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11 – 20 of 35Stephen H. Davis, Ronald J. Leon and Miriam L. Fultz
In this chapter, we describe the strategies used in establishing the Great Leaders for Great Schools Academy (GLGSA), a high impact and sustainable university–district partnership…
Abstract
In this chapter, we describe the strategies used in establishing the Great Leaders for Great Schools Academy (GLGSA), a high impact and sustainable university–district partnership and the first program to be accredited under California’s experimental standards for principal preparation. The partnership has evolved into a robust professional learning community dedicated to the task of preparing practice-ready school leaders with the knowledge, skills, and dispositions needed to turn around low performing schools in the Pomona Unified School District. Chapter contents also include descriptions of the key elements of the GLGSA and seven recommendations for those who desire to establish innovative and collaborative approaches to leadership preparation.
Gareth R. T. White, Robert Allen, Anthony Samuel, Dan Taylor, Robert Thomas and Paul Jones
This chapter explores social enterprises as an alternative and addition to traditional entrepreneurial ecosystems (EEs). It reviews the substantial social enterprise literature in…
Abstract
This chapter explores social enterprises as an alternative and addition to traditional entrepreneurial ecosystems (EEs). It reviews the substantial social enterprise literature in order to identify the myriad of competing tensions constraining development and success of social EEs in areas of significant poverty and economic deprivation. Following this, the findings of several contemporary and novel studies are discussed. These collectively evidence ways social enterprises are overcoming the seemingly immutable constraints they operate under. In particular, the Social Enterprise Places initiative has been highly effective in supporting the development of flourishing social EEs in many locations in the UK. However, the growth of social enterprises, both in number and economic importance, presents further challenges that social enterprise owners and managers will have to contend with. Consequently, these organisations and their allied ecosystems require continued structural, financial and skills support.
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Antonia Issa Lahera and Anthony H. Normore
This chapter examines the process of ongoing planning and changing of an innovative urban school leadership development and preparation program at California State University…
Abstract
This chapter examines the process of ongoing planning and changing of an innovative urban school leadership development and preparation program at California State University Dominguez Hills. Currently in its fourth consecutive year, the five-year Urban School Leaders (USL) program is the result of a partnership with Local Districts 5, 6, 7, and 8 within Los Angeles Unified School District (LAUSD) and California State University Dominguez Hills (CSUDH). The program is intended to prepare, place, and retain leaders for high needs schools and provide staff development to these leaders with the ultimate outcome resulting in student achievement gains. LAUSD Local Districts 5–8 are contiguous and in close proximity to CSUDH. These districts encompass some of Los Angeles’ poorest neighborhoods, including East LA, South LA, South Central LA, and the Harbor area. In this chapter, we outline the various components of the USL program and share reflections on the planning and improvement process in our efforts to strengthen and improve the community of professional practice within the program.
Mark A. Gooden and Richard Gonzales
There is growing national attention on the question of how the quality of leadership preparation programs can help to develop effective school leaders and thus impact student…
Abstract
There is growing national attention on the question of how the quality of leadership preparation programs can help to develop effective school leaders and thus impact student learning (Davis, Darling-Hammond, LaPointe, & Meyerson, 2005). In recent years several educational leadership preparation programs have redesigned their content and delivery to be more influential in graduates’ leadership development and subsequent leadership practice focused on school improvement (Young, 2009). Davis, et al. (2005) add that exemplary programs that are effective include important components such as having a rigorous selection process in admission of candidates.
This chapter discusses the recruitment and selection mode utilized by the University of Texas at Austin Principalship Program (UTAPP), which includes several key components associated with exemplary preparation programs (Darling-Hammond, LaPointe, Meyerson, Orr & Cohen, 2007). These components include: rigorous recruitment and careful selection of participants, a cohort structure, and an emphasis on powerful authentic learning experiences (Orr, 2006). While the process has undergone some changes in reason years, it has sought to explore multiple manifestations of the candidate’s leadership. As a result, the program’s recruitment and selection process has evolved into the current iteration, which is outlined in this chapter.