Chapter 14

Many time policy and practice conflict, find one example in your work site where that may be true.

Chapter 13

Clinical supervision requires a significant investment of time. How will you determine when to use clinical supervision as a school principal/supervisor?

Chapter 11

Would you prefer learning and earning your school leaders license/Master's Degree by the study of theory or more of practical application? Provide brief comments supporting your decision.

Chapter 9

Is your school/division/worksite a good school/division/worksite or an effective school/division/worksite (pick one)? Provide several characteristics noted in this chapter.

Chapter 8

What is the difference between creating a community of leaders and "playing politics"?

Chapter 7

If you had to pick one of the three sources of authority for leadership that you believe you will use primarily, which one would it be; why?

Chapter 6

Does your principal (supervisor) utilize the Cultural Force as described in this chapter?

Chapter 5

Is your school (worksite) a collaborative community? If so, describe evidence; if not provide reasons why it is not.

Chapter 4

Chapter 4 discusses the "New Theory and School Organization". How does (or does not) this align with the ISLLC standards?

Chapter 3

As a teacher, how would you support the new "Jane" discussed in this chapter?

Chapter 2

Breaking Ranks II created three core areas, which of the three do you believe are most aligned with your school's current vision or mission and why?

Chapter 1

What are your thoughts and reactions regarding the ISSLC standards in comparison to your current preceptions of your school leaders?

Welcome to EDEL 612 for Radford University - Summer 09

Wecome to the blogging site for all sections of EDEL 612 for Radford University, Summer III 2009. This site and your participation in it becomes a part of your attendance requirement for this course.