The introduction of educational markets into public and higher education in many countries has led to more competitive environments for schools and higher education institutions. This, in turn, has led to an increased priority being given by school leaders to the marketing of their institutions, largely because the survival of many educational institutions is now dependent on their capacity to maintain or increase their 'market share' of students, funding and resources. This book presents the works of leading scholars and researchers in the field of educational marketing who handle issues of student retention; trust; building relationships with parents, curriculum marketing, strategic marketing, and market orientation in the educational arena. Special attention is given by the authors to the promotion of education in respect to school innovation, success, and accountability. The book is intended to enrich the theoretical and practical knowledge of scholars who are interested in understanding the leadership of educational institutions, and of principals, marketers, and administrators who face inter-institutional competition in the context of schooling, tertiary or higher education.
What does research tell us about the effects of school leadership on student achievement? What specific leadership practices make a real difference in school effectiveness? How should school leaders use these practices in their day-to-day management of schools and during the stressful times that accompany major change initiatives? Robert J. Marzano, Timothy Waters, and Brian A. McNulty provide answers to these and other questions in School Leadership That Works.Based on their analysis of 69 studies conducted since 1970 that met their selection criteria and a recent survey of more than 650 building principals, the authors have developed a list of 21 leadership responsibilities that have a significant effect on student achievement. Readers will learn* the specific behaviors associated with the 21 leadership responsibilities;* the difference between first-order change and second-order change and the leadership responsibilities that are most important for each;* how to work smart by choosing the right work to focus on to improve student achievement;* the advantages and disadvantages of comprehensive school reform models for improving student achievement;* how to develop a site-specific approach to improving student achievement, using a framework of 11 factors and 39 action steps; and* a five-step plan for effective school leadership.Combining rigorous research with practical advice, School Leadership That Works gives school administrators the guidance they need to provide strong leadership for better schools.
How can a school become a place where all members of the staff are learning, growing, and working to increase student achievement? The answer lies in systems thinking and a focus on continuous improvement, two concepts that can transform staff development from something that people merely tolerate to something that they actively pursue to create lasting improvements in teaching and learning.