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If You Want to Lead, Not Just Manage
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If You Want to Lead, Not Just Manage
A Primer for Principals

Foreword by Gerald W. Bracey



March 2000 | 176 pages | Corwin

"Effective, timely, and engaging! A practical approach to transforming educators into successful and reflective school administrators."
John C. Daresh
Author of Beginning The Principalship

Insight into the perceptions, personal values, and personalities that help principals succeed!

A successful principal is more than a good manager. Becoming an effective school leader means understanding the culture as well as acquiring the technical skills.

If You Want to Lead, Not Just Manage tells you what the Masters programs don't—about the personalities and value systems that school leaders need to succeed. First-year administrators and graduate students will find this a practical gauge in determining 'what it takes' to become a successful principal. More experienced administrators will find it a useful tool for reflection and validation of their own practices and approaches within the school and district.

Key issues include:

  • Matching your personality with the role of principal
  • Navigating the school culture successfully
  • Changing the organization without alienating the culture
  • Blending the best of management and leadership
  • Fitting in – marketing yourself as well as your school
  • Culture shock – when teachers become principals

This is the book that closes the gap between theory and practice, teaching prospecting and current administrators how to lead at every level.


Gerald W. Bracey
Foreword
 
Preface
 
About the Author
 
Introduction
 
1. Culture Shock: When Teachers Become Principals
About This Chapter  
Reflective Point  
Role Preparation  
The Bottom Line  
 
2. Stranger in a Strange Land: The School Environment
About This Chapter  
Reflective Point  
Characteristics of School Districts  
The Bottom Line  
 
3. One Size Doesn't Fit All: Matching Your Personality With the Role of Principal
About This Chapter  
Reflective Point  
The Compatibility of Personal Attributes and the Principal's Role: Pitfalls  
The Bottom Line  
 
4. Getting an 'A' in Ambiguity: Successfully Navigating the Complexity of School Culture
About This Chapter  
Reflective Point  
The Middle Management Culture and the Accountability Subculture  
The Bottom Line  
 
5. Are You Listening? Do You Understand?
About This Chapter  
Reflective Point  
The Art and Skills of Careful Listening  
The Bottom Line  
 
6. Let's Talk Aggregate Impression: How Leaders Lead
About This Chapter  
Reflective Point  
Leadership: What Is It? Why Do We Need Leaders? What Do Leaders Do? How Do Leaders Do What They Do?  
A New Look at Leadership  
Now, Let's Talk Aggregate Impression  
Management of Others' Perceptions (Aggregate Impression) Through Role Assumption  
The Bottom Line  
 
7. Seeing the Forest and the Trees: Blending the Best of Management and Leadership
About This Chapter  
Reflective Point  
How Managers Manage  
The Bottom Line  
 
8. Let's Meet So You Can "Ooh" and "Ahh" Over My Experience: Marketing Campaigns and Initiation Rituals
About This Chapter  
Reflective Point  
Selling Yourself as "Prime Cut"  
What Is This Selection Process Game You've Been Invited to Play?  
The Bottom Line  
 
9. Winning a Race without a Finish Line: Changing the Organization Without Alienating the Culture
About This Chapter  
Reflective Point  
Tweaking the Culture Is Okay: The Two Sides of Change  
Managing Change Through Leadership  
The Bottom Line  
A Concluding Thought  
 
Index

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