分布式领导——西方学校领导再造探研

分布式领导概念提出于20世纪90年代中后期,它基于对传统领导观念的突破,从领导方式、形态、范围等角度再造了学校领导。文章通过系统分析比较分布式领导定义,了解其研究状况和尚待研究的领域,阐述实施过程中的动力与阻力因素,从而反思国内学校领导实践和理论研究的现状及其发展。     

浅谈系统领导方法在现代领导活动中的运用

在社会发展趋向高度分化又高度综合的现代社会,领导活动日益体现为一个繁冗复杂的有机动态的大系统。在这种背景下,如何明确系统领导方法的内涵和原则,从整体上把握领导活动的系统规律性,掌握系统领导方法的正确实施路径,是广大领导者迫切需要解决的课题。     

基于分布式领导的教师领导研究述评

教师领导研究是近30年来英、美、澳等国兴起的基于分布式领导的一种领导理论。目前。关于教师领导的定义有30余种,诸多学者对教师领导的性质、功能、影响教师领导的条件以及如何产生与支持教师领导等方面做了研究,在理论上取得了很大进展。但教师领导研究尚存在一些颇有争议的问题。     

幼儿园园长领导知能与领导困境的探索研究

通过对台北市24名公办、民办幼儿园园长的访谈发现,公办、民办幼儿园园长认为园长应具备的领导知能包含行政事务、对内关系、对外关系、组织文化与愿景、专业成长等五大方面,而他们面临的领导困境则可分为制度、教师专业成长、压力等三大层面.此外,研究发现,被访者认为园长应具备的领导知能与园长面临的领导困境间存在微妙的交互关系.依据这一研究结果,研究者针对园长领导角色与任用制度等提出了一些建议,供相关单位和个人参考.     

校长怎样增强领导能力

校长怎样增强领导能力,以更好地履行他们多方面的职责?需关注八个方面的主题,即心中有学生、做有学问的领导者、办事合乎道德、把对教学的领导放在首位、实施有效的管理、构建互信关系、知道期待什么、构建和谐的学校-社区伙伴关系。     

Lasting Leadership: A Study of High Leadership Capacity Schools

This report is about a study of high leadership capacity schools and those in the process of becoming such a school. Schools were selected for participation in the study based on the leadership capacity characteristics they possessed and evidence of improved and sustained student performance, professional cultures, and shared leadership dynamics. Analysis of the data examines the features, underlying factors, relationships, and patterns that contribute to leadership capacity for lasting school improvement. Ultimately, this is a story of educational leadership.     

“无形领导力”：对领导力的一种新认识

随着领导学理论的深入发展,“无形领导力”越来越引起领导理论研究者的重视。“无形领导力”作为一种文化力,构成领导力的灵魂;作为一种影响力,体现领导力的实质;作为一种领导魅力,是实施领导力的主要通道;作为平民化领导力,是构建社会主义和谐社会的保证。社会主义社会的领导者更应发挥好无形领导力在构建社会主义和谐社会中的重要作用。     

学生的领导风格

在学习生涯中,你会有机会成为小组或项目的领导者。身为领导者,领导技巧尤为重要,直接关系到小组和项目的成败。不同类型的领导风格适用于不同场合,本文详述了四种不同类型的领导风格,大家可以灵活选择,做一名优秀的领导者。     

Leadership without imposition

Community colleges require speech communication teachers with special competencies—competencies dictated by the educational goals, the student characteristics, and the community orientation of junior colleges. These teacher competencies should be taught through special master's degree programs and in‐service training provided by teacher education institutions and professional speech communication associations. Based on her experience as a teacher at community colleges in Texas and Illinois and as a director of teacher training in speech, the author suggests that community colleges are basically different than four‐year institutions, and need teachers with different skills.     

论亚历山大的领导力

亚历山大从公元前334年开始东征,连续作战10年,行程逾万里,经历大小上百次战役,占领埃及,打败波斯军队,最后到达印度,建立起一个地跨欧、亚、非的大帝国。这些成功,源于亚历山大世界观的形成以及与众不同的领导力。     

学校有效领导力：一种分布式领导实践的视角

“分布式领导“这一术语产生于2泄纪90年代中后期,它突破了单向的、静态的、线性的领导观念,从多向的、动态的、流动的角度再造了学校领导.从分布式领导实践的视角考察学校有效领导力,可以理解为在领导中采用一种针对行为的方法,在结构、状态和设计方面,将校长、教师和他们的状态互动的个体领导行为进行集合,以促进组织目标的实现.     

"正念型"领导:西方教育管理的新理论

"正念"是一种静思的实践,即常说的"活在当下",不受过去经历和对未来想象的困扰.以"正念"理念和实践为核心的"正念型"领导,通过静思实践、存而不论、富于同情等服务于领导者和学校组织成员.传统领导理论将教育领导者描述为积极地忙于各项事务的人;"正念型"领导者则表现得像暂停的人、倾听的人以及全神贯注地观察着学校的人."正念型"领导以一种"存在"的方式,而不是"做"的方式,缓解着学校领导者的冲突和焦虑."关注当下""经验的感受性""对问题的倾向性""培植同情心""智慧地回应"是"正念型"领导的组织原则."正念"可以帮助学校领导者更好地履行信息角色、人际角色、决策角色和道德领导角色.     

课程领导问题探微

课程领导的研究兴起于美国，近几年来其研究成果逐渐输入我国。本文分析了课程领导涉及的一些基本问题，如课程领导兴起的主要原因、课程领导的基本内涵，以及课程领导发挥最大效力所需采取的有效策略等。通过对这些问题的认识和了解，有利于促进对课程领导的深入探索，丰富课程教学。     

论校长领导力

校长领导力是校长影响他人的能力.根据影响力的指向和功能,可以把校长领导力分为技术领导力、人际领导办、教育领导力、象征领导力和文化领导力.卓越的校长领导力是以象征领导力为核心形成的合力.     

领导 能力 建设

“加强执政能力建设”是在党的十六大上第一次明确提出、党的十六届四中全会上第一次全面部署的治国理政的战略课题。高校领导班子有没有能力成为“高校改革发展的领导者、组织者、推动者”，是治校办学的根本。在这里，我仅从高校领导活动较国家机关、地方政府和其他企事业单位有其明显特殊性入手，来探讨高校领导班子应具备哪些能力，如何建设这种能力的问题。     

Journey around Leadership

Ideas about leadership in education, as in other areas of professional practice, increasingly borrow from management and business thinking. In this article I provide a commentary and critique of contemporary leadership in the form of a narrative of my own experience as an educator in a business school. My experience as a woman teacher of largely male, adult management students has underscored my learning about and critique of leadership theory and my own aspirations as teacher and leader. Personal experience is interwoven with theoretical commentary to highlight the limitations of leadership discourses—too often disembodied, de‐gendered and de‐sexualized. By inserting my responses and feelings I also seek to subvert, or at least to add some different dimensions to, intellectualized and inert critiques of leadership. Learning about leadership, including engagement, reaction and contestation, is not just a cerebral undertaking, but emotion laden and thoroughly embodied. I sought to reflect these qualities in this article.     

Leadership and Education

In a previous article entitled, “Social Trends and Education” the writer pointed out that some clearly discernible social trends were setting increasingly important problems for the schools that were being given little attention. I n that discussion, one item was omitted because of space considerations, namely the growing trend toward the interdependence of all social and economic groups in our society. This trend seems to the writer to involve developing new techniques of social control in harmony with our democratic principles. The failure to recognize the implications of this trend and uneasiness on the part of some over the changes that perforce it is bringing about, seem to result in threats to our society which for several reasons leaders in and out of education are dodging. This raises the question as to the type of leadership called for, the education they should have and the goals toward which they may be expected to head. This article attempts briefly to discuss these matters.