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Leading School Teams - Book Cover

Leading School Teams

Building Trust to Promote Student Learning

With ready-to-use tools, this guide will help you connect people, build trust, discover strengths, and clear barriers to improve teacher effectiveness—and ultimately raise student achievement.

Full description

Leading School Teams - Book Cover
Product Details
  • Grade Level: PreK-12
  • ISBN: 9781506344928
  • Published By: Corwin
  • Year: 2016
  • Page Count: 200
  • Publication date: October 07, 2016

Price: $39.95

Price: $39.95
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The busy administrator’s guide to creating strong teams, changing culture, and improving performance

How effective is your team? Research shows that “teacher collective efficacy”—when all teachers are collectively engaged and focused on improvement—can do more to increase student learning than any other strategy. In fact, using powerhouse teams can achieve four years of student growth in a single calendar year. Horton’s practical guide will help you form your own dream team through:

  • Short activities that require little to no preparation that you can use to deepen conversation at your very next meeting
  • Step-by-step tools that will help your team move from identifying its biggest challenges to choosing and implementing successful reforms
  • Strategies to enhance teamwork, trust, and collaboration so that your team becomes as effective as possible

Horton will help you connect people, build trust, discover strengths, and clear barriers to reach greater teacher and program effectiveness—and ultimately raise student achievement.

This book provides leaders and teams with a blueprint of how to work through a problem to find possible solutions while valuing each member of the team. This is not an easy task at any level and to have a resource to provide guidance for those tough situations is always welcomed.
Nicky Kemp, Assistant Superintendent
North Callaway R-1 School District

Leading School Teams allowed our team to address the lack of processes and the finger pointing and tension that went along with it. It was surprising how quickly the activities and discussion brought out the meat of the issues within our team. Because of the natural manner in which the issues were approached, team members felt respected and accomplished after each session.
Eric Dahlstrom
Principal, Dartmouth Middle School



David M. Horton photo

David M. Horton

David Horton is a lifelong educator. He has served as an Assistant Superintendent of Educational Services, a K-12 Director of Curriculum, Instruction, and Assessment; Coordinator of Secondary Mathematics and K-12 Instructional Technology; high school Assistant Principal; and high school math and science teacher. David’s area of expertise is building systems and structures of organizational leadership that align mission and vision with practice. He currently teaches as an adjunct professor with two Southern California universities.

David has a Bachelor of Science in Biology and Master of Education from the University of California, Los Angeles (UCLA). He received a Master of Science degree in Administration from Pepperdine University and earned a Doctor of Education degree in Organizational Leadership from the University of La Verne. David resides in Southern California with his wife and two children.
Table of Contents

Table of Contents


About the Author


Sustained Improvement Requires Teams

What This Book Is—What This Book Isn’t

Quick-Start Diagnostic

Making a Selection

Putting It All Together

Activity Guidelines

Components of Team Activities


Chapter 1. Learning Leadership

Leaders and Teams

The Realities in the Leadership of Learning

Application Activity 1.1—Assessing Your Organizational, Team, and Personal Strengths

Application Activity 1.2—Effective Learning Leaders

Application Activity 1.3—Strong Learning Teams Exhibit Common Characteristics


Chapter 2. A Problem Worth Solving and the Ideas to Solve It (the Filters)


Ideas Are Fragile—Ideas Are Delicate

The Fosbury Flop, Ski Jumping, and Newton

Application Activity 2.1—Treating Ideas in a Learning Organization

Application Activity 2.2—Ideas That Don’t Work: Part of the Process

Application Activity 2.3—It Takes Other People Sooner or Later

Application Activity 2.4—Who and What You Have Around You

Deeper Use of This Chapter (Deeper Dive)


Chapter 3. Why Solve the Problem That Needs Solving (the Filters)


Application Activity 3.1—What the Result of a Great Decision Looks Like

Application Activity 3.2— Reasons to Have the Idea in the First Place

Application Activity 3.3—The Problem That Needs Solving: Clear, Concise

Application Activity 3.4—The Role of the Leader in Developing Ideas

Application Activity 3.5—Harnessing the Forces Around You

Deeper Use of This Chapter: Deeper Dives



Chapter 4. How the Problem Is Solved


Application Activity 4.1— Importance of a Process

Application Activity 4.2—Trust

Application Activity 4.3—Fear of Conflict

Application Activity 4.4—Commitment

Application Activity 4.5—Accountability

Application Activity 4.6—Attention to Results

Application Activity 4.7—Generating Ideas and Action Steps

Deeper Use of This Chapter: Reusable Prompts

Deeper Use of This Chapter: Deeper Dives


Chapter 5. The People Who Will Solve the Problem


Application Activity 5.1—Know How to Build and Use People

Application Activity 5.2—The Chemistry of the Team

Application Activity 5.3—Managing the Creative Team

Application Activity 5.4—Handling Conflict in the Ideas From the Team

Deeper Use of This Chapter: Deeper Dives


Chapter 6. The People in the Room (the Types)


The Assessment

The Basics

Application Activity 6.1—Part 1/Type 1: The Idea

Application Activity 6.2—Part 2/Type 2: Organization and Execution

Application Activity 6.3—Part 3/Type 3: Forces of Community

Application Activity 6.4—Part 4/Type 4: Leadership Capacity

Using the Four Types



Chapter 7. People, Leadership, Support (the Fuel Sources)


Fuel Source A: The People

Application Activity 7.1—Who

Application Activity 7.2—What

Application Activity 7.3—How (Coaching)

Deeper Use of This Chapter: Deeper Dives

Fuel Source B: The Resource of Leadership

Application Activity 7.4—Keep Things Moving (Management Leadership)

Application Activity 7.5—Keep People Moving (Leadership Management)

Deeper Use of This Chapter: Deeper Dives

Fuel Source C: The Supports

Application Activity 7.6—Gather, Collect, Assess

Application Activity 7.7—Feedback

Application Activity 7.8—Systems and Barriers

Application Activity 7.9—Performance

Deeper Use of This Chapter: Deeper Dives


Chapter 8. Team Dynamics, Blunders, Traps, Directions, and Connecting Dots (the Pink Elephants)


Application Activity 8.1—Pink Elephants

Application Activity 8.2—Team Dynamics

Application Activity 8.3—The Blunders

Application Activity 8.4—The Traps

Application Activity 8.5—Ideas as Direction

Application Activity 8.6—Connect the Dots

Deeper Use of This Chapter: Deeper Dives


Chapter 9. Performance, Feedback, and Other Ways to Support, Maim, or Kill a Team (the Good, the Dangerous, and the Lethal)


Application Activity 9.1—The Good: Selling the Idea: A Picture Is Worth 1,000 Words

Application Activity 9.2—The Good: Communication and Frequency

Application Activity 9.3—The Good: Ingredients of the High-Performing Team

Application Activity 9.4—The Dangerous: Planning Mistakes

Application Activity 9.5—The Lethal: Lack of Feedback, Feedback, Feedback

Application Activity 9.6—The Lethal: Mistaken Assumptions of People and Meetings


Chapter 10. Leadership, Support, Structure, and Conclusion



Structure—The Overall Structure: The First 15 Minutes, the Next 45 Minutes






Price: $39.95
Volume Discounts applied in Shopping Cart

For Instructors

Request Review Copy

When you select 'request review copy', you will be redirected to Sage Publishing (our parent site) to process your request.

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