Roland S. Barth, educator and author of Improving Schools from Within "Reality-based cases and concepts worthy of reflection by all who are interested in improving school leadership.'' --Linton Deck, director of education and nonprofit applications, Center for Creative Leadership "Required reading for those who are or aspire to be principals and for those who prepare, train, or supervise them." --Laraine Roberts, director of research and development, California School Leadership Academy Rather than view leadership and management as opposing factions, this book shows how the two ideals can serve as complements in building powerful school culture. The authors share real-life stories and examples of school leaders who have learned to adopt a bifocal approach and integrate the contradictions of their work. |
Contents
A Fence That Divides | 1 |
The Technician and the Artist | 11 |
The Bifocal Principal | 39 |
Copyright | |
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Other editions - View all
The Leadership Paradox: Balancing Logic and Artistry in Schools Terrence E. Deal,Kent D. Peterson No preview available - 2000 |
Common terms and phrases
achieve action activity Administration approaches attention authority balance become beginning behavior beliefs building Center ceremonies challenges classes collaborative commitment concern coordination council create cultural Deal decisions develop discussion district Educational effective efforts encourage example experience expressive faculty formal Fran functional future goals High ideas important improvement instructional issues keep leaders Leadership learning Living look materials meaning meetings ment move noted opportunity organizations Paradox parents past performance planning play position powerful practices present principal principal's problems professional programs reinforce requires Research responsibility rituals roles routine rules schedule selection sense serve Shaping shared side signals social specific staff members stories structure studies success supervision symbolic tasks teachers teaching technical things tion traditions understand University values Washington