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Administrators and School Culture

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In education, at the level of the individual school, it is the school administrator or principal who is key in terms of leadership, school reform, creating and maintaining a secure school environment, involving stakeholders of all kinds in the school, and implementing visionary leadership. The purpose of this brief report is to examine effective strategies used by school administrators in shaping the school culture. It will be argued, as Jason (2000) has suggested, that transformational principals and administrators are needed to increase the efficacy of instruction, socialization, and other interaction processes in increasingly multicultural learning communities.

H.S. Williams (2000) contends that the literature on school effectiveness repeatedly refers to the need for strong principal-centered leadership. The intense interest on the part of educators and scholars in achieving better understanding of the dynamics of school effectiveness points to the principal as a key agent of change, reform, and school transformation. While educational leadership is difficult to define, Williams (2000) suggests that educational leaders (including principals) must fulfill a number of functions that include community leadership, the development of liaisons with key stakeholders, implementation of effective student discipline programs, and the oversight of school improvement or reform efforts.

Williams (2000) examined teachers' perceptions of princ

. . .
while empowering other stakeholders for meaningful participation in decision-making. These principals also recognize that cultural change, reform, or school improvement is necessary and achievable and work to ensure that others participate in these processes (Reavis, et al, 1999). Williams (2000) maintains that about 90 percent of high school principals' activities tend to be concerned with other than curricular and instructional issues. This suggests that principals focus much of their energies on administrative as well as structural issues. A study by Moore (1998) found that there is a strong link between principals' leadership behavior and school climate. Schools that are sites for violence tend to be schools with inadequate leadership and also tend to be schools located in troubled communities in which violence is commonplace. The task of the principal, says Moore (1998), is therefore to identify sources of violence or dissent and to ameliorate the problems created by these concerns. Tirozzi (2001) claims that effective leadership in the school environment must recognize that principals are single individuals who require the support of teachers, support staff, parents, students, the community, and local businesses
. . .

Some common words found in the essay are:
Vinson Fox, Peterson Skiba, Peterson Kelley, Fink Resnick, HS Williams, Effectiveness APE, School Culture, Ray Lemley, Delta Kappan, Curriculum Review, jason 2000, williams 2000, school improvement, skiba 2000, tirozzi 2001, peterson skiba 2000, peterson skiba, school culture, peterson kelley 2001, school administrators, principal effectiveness, secondary school, fink resnick 2001, involved aspects school, creating school climates,
Approximate Word count = 1740
Approximate Pages = 7 (250 words per page)

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