Leading Every Day
Actions for Effective Leadership
Häftad, Engelska, 2013
Av Joyce Kaser, Susan Mundry, Katherine E. Stiles, Joyce S. Kaser, Susan E. Mundry, Katherine E. Stiles, Susan Loucks-Horsley
669 kr
Produktinformation
- Utgivningsdatum2013-10-29
- Mått177 x 254 x 17 mm
- Vikt570 g
- FormatHäftad
- SpråkEngelska
- Antal sidor288
- Upplaga3
- FörlagSAGE Publications Inc
- ISBN9781452260938
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Joyce Kaser is a Senior Program Associate in the Science, Technology, Engineering, and Mathematics (STEM) Program at WestEd. She has extensive experience in program evaluation, primarily the evaluation of STEM programs. She has served as a team member for the development of two frameworks for the National Assessment of Educational Progress: Science, 2009 and Technology and Engineering Literacy, 2014. Joyce also led the development of the background variables for students, teachers, and administrators participating in NAEP and was co-lead of the standard setting for the NAEP 2009 science project. Joyce has had numerous experiences in evaluating STEM professional development, including co-developing an external validation system for professional development and student enrichment programs. She is first author of , also published by Corwin. Joyce has been the facilitator for the New Mexico Secretary of Education’s Math and Science Advisory Council and has evaluated National Science Foundation educational outreach projects. Prior to joining WestEd, Joyce directed the Washington, D.C. office of The NETWORK, a research and development organization, headed up an equity assistance center, and served as a district administrator and high school teacher. Currently she is involved in research of mathematics and science programs, looking specifically at learning progressions in science, computer-based tutoring systems, and program implementation. She holds an EdD from The American University. Susan Mundry is currently deputy director of Learning Innovations at WestEd and the associate director of WestEd’s Mathematics, Science, and Technology Program. She directs several national or regional projects focused on improving educational practice and oversees the research and evaluation projects of Learning Innovations. She is codirector of a research study examining the distribution of highly qualified teachers in New York and Maine for the Northeast & Islands Regional Education Laboratory and is the project codirector for the evaluation of the Intel Mathematics Initiative, a professional development program for elementary and middle grades teachers aimed at increasing student outcomes in mathematics. She is also a Principal Investigator for two National Science Foundation projects that are developing products to promote the use of research-based practice in science and mathematics. Since 2000, Mundry has codirected the National Academy for Science and Mathematics Education Leadership, which provides educational leaders with training and technical assistance on professional development design, leading educational change, group facilitation, data analysis and use, and general educational leadership, as well as access to research-based information to improve teaching and learning. Building on this work, she provides technical assistance to several large urban schools districts engaged in enhancing leadership and improving math and science programs.As a senior research associate for the National Institute for Science Education (1997-2000), Mundry conducted research on attributes of effective professional development. She served on the national evaluation team for the study of the Eisenhower Professional Development program led by the American Institutes for Research, where she worked on the development of national survey instruments and the protocols for case studies. From 1982 to 1997, Mundry served in many roles from staff developer to associate director at The NETWORK, Inc., a research and development organization focused on organizational change and dissemination of promising education practice. There, she managed the work of the National Center for Improving Science Education and the Center for Effective Communication, provided technical assistance to schools on issues of equity and desegregation, oversaw national dissemination programs, and co-developed the “Change Game,” (Making Change for School Improvement) a simulation game that enhances leaders’ ability to lead change efforts in schools and districts.Mundry has written several books, chapters, and articles based on her work. She is coauthor of the best selling book, Designing Effective Professional Development for Teachers of Science and Mathematics (2nd edition), as well as Leading Every Day: 125 Actions for Effective Leadership, which was named a National Staff Development Council Book of the Year in 2003. Her latest book is The Data Coach’s Guide to Improving Learning for All Students (2008).Katherine E. Stiles is a Senior Program Associate in the STEM Program at WestEd. Katherine is Co-Director of WestEd’s National Academy for Science and Mathematics Education Leadership, providing professional development and support for education leaders nationwide. The foci of the Leadership Academy–effective leadership, educational change, professional development and communities of learners, facilitation, and using data and evidence to achieve results–are reflected in the book, (2013). She designs and leads science and mathematics education program evaluation projects at the school, district, state, and national level, focusing on assessing the quality of professional development, and the relationship between teachers’ conceptual learning, changes in practice, and student learning. Katherine works with schools and districts to enhance student learning through the development of collaborative inquiry into data among staff as part of her work on the Using Data Project and as co-author of (2008). She was co-director of an NSF-funded project, Building Systems for Quality Teaching and Learning in Science, that resulted in the publication of professional development materials and a simulation board game on science education. The project extended the work of the seminal book on professional development that she co-authored, (2010). Prior to joining WestEd in 1995, Katherine worked at the National Science Resources Center in Washington, D.C., as a science curriculum developer and authored four curriculum units for the program. Susan Loucks-Horsley was the lead author of the first edition of Designing Professional Development for Teachers of Science and Mathematics and directed the professional development research for the National Institute for Science Education on which the book is based. At the time of her passing in 2000, Susan was the associate executive director of Biological Sciences and Curriculum Study (BSCS) and senior research associate for science and mathematics at WestEd. She had previously served as director of professional development and outreach at the National Research Council’s Center for Science, Mathematics, and Engineering Education, where she promoted and monitored standards-based education, especially the National Science Education Standards. Susan was a leading researcher, writer, and professional developer who enjoyed collaborating with others to address education’s toughest problems. She was the lead author of several books, including Continuing to Learn: A Guidebook for Teacher Development, An Action Guide for School Improvement, and Elementary School Science for the 90s. In addition, she wrote numerous reports on teacher development for the National Center for Improving Science Education, as well as chapters and articles on related topics. While at the University of Texas/Austin Research and Development Center for Teacher Education, she worked on the development team of the Concerns-Based Adoption Model (CBAM), a classic framework for understanding and leading change efforts.
- IntroductionBook One: Leadership Every DayDay 1: We Are All LeadersDay 2: Effective Leadership PracticesDay 3: Making Conscious ChoicesDay 4: Committing to a Moral ImperativeDay 5: Using Power AppropriatelyDay 6: Building Shared VisionDay 7: Promoting DiversityDay 8: Leading For ResultsDay 9: Using Habits to Our AdvantageDay 10: Generating and Sharing KnowledgeDay 11: Keeping a Client-Centered FocusDay 12: Recognizing and Celebrating SuccessDay 13: NetworkingDay 14: Embracing Innovative ThinkingDay 15: Aligning Actions and BeliefsDay 16: Examining Your CultureDay 17: Building a Trusting ClimateDay 18: Collaborative LeadershipDay 19: Building RelationshipsDay 20: Trying Something NewDay 21: Coping with Ambiguity, Change, and ConfusionDay 22: Leading Through CrisisDay 23: Balancing Leadership and ManagementDay 24: Living with ParadoxDay 25: Paying Attention to Leadership Actions and TraitsDay 26: Getting SupportDay 27: Asking Good QuestionsDay 28: Finding Win/Win SolutionsDay 29: Modeling LeadershipDay 30: Ethical LeadershipDay 31: Doing the Right ThingReferencesBook Two: Leading ChangeDay 1: Change as a ProcessDay 2: Change Happens in People FirstDay 3: The Impact of ChangeDay 4: Moving through the Stages of Change-ConcernsDay 5: Moving through the Stages of Change-BehaviorDay 6: Change as Continuous ImprovementDay 7: Speed of ChangeDay 8: The Missing Piece in ChangeDay 9: Balancing Constants and ChangeDay 10: Recognizing AssumptionsDay 11: Crafting a Shared VisionDay 12: Mission and GoalsDay 13: Motivating OthersDay 14: Planning for ChangeDay 15: Origins of ChangeDay 16: Accepting LossDay 17: Dealing with DisappointmentDay 18: Change and ResilienceDay 19: Facing ProblemsDay 20: Neutralizing ResistanceDay 21: Capitalizing on ResistanceDay 22: Knowing Your ConstituentsDay 23: Managing Multiple Change EffortsDay 24: Systems ThinkingDay 25: Examining Change HistoryDay 26: The Downside of ChangeDay 27: Building Ownership for ChangeDay 28: Individuals as Agents of ChangeDay 29: Self-Assessment as a Change LeaderDay 30: Sustaining Individual LeadershipDay 31: Initiating, Implementing, and Institutionalizing ChangeReferencesBook Three: Leading Learning CommunitiesDay 1: Leading Communities of LearningDay 2: Leading Learning in OrganizationsDay 3: Building Cultural ProficiencyDay 4: Powerful Learning ExperiencesDay 5: How People LearnDay 6: Transformative LearningDay 7: Transforming Situational LearningDay 8: Defining ExpertiseDay 9: Characteristics of Effective Professional LearningDay 10: Aligning Beliefs and BehaviorsDay 11: Designing Professional DevelopmentDay 12: Committing to Vision and StandardsDay 13: Using Data to Guide Professional Development DesignsDay 14: Inputs into Professional Development DesignDay 15: Knowledge and Beliefs in Science and MathematicsDay 16: Professional Development in ContextDay 17: Critical Issues to ConsiderDay 18: Ensuring EquityDay 19: Strategies for Professional LearningDay 20: Selecting and Combining StrategiesDay 21: Professional Development for Student ImpactDay 22: Balancing Philosophy and PragmatismDay 23: Incorporating Reflexive PracticeDay 24: Reaching Everyone or Scaling UpDay 25: Team LearningDay 26: Sharing Knowledge and Capturing Lessons LearnedDay 27: Using Program Logic ModelsDay 28: Achieving Realistic OutcomesDay 29: Gathering Evaluation DataDay 30: Leading Learning by ExampleDay 31: Taking Responsibility for LearningReferencesBook Four: Leading Effective GroupsDay 1: Leading GroupsDay 2: Four Roles of Group LeadersDay 3: Group Norms of CollaborationDay 4: Group Norm #1—PausingDay 5: Group Norm #2—ParaphrasingDay 6: Group Norm #3—Posing QuestionsDay 7: Group Norm #4—Putting Ideas on the TableDay 8: Group Norm #5—Providing DataDay 9: Group Norm #6—Paying Attention to Self and Others, Verbal CommunicationDay 10: Group Norm #6—Paying Attention to Self and Others, Nonverbal CommunicationDay 11: Group Norm #7—Presuming Positive IntentionsDay 12: Dialogue Versus DiscussionDay 13: Dialogue as Reflective Learning ProcessDay 14: Eliciting Participation From EveryoneDay 15: Cultural ProficiencyDay 16: Establishing Clear Roles and FunctionsDay 17: Structuring an Effective MeetingDay 18: Providing Logistical SupportsDay 19: Setting Up the Meeting RoomDay 20: Group Decision MakingDay 21: Reaching ConsensusDay 22: Giving FeedbackDay 23: Receiving FeedbackDay 24: Handling ProblemsDay 25: Options for Resolving ConflictDay 26: Conflict as OpportunityDay 27: Facilitating ConflictDay 28: Resolving Value ConflictsDay 29: Dealing with Disruptive PeopleDay 30: Beginnings and EndingsDay 31: Six Domains of Group DevelopmentReferencesBook Five: Leadership for ResultsDay 1: Results-Based LeadershipDay 2: Role of Leader to Achieve ResultsDay 3: Using Rigorous EvidenceDay 4: Being an Accountable LeaderDay 5: Role of Policy in Achieving ResultsDay 6: Building a Culture of Continuous ImprovementDay 7: Equitable Access to DataDay 8: Purposeful Use of DataDay 9: The Power of DataDay 10: Collaborative InquiryDay 11: Engaging Everyone with DataDay 12: Data-Driven DialogueDay 13: Root Cause AnalysisDay 14: Cause and EffectDay 15: Cause and Effect Analysis: The FishboneDay 16: Identifying ProblemsDay 17: Communicating about ProblemsDay 18: Criteria for Selecting OutcomesDay 19: Selecting the Right InterventionDay 20: Rapid PrototypingDay 21: Assessing EvaluationDay 22: Reflecting on ResultsDay 23: Planning for SuccessDay 24: Components of TrustDay 25: Keeping the TrustDay 26: Time Required for ResultsDay 27: Getting Better ResultsDay 28: Seeking Collective ImpactDay 29: Sustaining a Focus on Continuous ImprovementDay 30: Results Over TimeDay 31: Continuing to LearnReferencesIndex
"This book continues to resonate, encourage, and motivate action. It′s a powerful combination of inspirational, critical, and practical guidance delivered in daily doses."