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Educational leadership is the process of enlisting and guiding the talents and energies of teachers, students, and parents toward achieving common educational aims. This term is often used synonymously with school leadership in the United States and has supplanted educational management in the United Kingdom.
Teacher leadership can neither be effective nor successful without principal support, but neither can the principal maximize his or her effectiveness without harnessing the talents and expertise of teachers in leadership roles." [15] "Teachers who serve in leadership roles may do so formally or informally.
Instructional leadership is generally defined as the management of curriculum and instruction by a school principal.This term appeared as a result of research associated with the effective school movement of the 1980s, which revealed that the key to running successful schools lies in the principals' role.
Educational Management Administration & Leadership is a bimonthly peer-reviewed academic journal that covers the field of management in education. The editor-in-chief is Tony Bush of the University of Nottingham .
This category includes all positions or roles that involve having authority over others, and thus all positions in hierarchies other than the "bottom" ones. See also: Category:Titles Wikimedia Commons has media related to Positions of authority .
Social justice educational leadership emphasizes the belief that all students can and will reach proficiency, without exceptions or excuses, and that schools ought to be organized to advance the equitable learning of all students. Rather than focusing on one group of students who traditionally struggle, or who traditionally succeed, social ...
Human performance technology (HPT), also known as human performance improvement (HPI), or human performance assessment (HPA), is a field of study related to process improvement methodologies such as organization development, motivation, instructional technology, human factors, learning, performance support systems, knowledge management, and training.
With out-group members, leaders expect no more than adequate job performance, good attendance, reasonable respect, and adherence to the job description in exchange for a fair wage and standard benefits. The leader spends less time with out-group members, they have fewer developmental experiences, and the leader tends to emphasize his/her formal ...