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Taking Stock of Principal Pipelines:: What Public School Districts Report Doing and What They Want to Do to Improve School Leadership [Minkštas viršelis]

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  • Formatas: Paperback / softback, 82 pages
  • Išleidimo metai: 10-Jul-2020
  • Leidėjas: RAND
  • ISBN-10: 1977405266
  • ISBN-13: 9781977405265
Kitos knygos pagal šią temą:
Taking Stock of Principal Pipelines:: What Public School Districts Report Doing and What They Want to Do to Improve School LeadershipDidesnis paveikslėlis
  • Formatas: Paperback / softback, 82 pages
  • Išleidimo metai: 10-Jul-2020
  • Leidėjas: RAND
  • ISBN-10: 1977405266
  • ISBN-13: 9781977405265
Kitos knygos pagal šią temą:
Pastovi nuoroda: https://www.kriso.lt/db/9781977405265.html

The authors share new findings about the about the presence and potential importance of principal pipeline

activities for preparing, hiring, supporting, and evaluating school leaders across the United States as reported by district

administrators.

Preface iii
Boxes and Figures vii
Tables
ix
Summary xi
Acknowledgments xvii
Abbreviations xix
Chapter One Introduction
1(6)
Our Interviewees
3(1)
Our Questions
4(1)
How We Analyzed the Data
5(1)
Limitations and Strengths
5(1)
Overview of This Report
6(1)
Chapter Two Results
7(34)
Nearly All School Districts Reported That School Leadership Is Essential to School Improvement
7(4)
Less than Half of School District Respondents Expressed Moderate or High Satisfaction with Their Pool of Candidates for Principal Positions
11(2)
What Pipeline Activities Are Most Prevalent?
13(4)
Leader Standards for Principals
17(1)
Most District Leaders Reported That Their District Used State Leader Standards in Combination with District or Other Standards
17(2)
Preservice Preparation
19(1)
District Leaders Reported Particularly Striving to Encourage Aspiring Leaders Who Possessed a Range of Less Tangible Skills and Abilities
20(1)
District Leaders Provided a Range of Support for Aspiring Leaders
21(1)
Of Districts Using Preservice Providers, Majorities Collaborate in Some Way to Support District Needs
22(2)
Selective Hiring and Placement
24(1)
Districts Reported Using Multiple Measures and Criteria to Assess Candidates, with Large Districts More Likely to Report Using Performance Tasks
25(1)
On-the-Job Support and Evaluation
26(1)
Districts Use Different Approaches When Supporting Principals
27(1)
The Frequency and Content of Principal Professional Learning in Districts Appeared to Vary Considerably
28(1)
Principal Supervision
29(1)
Who Supervises Principals, and the Number of Principals They Supervise, Varies Widely Across the United States
30(1)
District Pipeline Infrastructure: Leader Tracking Systems and Systems of Support
31(1)
Respondents from Large Districts Were More Likely than Those from Medium Districts to Report Having Offices or Positions Focused on School Leadership
32(1)
Linking Districts' Reported Principal Pipeline Activities with Candidate Pool Satisfaction
32(2)
District Leaders Are Interested in Building Their Pipelines
34(3)
Small Districts Results
37(4)
Chapter Three Discussion and Conclusions
41(4)
APPENDIXES
A Data Collection
45(6)
B Data Analysis
51(6)
ONLINE APPENDIXES
Available for download at www. rand. org/t/RRA274-1
C Summary of Interview Responses
D Data Analysis
References 57