试析韩国“校长招聘·公募制”

韩国教育人力资源部于2006年5月颁布<校长招聘·公募制示范运营促进计划>,指定一部分迫切需要教育革新的学校与特色中学,示范运营校长招聘·公募制,选拔任用具备教育企划力和民主指导力的校长,快速传播学校革新模式,对示范运营进行评价并得出改进措施,进而逐步推广为固定的校长选任制度.该制度与我国各地正在进行的校长公选制有诸多相似之处,能为我国校长选任制度的改革提供许多有效的经验.     

察右中旗“三项改革”初见成效

<正>【本刊讯】2012年7月,乌兰察布市教育"三项改革",即"中小学校长队伍建设和管理的改革""中小学教师队伍建设和管理的改革""中小学课堂教学改革"全面启动。察右中旗也启动了教育"三项改革"。三年后,"三项改革"是否取得了实效性呢?校长队伍建设和管理的改革核心是实行校长竞聘制。同时实行校长职级制,适时对校长三年任期目标和年度目标完成情况进行考核评定,根据职级评定结果为校长发放必要的职级津贴。教师队伍建设和管理的改革关键是实行     

完善中小学校长职级制改革的若干建议

职业定位的不明确已成为我国中小学校长专业发展的主要障碍。为从根本上解决这个问题,各地掀起了一场校长职级制改革的浪潮。2010年,校长职级制被列入了教育部"健全教师管理制度,加强教师队伍建设"的试点改革项目。本文主要从校长专业化的视域审视当前我国校长职级制改革,并根据中小学校长对职级制改革的看     

脱掉官帽的校长

<正>安徽马鞍山市博望区试点中小学校长职级制改革近日,安徽省马鞍山市博望区正式启动中小学校长职级制改革,全区42所公办中小学及幼儿园校长集体脱"官帽",取消行政级别。与之相对应,博望区启动中小学校长职级评聘,共分5个级别、10个等次的职级,最高职级为特级校长,每月可享受职级津贴1000元。     

安徽:让主动摘下“官帽”的中小学校长更职业

本刊讯:记者从安徽省教育厅获悉,在前期试点基础上,安徽省将全面推进中小学校长职级制改革,去校长职务的"行政化",让校长更职业。在2月1日至2日举行的安徽全省教育工作会议上,安徽省教育厅长程艺表示,安徽将全面深化教育领域综合改革,消除制约教育发展和创新的体制机制障碍。在前期试点成功的基础上,全面推进中小学校长职级制改革。"给股级,科级的校长不如让校长往     

时有清溪境 自与和合生

<正>黄桂众:浙江信息工程学校校长,该校为全国职业教育先进单位、浙江省青少年道德培养基地、国家中职示范学校,浙江省中职学校30强之一。黄校长是浙江省中等职业教育改革示范学校协作会会长,湖州市机电工程学会理事长。黄校长认为,优质的管理是制度化、程序化、标准化、精细化、自动化的管理,校长要布局学校的总体发展,实现可持续发展,关键在于校长与学校环境"和合共生",形成合力和共同的愿景,培养"三型五师"、技"圆"德"方"的优质教师队伍,使学校形成生长式的教育发展,成为生成型的学校。     

关于中山市校长职级制改革的调查与探讨

校长职级制改革在我国已有十余年历史。实施校长职级制是提升校长专业素质、加强校长队伍建设的一种十分重要的途径和手段。校长职级制改革的推进需要:调整校长职级层次和晋升年限;调整校长工资结构和适当控制校长之间的待遇差距;采取适当办法将"副校长"纳入校长职级制系统;改进校长考评指标体系和考评方法。     

山东:中小学校长将“摘掉官帽”

日前,山东出台的《关于推进基础教育综合改革的意见》明确提出,将试点取消中小学学校和校长行政级别,实行校长职级制管理等7个方面的改革。此次山东从中小学开始试点取消学校和校长级别,对于推动学校去行政化改革来说,无疑是重要一步。"摘官帽"推动学校去行政化改革2015年春季开学后,威海将正式启动中小学校长职级制改革,率先在所辖的乳山市和高区100     

中小学校长职级制施行的现实情境与破解之策

中小学校长职级制是我国校长管理制度和方式的创新,是校长专业化发展及教育家办学的要求,也是教育管理现代化的反映。中小学校长职级制的发展历程显示,校长职级制的施行面临着制度目标"泛化"、职级划分"缺根"、副校长定位"模糊"、进出机制"缺失"、薪酬制度"滞后"等困境。为实现困境突围,中小学校长职级制改革要做好以下工作:规范制度目标,聚焦校长专业化;紧随人事改革,夯实校长职级根基;重视副校长角色,明确其职级定位;建立进出机制,畅通校长与教师的流动渠道;明确薪酬依据,创新校长薪酬制度。     

微亮相

林建华容易走的路都是下坡路,向上的路都要爬坡上坎2月15日,浙江大学校长林建华就任北京大学校长。在舆论的视野里,林建华备受关注的焦点是其坚定的改革立场和改革实践。2010年底,林建华调任重庆大学校长后,便从基础设施改造入手,狠做了些实事,在重庆大学颇得民心。随后,他主导实施"千人计划""百人计划",大批新人的进入引发争议。受争议所累,林建华在重大力推的旨在打破学院藩篱的学部制改革、取消论文奖励制度、要求教授必须上本科生讲台等举措也遭受质疑。对这场改革风波,林建华后来在2014年全国"两会"期间作出回应:     

Power and the ‘autonomous’ principal: autonomy,teacher development,and school leaders’ work

ABSTRACT

One aspect of instructional leadership is the work principals undertake in supporting and developing teachers’ skills and capabilities. This paper examines this aspect of school leadership within a climate characterised by increased principal workloads, heavy external accountabilities, pressure to improve student results, and heightened autonomy which included discourses regarding principals’ increased freedom in staffing decisions. The case studies within this paper focus specifically on principals’ work in relation to the recruitment and development of staff. Policy and discourse suggests that principals have the autonomy to recruit and build staffing teams to meet school needs and improve outcomes, though questions have been raised about how autonomous public schools can be a part of a wider system. This paper explores the role autonomy plays in leadership practices relating to staff recruitment and development. The findings contribute to a body of knowledge regarding the ways principals make sense of and enact their work under highly pressurised school improvement policy conditions.     

Recruiting Principals to Lead Low-performing Schools: Effects on Job Attractiveness

This study addressed recruiting principals into low performing schools. A sample (N = 619) of principals, assistant principals, central office administrators, school counselors, and teacher-leaders from the 29th largest school district in the United States role-played as applicants for principal vacancies at schools classified as low-performing based on results of standardized student achievement tests. The study had an experimental design and involved use of a recruitment simulation. Rating jobs depicted on simulated principal recruitment announcements, principals and assistant principals rated the job highest while school counselors rated the jobs lowest. Among the teacher-leaders, teacher-administrative interns rated the job higher than did highly skilled educators or resource teachers. Implications for recruitment practice and future evaluation research are discussed.     

Critical factors explaining the leadership performance of high-performing principals

The study explored critical factors that explain leadership performance of high-performing principals and examined the relationship between these factors based on the ratings of school constituents in the public school system. The principal component analysis with the use of Varimax Rotation revealed that four components explain 51.1% of the variance in the correlation matrix. Correlations among the four components range from strong to moderate with the relationship between components 1 and 2² (personal philosophy and abilities and leadership) demonstrating the only strong, positive correlation within the matrix. This study showed that two of the dimensions identified were in keeping with the leadership-related categories of personal philosophy and abilities (combined), and leadership itself obtained from the qualitative study. The strength of the relationship suggests that personal philosophy, personal abilities and leadership are interrelated and must be integrated for greatest performance effect. The findings should have practical benefits for principals, especially in the areas of training, education and development; performance evaluation; and recruitment. Further research on a regional basis would assist in determining if leadership practices are consistent across the territories, bearing in mind the contextual basis which obtains and the differences and similarities in how public schools are led.     

Principals and student outcomes: Evidence from U.S. high schools

This paper presents an empirical analysis of the effects of principals on public high school students' academic achievement, using High School and Beyond. Despite policy relevance, previous qualitative and quantitative research provides little systematic evidence on principal effects, at least for high schools. Principal characteristics and variables designed to capture less tangible aspects of the principal's role are included in educational production functions. The results suggest principals do have a measurable impact on student achievement, through the selection of teachers and setting of academically oriented school goals.     

新中国成立以来我国中小学校长培训发展：回眸与展望

校长培训对中小学校长队伍建设起着至关重要的作用。回眸新中国成立以来,中小学校长培训工作经历了由小到大、由重数量、规模到质量与规模并重的发展历程,在曲折中不断探索前进,经历了孕育产生期、渐进发展期、巩固完善期、质量提高期四个阶段,在培训管理、培训内容与培训方式等方面逐步完善,正在建成新时代中国特色中小学校长培训体系,实现中小学校长培训由"量"到"质"的跨越,多措并举促进乡村中小学校长培训稳步发展。展望新时代,要造就一支政治过硬、品德高尚、业务精湛、治校有方的校长队伍,我们需要深化培训管理体制机制改革,开放校长培训市场;坚持问题导向,服务教育发展重大需求;联动推进"校长工作坊",打造地区培训品牌;加强训后跟踪指导,构建新时代校长培训质量评价标准,培养新时代具有中国特色、世界水准的中小学校长队伍。     

台湾公立中小学候用校长遴选考试制度探析

当前台湾公立中小学候用校长遴选考试制度包括资格审查、初试、复试三个阶段,优秀者得以选拔成为公立中小学校长之高素质、专业化的后备力量。鉴于此,大陆可考虑适当提高新任中小学校长的学历要求,完善他们的专业智能结构,并可试点考试建立中小学校长准入制度。     

Principals’ experiences of being evaluated: a phenomenological study

This phenomenological study sought to understand principals?? lived experiences of being evaluated with reliance on the principles of developmental supervision and adult learning theory. Analysis of interview data from 16 principals revealed 3 major constructs in principal evaluation: evaluation is a complex, constantly changing system; principal evaluation is a year-long continuous process; and, effective principal evaluation is transparent, planned, and aligned with personal and system goals. Principal evaluation incorporated experiential and self-directed learning, and emphasized structure, collaboration, and ownership of the process by principals. Directive informational and collaborative interpersonal approaches were favored by principals and their evaluators. The findings contribute new knowledge about the phenomenon and have implications for reconceptualization and redesign of principal evaluation processes.     

为每所学校配备优秀校长——美国中小学校长支持策略研究

优秀的校长在学校改进、教师留职和学生成绩提升等方面发挥着重要作用。通过采取有效的校长支持策略,为每所学校配备优秀校长,已经成为当前美国中小学缩小学生成绩差距、保障教育公平的重要举措。美国有效的中小学校长支持策略主要包括:创新校长培养方式,解决校长频繁更替问题;创建一贯制的校长职业管道,提升校长的领导效能;建立支持取向的校长评价制度,持续改进校长的行为;利用联邦政府拨款,扩大校长专业学习和专业发展机会;建立校长才能管理系统,促进优质校长人力资源的公平分配。     

农村中小学校长素质二阶结构模型的建构与应用

以领导特质理论和胜任素质理论为依据,构建农村中小学校长素质二阶结构模型,从校长自信心、责任感、领导品质、奉献精神、自主学习、创新性、文化程度和身体素质等维度对农村中小学校长素质进行测评,发现部分校长存在身体素质欠佳、心理素质不高、缺乏自主学习和创新精神等问题。提高农村中小学校长队伍整体素质,必须把好入口关,切实改变形式化的选拔任用制度;建立健全有效的竞争、激励和监督机制;加快构建科学的培训体系;大力实施名校长工作室工程以及城乡结对、轮岗交流等有效举措。