|
List of Tables and Figures |
|
|
xii | |
Preface |
|
xiv | |
Acknowledgments |
|
xix | |
About the Authors |
|
xxi | |
|
1 Defining Curriculum Leadership |
|
|
1 | (20) |
|
|
1 | (5) |
|
Defining Curriculum Leadership |
|
|
6 | (2) |
|
Organizational Phenomena Influencing Curriculum Leadership |
|
|
8 | (3) |
|
|
8 | (1) |
|
|
9 | (1) |
|
|
10 | (1) |
|
Rethinking the Education Hierarchy |
|
|
11 | (5) |
|
Adult-Centered Hierarchy Model |
|
|
11 | (2) |
|
Student-Centered Hierarchy Model |
|
|
13 | (3) |
|
|
16 | (2) |
|
|
18 | (1) |
|
Case Study Application: Stand and Deliver |
|
|
18 | (2) |
|
|
20 | (1) |
|
2 A Curriculum Leadership Journey |
|
|
21 | (33) |
|
ISLLC Standards and Curriculum Leadership |
|
|
21 | (28) |
|
Stop-ISLLC Performance Expectation 1 Vision, Mission, and Goals |
|
|
25 | (3) |
|
Element A High Expectations for All |
|
|
28 | (1) |
|
Element B Shared Commitments to Implement the Vision, Mission, and Goals |
|
|
29 | (1) |
|
Element C Continuous Improvement Toward the Vision, Mission, and Goals |
|
|
29 | (1) |
|
Stop-ISLLC Performance Expectation 2 Teaching and Learning |
|
|
30 | (2) |
|
Element A Strong Professional Culture |
|
|
32 | (1) |
|
Element B Rigorous Curriculum and Instruction |
|
|
32 | (1) |
|
Element C Assessment and Accountability |
|
|
33 | (1) |
|
Stop-ISLLC Performance Expectation 3 Managing Organizational Systems and Safety |
|
|
34 | (2) |
|
Element A Effective Operational Systems |
|
|
36 | (1) |
|
Element B Aligned Fiscal and Human Resources |
|
|
36 | (1) |
|
Element C Protecting the Welfare and Safety of Students and Staff |
|
|
37 | (1) |
|
Stop-ISLLC Performance Expectation 4 Collaborating With Families and Stakeholders |
|
|
38 | (1) |
|
Element A Collaboration With Families and Community Members |
|
|
39 | (1) |
|
Element B Community Interests and Needs |
|
|
39 | (1) |
|
Element C Building on Community Resources |
|
|
40 | (1) |
|
Stop-ISLLC Performance Expectation 5 Ethics and Integrity |
|
|
41 | (2) |
|
Element A Ethical and Legal Standards |
|
|
43 | (1) |
|
Element B Examining Personal Values and Beliefs |
|
|
44 | (1) |
|
Element C Maintaining High Standards for Self and Others |
|
|
45 | (1) |
|
Stop-ISLLC Performance Expectation 6 The Education System |
|
|
46 | (1) |
|
Element A Exerting Professional Influence |
|
|
47 | (1) |
|
Element B Contributing to the Educational Policy Environment |
|
|
48 | (1) |
|
Element C Policy Engagement |
|
|
48 | (1) |
|
|
49 | (1) |
|
|
50 | (1) |
|
Case Study Application: Principal Wonkermann's Late Afternoon Experience: De Ja Vu All Over Again |
|
|
50 | (3) |
|
|
53 | (1) |
|
3 Principal Expectations as Curriculum Leader |
|
|
54 | (30) |
|
|
54 | (1) |
|
Understanding Principal Expectations in Curriculum Development |
|
|
55 | (3) |
|
Principal Expectations in the Curriculum Leadership Role |
|
|
58 | (21) |
|
Expectation 1 Team Identification and Inclusion |
|
|
58 | (2) |
|
|
60 | (1) |
|
|
61 | (1) |
|
|
62 | (1) |
|
School Community Clientele |
|
|
62 | (1) |
|
Professional Facilitators |
|
|
63 | (1) |
|
|
63 | (1) |
|
|
64 | (1) |
|
Expectation 2 Vision Development |
|
|
64 | (3) |
|
|
67 | (1) |
|
Expectation 3 Quality Analysis |
|
|
67 | (1) |
|
Quadrant 1 Quality Outside/Soft Data and Information |
|
|
68 | (1) |
|
Quadrant 2 Quality Outside/Hard Data and Information |
|
|
69 | (1) |
|
Quadrant 3 Quality Inside/Soft Data and Information |
|
|
69 | (1) |
|
Quadrant 4 Quality Inside/Hard Data and Information |
|
|
69 | (1) |
|
|
70 | (1) |
|
Expectation 4 Assessment of Needs |
|
|
70 | (1) |
|
Initiating the Inquiry Process |
|
|
71 | (1) |
|
|
71 | (1) |
|
Collecting and Interpreting Data |
|
|
72 | (1) |
|
|
72 | (1) |
|
|
73 | (1) |
|
Expectation 5 Prioritization of Goals and Objectives |
|
|
73 | (1) |
|
|
73 | (1) |
|
Expectation 6 Instructional Enhancements |
|
|
74 | (2) |
|
|
76 | (1) |
|
Expectation 7 Conflict Polarization |
|
|
76 | (3) |
|
|
79 | (1) |
|
|
79 | (1) |
|
|
80 | (1) |
|
Case Study Application: Who's the Turkey This Thanksgiving? |
|
|
80 | (3) |
|
|
83 | (1) |
|
4 The Principal's Role in Curriculum Change and Innovation |
|
|
84 | (25) |
|
Constructive Change = Positive Growth |
|
|
84 | (1) |
|
The Basis for Change and Why It Is So Necessary |
|
|
85 | (2) |
|
|
87 | (6) |
|
How to Overcome Resistance to Change |
|
|
93 | (2) |
|
The Change Process in Curriculum Development |
|
|
95 | (4) |
|
|
99 | (3) |
|
Discussion Questions 101 Case Study Application: It's a Real Puzzle to Me! |
|
|
102 | (3) |
|
Managing Change Tolerance Test |
|
|
105 | (3) |
|
|
108 | (1) |
|
5 Curriculum Leadership in Action |
|
|
109 | (19) |
|
The Role of the Principal in Curriculum Design and Development |
|
|
109 | (2) |
|
The Challenges of Leading |
|
|
111 | (2) |
|
Curriculum Leadership Through Walker's Deliberative Model of Curriculum Development |
|
|
113 | (1) |
|
Enacting the Deliberative Model of Curriculum Development |
|
|
113 | (11) |
|
|
114 | (1) |
|
|
115 | (1) |
|
|
115 | (1) |
|
|
116 | (8) |
|
|
124 | (1) |
|
|
125 | (1) |
|
Case Study Application: Who Decides What and How? |
|
|
125 | (2) |
|
|
127 | (1) |
|
6 Where the Action Is: Building Relationships With Teachers |
|
|
128 | (27) |
|
Leadership and Followership: You Can't Have One Without the Other |
|
|
128 | (3) |
|
|
130 | (1) |
|
10 Curriculum Leadership Building Blocks for Preventing and Treating Arrested Teacher Development |
|
|
131 | (18) |
|
Building Block 1 Teachers Do Make a Difference |
|
|
131 | (1) |
|
|
131 | (1) |
|
|
131 | (1) |
|
The Importance of the Coleman Report and Effective Schools Research |
|
|
132 | (1) |
|
Building Block 2 Continuous Improvement |
|
|
133 | (1) |
|
The Importance of Continuous Improvement |
|
|
134 | (1) |
|
Building Block 3 Collaboration Teams |
|
|
135 | (1) |
|
The Teaming Process and Shared Decision Making |
|
|
135 | (1) |
|
Building Block 4 Creating Community |
|
|
135 | (1) |
|
Working and Learning Together |
|
|
136 | (1) |
|
Building Block 5 Closing the Gap |
|
|
137 | (1) |
|
Building Block 6 A Learning Culture for All |
|
|
138 | (1) |
|
Building Block 7 No Status Quo |
|
|
139 | (1) |
|
|
140 | (3) |
|
Building Block 9 Making Time, Not Doing Time |
|
|
143 | (1) |
|
|
144 | (2) |
|
Building Block 10 Effective Planning |
|
|
146 | (3) |
|
|
149 | (1) |
|
|
150 | (1) |
|
Case Study Application: Zachary School Case Study |
|
|
151 | (3) |
|
|
154 | (1) |
|
7 Systematically Integrating Curriculum and Instruction |
|
|
155 | (38) |
|
The Role and Vision of the Principal in Defining Curriculum and Instruction |
|
|
155 | (7) |
|
The Curricular Role of Visionary Principals |
|
|
156 | (1) |
|
|
156 | (1) |
|
|
157 | (5) |
|
Integrating Curriculum and Instruction |
|
|
162 | (6) |
|
Curriculum Integration: The Pros |
|
|
166 | (2) |
|
Curriculum Integration: The Cons |
|
|
168 | (1) |
|
Five Steps to Successful Curriculum Integration |
|
|
168 | (3) |
|
The Integration of Curriculum and Instruction: How Relevance and Interest Help Students Become Better Learners |
|
|
171 | (6) |
|
Curriculum Integration and the Kohn Perspective |
|
|
174 | (1) |
|
|
175 | (2) |
|
The Principal's Role in Curriculum Integration |
|
|
177 | (9) |
|
The 7Bs of Curriculum Integration and Effective Leadership |
|
|
182 | (1) |
|
|
183 | (1) |
|
|
184 | (1) |
|
Ethical Leadership Defined |
|
|
184 | (1) |
|
The Principal as Ethical Leader in Curriculum Integration |
|
|
185 | (1) |
|
|
186 | (1) |
|
|
187 | (2) |
|
Case Study Application: Well, It's the State-Mandated Curriculum! |
|
|
189 | (3) |
|
|
192 | (1) |
|
8 Professional Learning and Curriculum Leadership |
|
|
193 | (18) |
|
|
193 | (7) |
|
ISLLC Performance Expectation 2 Teaching and Learning |
|
|
194 | (2) |
|
A Subtle Semantic Shift: Moving to Professional Learning |
|
|
196 | (4) |
|
Building Teacher Capacity |
|
|
200 | (1) |
|
Professional Learning for Permanent White-Water Conditions |
|
|
201 | (1) |
|
Four Factors Impacting Professional Learning |
|
|
201 | (6) |
|
Factor 1 Generational Differences |
|
|
202 | (2) |
|
A Multigenerational Faculty |
|
|
204 | (1) |
|
Factor 2 Teachers' Career Life Cycle |
|
|
205 | (1) |
|
Factor 3 Brain Research and Professional Learning |
|
|
205 | (1) |
|
Factor 4 Active Engagement |
|
|
206 | (1) |
|
Data Collection, Feedback, and Sustained Support |
|
|
207 | (1) |
|
|
207 | (1) |
|
|
208 | (1) |
|
Case Study Application: Professional Learning at Sandy Shores School |
|
|
208 | (2) |
|
|
210 | (1) |
|
9 The Principal and Legislated Learning: Working the System and the Prospects of Curriculum Renewal |
|
|
211 | (18) |
|
Curriculum Leadership and Legislated Learning |
|
|
211 | (2) |
|
The Principal in the Process of Curriculum Renewal and Change |
|
|
213 | (4) |
|
Toward Change and a Renewed Curriculum |
|
|
217 | (2) |
|
|
218 | (1) |
|
High-Stakes Testing, Curriculum Renewal, and Educational Practice |
|
|
219 | (5) |
|
How to Critically Assess Current Curriculum for Renewal Purposes |
|
|
219 | (5) |
|
Curriculum Theory and the Renewal Process |
|
|
224 | (1) |
|
|
225 | (1) |
|
|
226 | (1) |
|
Case Study Application: It's All State Mandated Anyway! Part II: A Principal Returns From the Annual Summer State Leadership Academy |
|
|
227 | (1) |
|
|
228 | (1) |
|
10 Trailblazing Digital Curriculum Leadership 101 |
|
|
229 | (38) |
|
|
229 | (17) |
|
|
230 | (1) |
|
Creating a Digital Learning Environment |
|
|
231 | (15) |
|
|
246 | (8) |
|
The Quaker Digital Academy Story |
|
|
254 | (5) |
|
|
259 | (1) |
|
|
260 | (1) |
|
|
261 | (1) |
|
|
262 | (1) |
|
Case Study Application: My School and the NETSA |
|
|
263 | (1) |
|
Informal NETSA Principal Profile Campus Evaluation Instrument |
|
|
264 | (2) |
|
|
266 | (1) |
Epilogue |
|
267 | (3) |
References |
|
270 | (15) |
Index |
|
285 | |