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The mental health of school leaders and managers is just as important as the well-being of those they teach and support. Recent research reveals some alarming statistics, including that 56% of senior leaders have experienced mental ill health in the last year. This book examines a range of relevant issues including workload, inspections, partnerships and approaches to leadership and management in order to address some of these concerns and provide comprehensive guidance and workable, evidence-informed strategies to support those with leadership roles in schools and colleges.

An Intellectual History of School Leadership Practice and Research presents a detailed and critical account of the ideas that underpin the practice of educational leadership, through drawing on over 20 years of research into those who generate, popularise and use those ideas. It moves from abstracted accounts of knowledge claims based on studying field outputs, towards the biographies and practices of those actively involved in the production and use of field knowledge. The book presents a critical account of the ideas underpinning educational leadership, and engages with those ideas by examining the origins, development and use of conceptual frameworks and models of best practice. It deploys an original approach to the design and composition of an intellectual history, and as such it speaks to a wider audience of scholars who are interested in developing and deploying such approaches in their particular fields.

When faculty climb the ranks into leadership positions, they come with years of knowledge and experience, yet they are often blindsided by the delicate interpersonal situations and political minefields they must now navigate as university administrators. What are the specific skills that faculty need to acquire when they move into administrative positions, and how can they build upon their existing abilities to excel in these roles? What skills can other mid-level leaders learn to help in their positions?Using an engaging case study approach, Leading for Tomorrow provides readers with real-world examples that will help them reflect on their own management and communication styles. It also shows newly minted administrators how they can follow best practices while still developing a style of leadership that is authentic and uniquely their own.The book's case studies offer practical solutions for how to deal with emerging trends and persistent problems in the field of higher education, from decreasing state funding to political controversies on campus. Leading for Tomorrow gives readers the tools they need to get the best out of their team, manage conflicts, support student success, and instill a campus culture of innovation that will meet tomorrow's challenges.

This edited volume expands on the existent research on anti-racist educational leadership by identifying what type of capacity building is needed for school administrators to facilitate anti-racist change in their schools. Racial inequities in education persist in part because the solutions that districts and schools choose to employ largely ignore why and how institutional and structural racism is the root cause of inequities in education. Yet, racial inequities in schooling can be redressed if districts and schools have leaders who are deeply committed to combatting racism in their daily practice and structures of schooling. This book underscores why we need more educational leaders who adopt an anti-racist stance in how they lead and are prepared to face the political complexity and uncertainty that will undoubtedly occur when they try to advance racial equity in their school communities. Through diverse perspectives and voices, including scholars in the field of educational leadership, sociologists of education, school and district administrators, and grassroots community members and activist groups, this book addresses issues related to anti-racist educational leadership at various levels.

Many educators have heard about the need to implement \"trauma-sensitive\" practices in order to help students heal and succeed. But what does this look like on a day-to-day basis? What does it require of teachers and of those who lead them? In \"Trauma-Sensitive School Leadership,\" Bill Ziegler, Dave Ramage, Andrea Parson, and Justin Foster provide a framework to guide administrators and their teams through the process. With reference to research and their own experience as teachers, counselors, and school leaders, the authors explain how to: (1) Develop empathetic and supportive relationships among students and staff; (2) Identify biases and barriers that hinder educators' ability to support learners affected by trauma; (3) Design all-school events and daily lesson plans to minimize the likelihood of retraumatizing vulnerable students; (4) Retool discipline practices and physical spaces to foster a more trauma-sensitive culture and climate; and (5) Establish supports to help teachers and other staff deal with secondary trauma. Accepting students for who they are and responding compassionately to their needs leads to greater success in academics and life. With 50 recommended strategies and real-life examples of trauma-informed healing practices, \"Trauma-Sensitive School Leadership\" can help you transform your school to better serve your students.

In this transformative narrative, Carlos R. Moreno explores what it means to develop Leadership Soul by approaching educational leadership with love, care, and vulnerability.

This book focuses on reflective writing as a way to guide teachers to recognise their leadership strengths and develop as leaders. It explores leadership considerations in a range of teaching contexts, with each chapter raising diverse issues for aspiring leaders.

From decreased funding to censorship controversies and rising student debt, the public perception of the value of higher education has become decidedly more negative. This crisis requires advocacy and action by policymakers, educators, and the public. Championing a Public Good presents a clear set of strategies and tools for advocates making the case for renewing our civic commitment to public higher education.Taking a fresh look at one of the most controversial moments in the history of US higher education, the work of the Spellings Commission (2005–2008), Carolyn D. Commer argues that this body’s public criticisms of higher education and its recommendation to increase accountability and oversight—via market-based metrics—accelerated the erosion of the concept of higher education as a public good. Countering that requires a careful, forceful approach on the part of advocates. Commer draws from the public record to demonstrate a common set of arguments, metaphors, and rhetorical frames that can, in fact, flip the public debate over higher education to champion the public value of universities and colleges over their value as market commodities.Championing a Public Good is a powerful primer on how to change the course of public higher education in the United States. It will appeal especially to faculty, administrators, and policymakers in higher education.

\"Glocal\" education melds the economic advantages of globalizing higher education with the benefits of incorporating local perspectives. This book explores glocal education's rationale; social, cultural, and economic foundations; key concepts; and implementation.

Wouldn't it be great if you could equip your school and yourself to face whatever the future might throw at you! Schools face myriad calls on their time and creativity yet have finite internal resources to respond to them. This can result in piecemeal changes, and reactive rather than pro-active approaches. This book reduces, filters and prioritises the demands on staff energy to the central task of all schools - to achieve the best engagement of and learning outcomes for all learners (including the staff themselves). Schools often feel constrained by their current context, their previous performance, their demographics or available staff. This book provides an holistic and effective approach to change management that is simple, engages all stakeholders, is built around the current expertise and culture of the school and, most importantly, is sustainable. It is suitable for headteachers, senior or aspiring leaders, and those driving change through initiatives, but also individual teachers who are interested in effective practice as a route towards personal well-being and professional satisfaction.