Problem solving (Education) Research Papers (original) (raw)

An effective educational leadership philosophy involves mindful adherence to a set of approaches and core beliefs about teaching, learning and work environments. Educational philosophies are as diverse and unique as the individuals who espouse them. My core beliefs about educational leadership are drawn from a wide array of loosely connected concepts and " theories of action " that work in complimentary fashion to facilitate a well-run educational institution that positively impacts teacher effectiveness and student learning. Below I have clustered some key concepts that I embrace because various literatures, and my own research, indicate that they make a difference. In general, I believe the problems of today, dreams for tomorrow, and challenges of the future are best met by positive leaders who are informed, in touch, and involved in facilitating the success of those served. I strive to live and teach this philosophy of leadership in all I do. –XX The ultimate aim of education, as I see it, should be to teach students to use their minds well. In the 21 st century it is imperative that students access, comprehend, evaluate and judiciously act upon information, and then learn to generate and communicate new knowledge. Education at all levels should involve dynamic student-centered learning environments, which spark individual student achievement. Constructivist approaches, such as Active Learning, and Authentic Pedagogies hold much promise for improving student achievement because they emphasize student engagement and application in real-world contexts. When implemented well, on an institutional level, I believe students in social cognitive constructivist programs have numerous advantages over peers in traditional settings because the stimulating learning activities tend to engage and motivate learners. Educational leaders must clearly articulate institutional goals, philosophies and approaches to avoid competing ideologies from within the school from nullifying potential gains and creating cultures that are disjoint and competitive. Educational leaders can magnify the impact of the systems human and other resources by unifying faculty and staff under a common direction and approach. Clearly articulating a philosophical approach (such as social cognitive constructivism) involves critical evaluation and coordination of multiple aspects of the system operations for philosophical consistency, including vision and mission statements, curricula, instructional materials, professional development, programs, policies and practices so that they are aligned to the core tenants of the embraced philosophy. Leaders who dare to take a systemic approach are more likely to unite their staff in thought and action toward common goals. Leadership that Builds Collegiality and Shared Leadership A diverse faculty and staff unified by a common vision and mission is an extremely valuable asset. Team approaches reduce isolation and allow professionals to work collectively to develop the knowledge, skills and resources to meet challenges, while still fostering individuality and unique contributions. Healthy school cultures are typically found in high challenge, high trust, and high engagement work environments, that emphasize collaboration and problem solving. Effective teams can go a long way towards building productive collegial relationships., characterized by non-threatening and respectful professional debate. Shared leadership approaches can also provide faculty with a sense of empowerment and purpose, as well as providing a mechanism for problem solving. Shared leadership and improvement planning can also give voice to multiple groups within educational communities including students, parents, support staff, sister communities, and such and can increase community support for educational programs. In general, the administrative approach should place a high premium on building a non-competitive collaborative environment. Maintaining high faculty morale and vibrant teams of caring staff is among the most important aspects of school operations, including curricula and policy, because a caring and engaged staff the feels valued will have higher motivation. A motivated, challenged, collegial staff can do more to spark student learning than most any other aspect of operations, thus this must remain a priority of effective educational leaders. Professional Orientation has to do with the attitude and work habits of teachers and staff, and is greatly influenced by leadership priorities and approaches. Teacher norms in schools with a strong Professional Orientation involve assuming personal responsibility for student learning by increasing internal capacity to meet student needs. In school cultures high in Professional Orientation teachers tend to be perpetually preoccupied with finding more and better ways to engage learners. This typically creates a stimulating and vibrant work culture, characterized by highly committed and resourceful teachers with a large repertoire of instructional skills. Frequently, these schools have higher teacher morale and job satisfaction, which is associated with greater teacher retention. I espouse educational leadership styles that structure resources including, time, space, staff schedules, funding and so forth in order to maximize teacher professional learning and exposure to new instructional approaches and resources. Administrative practices that prioritize collaborative planning, ongoing job embedded learning, and in-class peer instructional support are more likely to facilitate higher Professional Orientation. Leadership for Professional Orientation also involves encouraging innovation and learning by trial and error. Routine monitoring and recognition of teacher leadership play crucial roles. Instructional Leadership that involves modeling, mentoring and clinical supervision such as frequent informal class visits and feedback, go a long way toward establishing strong Professional Orientation. Knowledgeable, engaged and supportive leadership over time helps to cultivate a culture where professional learning flourishes. Managing this type of robust culture requires leaders who are well-informed, open-minded, collaborative, flexible, highly involved with teachers, staff and students and are willing to take initiative to build to the intellectual community of the school.