Introduction In most states across the country, successful schools are being defined as those who earn high numbers or percentage points (Missouri) or letter grades of “A” or “B” (Louisiana) at the end of each school year; these scores are primarily based on how well students perform on standardized achievement tests. The role of school leaders are extremely important to leading and creating a successful school. As education continues to change, leaders will need to adjust their leadership styles, skills, and abilities to meet the needs of the children they serve. A leader who serves as a change agent, has many responsibilities. “The responsibility of change agent refers to the leader’s disposition to challenge the status quo” (Marzano,
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Mitchell so successful. I have only known him for one and a half years, but I think I have gotten a good understanding of who he is and what he can do professionally. Most of my teaching career has been in turnaround schools, so I am very familiar of what it takes to be a turnaround teacher. However, my role as a turnaround principal has only just begun and I wanted to gain insight from someone who had been successful in this position before to educate me on things I may not know or even realized could potentially take place. The following interview questions and answers describe in part how Dr. Mitchell has become successful, what changes he foresees occurring in education, what his future aspirations are as a school leader, and political pressures he faces as he manages to turnaround Normandy.
1. What is the biggest issue facing your school today?
A. The biggest issue facing our school today is being unaccredited and determining ways to remove that title that will best benefit our students.
2. How are you addressing that issue?
A. I have decided to look at individual student data first. After analyzing the data, I have to determine the next and best steps for each individual student and go from …show more content…
Again, it depends on the level of influence. If it is school level and will only impact the immediate school, then the principals as committee will determine it (always consulting policy). Obviously, if it will impact the district, one should seek advice from a district level administrator.
10. How do you approach moral and/or ethical situations that involve teachers and students?
A. I first speak with individuals involved, document having had the conversation and make district level administrators aware of any unethical or immoral practices. Even if it is not warranted, I always hotline these situations for the safety of those involved. I would rather make the call and have the person on the phone tell me there isn’t enough information for them to proceed than to not have called at all.
11. Can you describe a time when your moral and/or ethical beliefs may have been questioned in a decision that was made.
A. Working in turnaround, there are going to be times when someone may question your actions. The outside of the box thinking may have some who do not fully understand the legalities of education, or are used to things happening a certain way, not understanding of where you’re going or why you’re doing what you’re doing. In every decision I make, I think about what is best for children and how we are going to get them to
Mitchell so successful. I have only known him for one and a half years, but I think I have gotten a good understanding of who he is and what he can do professionally. Most of my teaching career has been in turnaround schools, so I am very familiar of what it takes to be a turnaround teacher. However, my role as a turnaround principal has only just begun and I wanted to gain insight from someone who had been successful in this position before to educate me on things I may not know or even realized could potentially take place. The following interview questions and answers describe in part how Dr. Mitchell has become successful, what changes he foresees occurring in education, what his future aspirations are as a school leader, and political pressures he faces as he manages to turnaround Normandy.
1. What is the biggest issue facing your school today?
A. The biggest issue facing our school today is being unaccredited and determining ways to remove that title that will best benefit our students.
2. How are you addressing that issue?
A. I have decided to look at individual student data first. After analyzing the data, I have to determine the next and best steps for each individual student and go from …show more content…
Again, it depends on the level of influence. If it is school level and will only impact the immediate school, then the principals as committee will determine it (always consulting policy). Obviously, if it will impact the district, one should seek advice from a district level administrator.
10. How do you approach moral and/or ethical situations that involve teachers and students?
A. I first speak with individuals involved, document having had the conversation and make district level administrators aware of any unethical or immoral practices. Even if it is not warranted, I always hotline these situations for the safety of those involved. I would rather make the call and have the person on the phone tell me there isn’t enough information for them to proceed than to not have called at all.
11. Can you describe a time when your moral and/or ethical beliefs may have been questioned in a decision that was made.
A. Working in turnaround, there are going to be times when someone may question your actions. The outside of the box thinking may have some who do not fully understand the legalities of education, or are used to things happening a certain way, not understanding of where you’re going or why you’re doing what you’re doing. In every decision I make, I think about what is best for children and how we are going to get them to