Full Description
It is easy to underestimate the impact that school organisation has on the behaviour, effectiveness, engagement and creativity of the teachers, staff and students who work within it. It also has a marked effect on the well-being of staff members, and how families and the community relate to the school. Attempts to improve school organisation are often short term "initiatives" that only cover only one or two aspects of what it takes to organise a school effectively.
Improving Schools Using Systems Leadership, in contrast, provides those involved in the design and delivery of educational services with a coherent and easy-to-follow framework to help run an effective organisation. Based on theory, real data on education improvements at school and regional level, and case studies, this book demonstrates how Systems Leadership can be used to improve school organisation. It integrates models of leadership, teamwork, capability, structure and systems to help make them more effective in improving the learning outcomes of students and also sustain this improvement over time.
This book explains how Systems Leadership can and has been applied in schools to bring clarity to the purpose, structure and systems within a school and have a major impact on its success. As such, it is an essential text for school leaders and managers looking for practical tools to help improve the working lives of the people within their organisation, and hence their effectiveness.
Contents
Acknowledgements
Introduction
Chapter 1. From the Headmaster to the School Leader
Part 1 Understanding the Concepts and Tools of Systems Leadership
Chapter 2. Understanding the Impact of Organisation on Well-Being
Chapter 3. Organising Work: Understanding Complexity
Chapter 4. Our Capability to Do Work
Chapter 5. What Do We Mean by "Culture"? The Universal Values Model
Chapter 6. The Tools of Leadership: Building a Culture
Chapter 7. Systems and Structure
Chapter 8. Behaviour and Symbols: How They are Used to Create Change
Chapter 9. Social Process: Authority and Authoritarian
Chapter 10. The Work of Team Leadership and Membership
Part 2 Implementing Change
Chapter 11. The General Context: Critical issues in Education
Chapter 12. The Context of Far North Queensland
Chapter 13. The Work of the Principal
Chapter 14. Implementing Change
Part 3: Results and Outcomes
Chapter 15. Regional Data
Chapter 16. Case Studies
Chapter 17. The Benefit of Foresight
Glossary
Bibliography
Index
