Contributor(s)The Pennsylvania State University CiteSeerX Archives
KeywordsBest Practice In Leadership
Findings From AESOP1 A recent research project carried out in NSW
AESOP (An Exceptional Schooling Outcomes Project
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AbstractThe job of the principal and other school leaders has become more demanding, stressful and complex. Whitaker (2003) argues that the contextual changes and shifting roles of principals have contributed to problems of selection, recruitment, and retention of quality candidates (see also Norton, 2002; Goodwin, et. al., 2003). Elements of the contemporary educational leadership context include: 1. The aging population of principals and other educational leaders and leadership succession. 2. Attracting and preparing the next generation of educational leaders. 3. New accountabilities and responsibilities. 4. New technology. 5. Public and stakeholder demands and criticism. 6. Competition within and between educational systems. 7. Balancing managerial and leadership responsibilities. 8. Initiating and coping with change. 9. Fostering and distributing leadership across the school and system. 10. Developing and maintaining a positive school culture centred on teaching and learning. 11. Facilitating staff professional learning. 12. Handling conflict. 13. The need for ‘moral’, ‘authentic ’ leadership.