Chris+Page

The Problem:

Hickory High School is suffering from a lack of unified vision; there are many conflicting factors. There is much pressure from the superintendent and school board to implement the needed changes. There are two competing sides at Hickory, the principal, Jim O'Connor and the older staff vs. the younger staff. O'Connor is viewed as essentially "toothless" and unable to assist the younger staff in achieving promotions. The older staff believes that the younger staff does not appreciate the "heritage" and "history" of the school. Each side maintains that the other is completely wrong.

Plan Element Questions:
 * 1) 4 - Encourage greater experimentation and risk taking?

- Taking an innovative approach, allowing staff members to "take charge" and lead new programs. - Keep valid, time honored traditions in place, while becoming innovating and forward thinking.

Research Helterbran, V. R. (2010). Teacher Leadership: Overcoming 'I am just a teacher' syndrome. //Education//. //131//(2). 363-71. Retrieved from: []

Many teachers view "teacher leadership" as theoretical and impractical. Both teachers and principals must play an active role in risk taking and sharing leadership. Student achievement improves from "teacher leadership" and a supportive climate.

Wehrli, B. (2009). Technology as a fence and a bridge. //Horace//. //25//(1). 4 pp. Retrieved from: []

Technology can be a "fence" where it holds back the users. Many teachers fall into this category. The author purports that technology can become a bridge to improved teaching, learning, and collaboration.

Guiding Questions
 * 1) 1 - How can you get staff members to develop their full potential and encourage their full participation in a school-improvement process? What are the characteristics of a job that provides and supports opportunities for development and advancement?

- First, they have to feel that they have input and it is meaningful. The principal must lead by example. The job should be rewarding and present appropriate challenges. - The staff must be willing to take risks and be allowed to do so.

Research Rourke, J., & Boone. E. (2009). Seaford Middle School: One tough team ﻿﻿. //Principal Leadership//. //9//(10). 32-5. Retrieved from: []

The principal of Seaford Middle School did not believe that test scores would remain low and the staff lethargic and apathetic about the situation.

Rowe, F., Stewart, D., & Patterson, C. (2007). Promoting school connectedness through whole school approaches. //Health Education//. 107(6). 524-42. Retrieved from: []

Increasing school connectivity through inclusive processes and power sharing, or equal partner relationships.


 * 1) 5 - How will you know that you are nurturing potential and capacity?

- Staff members will take the lead in impliminting new ideas and continually improving. - Results will happen.

Research Leech, D., & Fulton, C. R. (2008). Faculty perceptions of shared decision making and the principal's leadership behaviors in secondary schools in a large urban district ﻿. //Education//. //128//(4). 630-44. Retrieved from: []

The authors study the perspection of teachers in terms of the principal's leadership and organizational teamwork.