Kentucky Next Generation Superintendent Effectiveness Standards
Next Generation Superintendent Effectiveness Standard #3 - Cultural Leadership Rubric
Next Generation Superintendent Effectiveness Rubric - Standard 3 Cultural Leadership - Word Document (for your use)
AdvancED Standards of Quality School Systems
Standards for Quality School Systems – Standard 1: Purpose and
Direction. Indicator 1.2 – The system ensures that each school engages
in a systematic, inclusive and comprehensive process to review, revise
and communicate a school purpose for student success.
AdvancED Standards of Quality Schools
Standards for Quality Schools – Standard 1: Purpose and Direction.
Indicator 1.2 – The school leadership and staff commit to a culture that
is based on shared values and beliefs about teaching and learning and
supports challenging, equitable educational programs and learning
experiences for students that include achievement of learning, thinking,
and life skills. [[Standard&Indicator1.2 Rubric.
Superintendents Leading and Supporting Principal Effectiveness – Some Quick Research References
Performance Standard 2: School Climate (from the new Professional Growth and Effectiveness Systems for Principals)
The principal fosters the success of all students by developing, advocating, and sustaining an academically rigorous, positive, and safe school climate for all stakeholders.
There is a positive relationship between school climate and leadership, which affects overall school effectiveness (Barth, 2002; Hallinger, Bickman, & Davis, 1996; Marzano, Waters, & McNulty, 2005; Villani, 1997).
Relationship-building and stakeholder involvement are of fundamental importance in establishing and sustaining school success (Cotton, 2003; Fullan, 2001; Kytheotis & Pashiartis, 1998; Marzano, Waters, & McNulty, 2005).
Attempting to change the prevailing culture of a school is one of the more difficult tasks of the school leader (Barth, 2002; Fullan, 2001).
The effective school principal leads from a position of trust—modeled and fostered daily in the school environment. Principals desiring a trustful environment can cultivate one by sharing information, power, and decision-making with teachers (Tschannen-Moran, 2004; 2009).
Continuous monitoring of internal and external factors affecting the school—situational awareness—is the responsibility of school leaders that has a positive association with student achievement (Marzano, Waters, McNulty, 2003).
Helpful and Practical Strategies and Tools to Improve Culture
1. Teacher Hiring Practices that Shape Culture
superintendents ensure the adults working with and around the students
are the very best available. One of the most powerful strategies for
shaping culture is carefully selecting the people who will work in the
organization. Some strategies and resources are shared below to assist
you in developing hiring systems that will insure the right people are
employed for the right positions.
2. District Leadership Team - Job Description (Includes Teachers & Administrators) - Gallatin County
a culture of high expectations by developing and implementing a DILT
(District Instructional Leadership Team). Provide quality professional
development to administrators and teacher leaders to increase your own
leadership capacity and move your district forward.
3. Elected Officials & Community Leaders Presentation - Taxes & School Funding - Gallatin County
all of your community's elected officials and your entire
administrative team on the same page as you develop a culture of high
expectations and communicate your district's mission and vision.
4. "Friday Notes" - Weekly Email Communication to All Internal Stakeholders, Linked on School District Web Site- Gallatin County
the positive things that are going on in your district regularly to
enhance your school district's culture and communicate high
5. The use of Instructional Rounds -
a powerful instructional leadership and culture building process.
Instructional Rounds inherently builds shared knowledge and
understandings that are essential for developing and shaping culture. At
the same time, it provides a professional learning platform that can
transform instruction practice and raise student learning achievement.
6. An Innovative Calendar -
to provide a time structure for shaping and supporting a culture of
learning excellence using professional learning communities, job
embedded professional development, and a variety teaming strategies. By
providing our professional educators with time, resources, and supports,
we have enhanced the professional practice of our teachers and school
leaders, along with making progress in closing implementation gaps that
prevent progress in many schools.