Challenge

Every major study on School Reform (A Nation at Risk, 1983; Tough Choices for Tough Times, 2006), numerous professional journals (Educational Leadership, Fall 2006) and even the mainstream press (Time, December 18, 2006) points to the principal as a key figure in making schools places where all students achieve at high levels. And yet, in spite of the data, principals continue to be plagued by factors that inhibit their capacity to lead. Some of those factors include:

  • Unrealistic expectations of parents, students, teachers, superintendents, students, and other community members regarding the role of the principal
  • An over-emphasis on managing details.
  • A “command and control” approach to leadership.
  • Lack of focus regarding the guidance, direction and support of teaching and learning.
  • A perception by principals that there is not enough time to do the job well.
  • Pre-service preparation that is not designed to provide school leaders with the knowledge, skills, commitment and courage to lead.
  • The isolating nature of being a school leader, who must continuously respond to the needs of many other people, but who has few opportunities to reflect and brainstorm with fellow school leaders in a safe and risk-free environment.

Leadership is helping others see what needs to be done, collaboratively developing pathways to get there, providing the conditions necessary to support school improvement efforts, holding people accountable for improving student learning, and celebrating success.

School leaders cannot improve student learning alone. They need the support of teachers and parents in developing vision, mission, values, goals and action plans to improve learning. They need the help of teacher teams to develop new standards-driven curricula, implement innovative instructional practices, and design solutions to student learning problems.

School leaders are not often provided with opportunities to observe and reflect on leadership practice. The national School Leaders Network (NSLN) provides school leaders with opportunities to reflect on leadership practice, identify factors that may be inhibiting their capacity to lead and to then, in collaboration with other network members develop ways to address those factors.

Many leadership organizations focus on the head and hand of leadership at the expense of heart. Other organizations focus on heart at the expense of head and hand. The NSLN approach is to use head, hand and heart in partnership to increase knowledge, enhance skills and renew passion commitment and hope.