If You Want to Lead, Not Just Manage
Purchase
Description
"Effective, timely, and engaging! A practical approach to transforming educators into successful and reflective school administrators."
John C. Daresh
Author of Beginning The Principalship
Insight into the perceptions, personal values, and personalities that help principals succeed!
A successful principal is more than a good manager. Becoming an effective school leader means understanding the culture as well as acquiring the technical skills.
If You Want to Lead, Not Just Manage tells you what the Masters programs don't—about the personalities and value systems that school leaders need to succeed. First-year administrators and graduate students will find this a practical gauge in determining 'what it takes' to become a successful principal. More experienced administrators will find it a useful tool for reflection and validation of their own practices and approaches within the school and district.
Key issues include:
- Matching your personality with the role of principal
- Navigating the school culture successfully
- Changing the organization without alienating the culture
- Blending the best of management and leadership
- Fitting in – marketing yourself as well as your school
- Culture shock – when teachers become principals
This is the book that closes the gap between theory and practice, teaching prospecting and current administrators how to lead at every level.
Contents
Foreword
Foreword
Preface
Preface
About the Author
About the Author
Introduction
Introduction
1. Culture Shock: When Teachers Become Principals
- About This Chapter
- Reflective Point
- Role Preparation
- The Bottom Line
2. Stranger in a Strange Land: The School Environment
- About This Chapter
- Reflective Point
- Characteristics of School Districts
- The Bottom Line
3. One Size Doesn't Fit All: Matching Your Personality With the Role of Principal
- About This Chapter
- Reflective Point
- The Compatibility of Personal Attributes and the Principal's Role: Pitfalls
- The Bottom Line
4. Getting an 'A' in Ambiguity: Successfully Navigating the Complexity of School Culture
- About This Chapter
- Reflective Point
- The Middle Management Culture and the Accountability Subculture
- The Bottom Line
5. Are You Listening? Do You Understand?
- About This Chapter
- Reflective Point
- The Art and Skills of Careful Listening
- The Bottom Line
6. Let's Talk Aggregate Impression: How Leaders Lead
- About This Chapter
- Reflective Point
- Leadership: What Is It? Why Do We Need Leaders? What Do Leaders Do? How Do Leaders Do What They Do?
- A New Look at Leadership
- Now, Let's Talk Aggregate Impression
- Management of Others' Perceptions (Aggregate Impression) Through Role Assumption
- The Bottom Line
7. Seeing the Forest and the Trees: Blending the Best of Management and Leadership
- About This Chapter
- Reflective Point
- How Managers Manage
- The Bottom Line
8. Let's Meet So You Can "Ooh" and "Ahh" Over My Experience: Marketing Campaigns and Initiation Rituals
- About This Chapter
- Reflective Point
- Selling Yourself as "Prime Cut"
- What Is This Selection Process Game You've Been Invited to Play?
- The Bottom Line
9. Winning a Race without a Finish Line: Changing the Organization Without Alienating the Culture
- About This Chapter
- Reflective Point
- Tweaking the Culture Is Okay: The Two Sides of Change
- Managing Change Through Leadership
- The Bottom Line
- A Concluding Thought
Index
Index
Description
"Effective, timely, and engaging! A practical approach to transforming educators into successful and reflective school administrators."
John C. Daresh
Author of Beginning The Principalship
Insight into the perceptions, personal values, and personalities that help principals succeed!
A successful principal is more than a good manager. Becoming an effective school leader means understanding the culture as well as acquiring the technical skills.
If You Want to Lead, Not Just Manage tells you what the Masters programs don't—about the personalities and value systems that school leaders need to succeed. First-year administrators and graduate students will find this a practical gauge in determining 'what it takes' to become a successful principal. More experienced administrators will find it a useful tool for reflection and validation of their own practices and approaches within the school and district.
Key issues include:
- Matching your personality with the role of principal
- Navigating the school culture successfully
- Changing the organization without alienating the culture
- Blending the best of management and leadership
- Fitting in – marketing yourself as well as your school
- Culture shock – when teachers become principals
This is the book that closes the gap between theory and practice, teaching prospecting and current administrators how to lead at every level.
Contents
Foreword
Foreword
Preface
Preface
About the Author
About the Author
Introduction
Introduction
1. Culture Shock: When Teachers Become Principals
- About This Chapter
- Reflective Point
- Role Preparation
- The Bottom Line
2. Stranger in a Strange Land: The School Environment
- About This Chapter
- Reflective Point
- Characteristics of School Districts
- The Bottom Line
3. One Size Doesn't Fit All: Matching Your Personality With the Role of Principal
- About This Chapter
- Reflective Point
- The Compatibility of Personal Attributes and the Principal's Role: Pitfalls
- The Bottom Line
4. Getting an 'A' in Ambiguity: Successfully Navigating the Complexity of School Culture
- About This Chapter
- Reflective Point
- The Middle Management Culture and the Accountability Subculture
- The Bottom Line
5. Are You Listening? Do You Understand?
- About This Chapter
- Reflective Point
- The Art and Skills of Careful Listening
- The Bottom Line
6. Let's Talk Aggregate Impression: How Leaders Lead
- About This Chapter
- Reflective Point
- Leadership: What Is It? Why Do We Need Leaders? What Do Leaders Do? How Do Leaders Do What They Do?
- A New Look at Leadership
- Now, Let's Talk Aggregate Impression
- Management of Others' Perceptions (Aggregate Impression) Through Role Assumption
- The Bottom Line
7. Seeing the Forest and the Trees: Blending the Best of Management and Leadership
- About This Chapter
- Reflective Point
- How Managers Manage
- The Bottom Line
8. Let's Meet So You Can "Ooh" and "Ahh" Over My Experience: Marketing Campaigns and Initiation Rituals
- About This Chapter
- Reflective Point
- Selling Yourself as "Prime Cut"
- What Is This Selection Process Game You've Been Invited to Play?
- The Bottom Line
9. Winning a Race without a Finish Line: Changing the Organization Without Alienating the Culture
- About This Chapter
- Reflective Point
- Tweaking the Culture Is Okay: The Two Sides of Change
- Managing Change Through Leadership
- The Bottom Line
- A Concluding Thought
Index
Index
Reviews
March 2000 | 176 pages | Corwin
| Format | Published Date | ISBN | Price |
|---|---|---|---|
| Paperback | 01/02/2026 | 9780761976479 | $37.95 |
"Effective, timely, and engaging! A practical approach to transforming educators into successful and reflective school administrators."
John C. Daresh
Author of Beginning The Principalship
Insight into the perceptions, personal values, and personalities that help principals succeed!
A successful principal is more than a good manager. Becoming an effective school leader means understanding the culture as well as acquiring the technical skills.
If You Want to Lead, Not Just Manage tells you what the Masters programs don't—about the personalities and value systems that school leaders need to succeed. First-year administrators and graduate students will find this a practical gauge in determining 'what it takes' to become a successful principal. More experienced administrators will find it a useful tool for reflection and validation of their own practices and approaches within the school and district.
Key issues include:
- Matching your personality with the role of principal
- Navigating the school culture successfully
- Changing the organization without alienating the culture
- Blending the best of management and leadership
- Fitting in – marketing yourself as well as your school
- Culture shock – when teachers become principals
This is the book that closes the gap between theory and practice, teaching prospecting and current administrators how to lead at every level.
Table Of Contents:
- Foreword
- Preface
- About the Author
- Introduction
- 1. Culture Shock: When Teachers Become Principals
- About This Chapter
- Reflective Point
- Role Preparation
- The Bottom Line
- 2. Stranger in a Strange Land: The School Environment
- About This Chapter
- Reflective Point
- Characteristics of School Districts
- The Bottom Line
- 3. One Size Doesn't Fit All: Matching Your Personality With the Role of Principal
- About This Chapter
- Reflective Point
- The Compatibility of Personal Attributes and the Principal's Role: Pitfalls
- The Bottom Line
- 4. Getting an 'A' in Ambiguity: Successfully Navigating the Complexity of School Culture
- About This Chapter
- Reflective Point
- The Middle Management Culture and the Accountability Subculture
- The Bottom Line
- 5. Are You Listening? Do You Understand?
- About This Chapter
- Reflective Point
- The Art and Skills of Careful Listening
- The Bottom Line
- 6. Let's Talk Aggregate Impression: How Leaders Lead
- About This Chapter
- Reflective Point
- Leadership: What Is It? Why Do We Need Leaders? What Do Leaders Do? How Do Leaders Do What They Do?
- A New Look at Leadership
- Now, Let's Talk Aggregate Impression
- Management of Others' Perceptions (Aggregate Impression) Through Role Assumption
- The Bottom Line
- 7. Seeing the Forest and the Trees: Blending the Best of Management and Leadership
- About This Chapter
- Reflective Point
- How Managers Manage
- The Bottom Line
- 8. Let's Meet So You Can "Ooh" and "Ahh" Over My Experience: Marketing Campaigns and Initiation Rituals
- About This Chapter
- Reflective Point
- Selling Yourself as "Prime Cut"
- What Is This Selection Process Game You've Been Invited to Play?
- The Bottom Line
- 9. Winning a Race without a Finish Line: Changing the Organization Without Alienating the Culture
- About This Chapter
- Reflective Point
- Tweaking the Culture Is Okay: The Two Sides of Change
- Managing Change Through Leadership
- The Bottom Line
- A Concluding Thought
- Index