Collective leader efficacy : strengthening instructional leadership teams /
Saved in:
| Author / Creator: | DeWitt, Peter M., author. |
|---|---|
| Imprint: | Thousand Oaks, California : Corwin, a SAGE Company ; [Oxford, Ohio] : Learning Forward, [2022] |
| Description: | xxi, 284 pages : illustrations ; 26 cm |
| Language: | English |
| Subject: | |
| Format: | Print Book |
| URL for this record: | http://pi.lib.uchicago.edu/1001/cat/bib/12771056 |
Table of Contents:
- Foreword
- Acknowledgments
- About the Author
- Vocabulary Terms
- Introduction
- The Promise of Collective Leader Efficacy
- How to Approach This Book
- Features
- Section I. Research
- 1. Collective Leader Efficacy
- What Is Collective Leader Efficacy?
- What Is the Difference Between CLE and CTE?
- What Drives Improvement?
- Team Improvement Involves Developing Self-Efficacy
- Team Improvement Involves Developing Leadership Self-Efficacy
- Elevating Others on the Team
- What Roles Are Included on the Leadership Team?
- In the End
- Section II. Drivers Necessary to Develop Collective Leader Efficacy
- 2. Developing a Leader and Learner Mindset
- Drivers for Successful Leadership Teams
- The Impact of Mindset
- A Deficit Mindset
- Challenges Can Help Shift Our Mindset
- Fostering Leadership on Your Team
- In the End
- 3. Mental Health and Well-Being
- The Statistics on Leaders' Well-Being
- Mental Health Support for Instructional Leadership Teams
- In the End
- 4. Context Beliefs
- Nurturing Context Beliefs
- How School Districts and Divisions Can Enhance Context Beliefs
- In the End
- 5. Working Conditions
- Working Conditions
- Working Conditions for Leaders
- Improve Your Working Conditions
- In the End
- 6. Professional Learning and Development
- What Is Professional Learning and Development?
- Professional Learning and Development-Not Training
- Professional Learning and Development as a Driver for Collective Leader Efficacy
- Leadership Development
- Individuals Need to Grow as Leaders
- In the End
- 7. Organizational Commitment
- Why Is Organizational Commitment Important?
- What Should Your Team Be Committed to?
- In the End
- 8. The Skills to Work in Collectives
- Developing Collective Intelligence
- Polarized Individuals on Collective Teams?
- What Are the Skills to Work in a Collective?
- In the End
- 9. The Confidence to Work in Collectives
- How Is Confidence Built?
- The Confidence to Contribute Ideas
- In the End
- Section III. Deliberate Practice and Process
- 10. What Components Define an Instructional Core?
- Breaking Up the Cartel of School Leadership
- What Constitutes an Instructional Core?
- In the End
- 11. The Instructional Leadership Team's Cycle of Inquiry
- Cycle of Inquiry
- Four Questions to Guide the Cycle of Inquiry
- What Is Our Purpose?
- In the End
- 12. Focus for Improvement
- Putting It All Together
- Developing a Theory of Action
- Program Logic Models
- In the End
- Appendices
- Appendix 1. Instructional Leadership Team (ILT) Request for Inclusion on the Team
- Appendix 2. Activity: Cultivating Mindsets of Collaboration
- Appendix 3. Weekly Log: Where Do You Spend Your Time?
- Appendix 4. Learning Walk Form
- Appendix 5. Guiding Questions 1-4
- Appendix 6. Timetable Checklist
- Appendix 7. Purpose Statements 1-3
- Appendix 8. Inquiry Questions 1-3
- Appendix 9. Theories of Action 1-3
- Appendix 10. Theory of Action Evidence Templates
- Appendix 11. Blank Template Program Logic Model
- References
- Index
